Chapter 2 Individual Differences Personality 2 1 Ability
Chapter 2 Individual Differences Personality 2 -1 Ability
Figure 2. 1 Nature and Nurture: The Determinants of Personality 2 -2
The Nature of Personality § Personality – Develops over a person’s lifetime – Generally stable in the context of work – Can influence career choice, job satisfaction, stress, leadership, and even performance 2 -3
Figure 2. 2 The Interaction of Personality and Situational Factors 2 -4
The Interaction of Personality and Situational Factors § Strong situational pressures – Personality may not predict behavior • Example: enforcement of rules § Weak Situational pressures – Personality may predict behavior • Example: Customer sales reps 2 -5
Ben Schneider’s Attraction-Selection. Attrition (ASA) Framework § Employee personalities = Organizational personality 2 -6
Ben Schneider’s Attraction-Selection. Attrition (ASA) Framework § Individuals with similar personalities tend to be attracted to an organization (Attraction) and hired by it (Selection) and individuals with other types of personalities tend to leave the organization (Attrition) § Examples – Advantages and Disadvantages 2 -7
Figure 2. 3 The Big Five Model of Personality Extraversion Neuroticism Conscientiousness Openness to Experience Agreeableness 2 -8
Extraversion (Positive Affectivity) § Personality trait that predisposes individuals to experience positive emotional states and feel good about themselves and the world around them Extraverts 2 -9 Introverts
Neuroticism (Negative Affectivity) § Personality trait that reflects people’s tendency to experience negative emotional states, feel distressed, and generally view themselves and the world around them negatively High 2 -10 Low
Agreeableness § Personality trait that captures the distinction between individuals who get along well with other people and those who do not High 2 -11 Low
Conscientiousness § Personality trait that describes the extent to which an individual is careful, scrupulous, and persevering High 2 -12 Low
Summary so far § Personality – What? – Situation interaction • constraints – Why? – Types? 2 -13
Openness to Experience § Personality trait that captures the extent to which an individual is – original, – open to a wide variety of stimuli, – has broad interests, and is – willing to take risks as opposed to being narrow-minded and cautious 2 -14
Figure 2. 8 Personality Traits Relevant to Organizations 2 -15
Locus of Control Internal 2 -16 External
Self-Monitoring § The extent to which people try to control the way they present themselves to others High 2 -17 Low
Self-Esteem § Personality trait that describes the extent to which people have pride in themselves and their capabilities. High 2 -18 Low
Type A versus Type B Personality § Type A individuals have an intense desire to achieve, are extremely competitive, have a sense of urgency, are impatient, and can be hostile § Type B individuals are more relaxed and easy going 2 -19
Mc. Clelland’s Learned Needs Need for Power Need for Achievement Need for Affiliation Managers should have a high need for achievement and power. 2 -20
The Nature of Ability § What a person is capable of doing § Types of ability – Cognitive ability – Physical ability • Motor skill • Physical skill – Emotional intelligence 2 -21
Figure 2. 10 Types of Cognitive Ability 2 -22
Figure 2. 11 The Determinants of Cognitive and Physical Abilities 2 -23
Emotional Intelligence § The ability to understand manage one’s own feelings and emotions and the feelings and emotions of others § A good understanding of how to use emotions to promote effective functioning and well-being 2 -24
Management of Ability Selection Placement 2 -25 Training
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