Individual Differences Chapter 4 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-1

Learning Objectives 1.Define personality and describe its role in the study of organizational behavior. 2.Identify the Big 5 dimensions of personality and elements of core self-evaluations, and describe how they are related to key aspects of organizational behavior. 3.Distinguish between positive and negative affectivity and describe their effects on organizational behavior. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-2

Learning Objectives 4.Define achievement motivation and distinguish between learning, performance, and avoidance goal orientations. 5.Describe Machiavellianism and the differences between morning and evening persons and their role in work- related behavior. 6.Differentiate among cognitive intelligence, emotional intelligence, and practical intelligence, and explain their influences on behavior in organizations. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-3

Personality  Definition  Interactionist perspective  Person-job fit Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-4

Interactionist Perspective Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-5 Personal Influences (i.e., individual characteristics) Situation Influences ( i.e., demands imposed by the context) Resulting Effect Constraining personal influences (e.g., individual is predisposed to not act a certain way) Constraining situational influences (e.g., situation discourages one from behaving a certain way) Persons Situations Don’t act Situation 1: Act Person is highly unlikely to act (and to do so strongly) in this case because both his or her personal characteristics and the situation dictate.

Interactionist Perspective Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-6 Facilitating personal influences (e.g. individual is predisposed to act a certain way). Facilitating situational influences (e.g., situation encourages one to behave in a certain way). Constraining personal influences (e.g. individual is predisposed to act a certain way). Facilitating situational influences (e.g. situation encourages one to behave in a certain way). ActDon’t act Situation 2: Person is highly likely to act (and to do so strongly) in this case because both his or her personal characteristics and the situation dictate acting. Person Situation Don’t actAct Situation 3: PersonSituation Person may or may not act in this case (and only weakly, if so) because the individual and situational forces are contradictory (balancing each other out).

Interactionist Perspective Facilitating personal influences (e.g., individual is predisposed to act a certain way). Constraining situational influences (e.g., situation discourages one from behaving a certain way). Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-7 Don’t actAct SituationPerson Situation 4: Person may or may not act in this case (and only weakly, if so) because the individual and situational forces are contradictory (balancing each other out).

Measuring Personality  Objective tests  Projective tests  Test properties Reliability Validity Predictive validity Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-8

Big 5 Dimensions of Personality  Extraversion  Agreeableness  Conscientiousness  Neuroticism  Openness to experience Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-9

Affectivity Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-10

Core Self-Evaluations Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-11

Work-related Personality Aspects  Machiavellianism Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-12  Achievement motivation

Work-related Personality Aspects  Goal orientation  Morning vs. evening persons Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-13

Intelligence Types  Cognitive  Practical  Emotional Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-14

Intelligence Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-15

Physical Abilities  Strength  Flexibility  Stamina  Speed Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-16

Social Skills  Social perception  Impression management  Persuasion and social influence  Social adaptability  Emotional awareness/control Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-17

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