Professional Documents
Culture Documents
Chapter 4
among individuals, and why are they important? What are individual differences and how are they related to workforce diversity?
Personality
Personality. - A common sense definition is: Personality presents distinctive set of characteristics that tend to remain the same across similar situation and are relatively stable over time
Personality
Three Key themes 1. Uniqueness: - Each person is a collection of unique
characteristics that results in behavior that is unique to that individual and differentiate one person from another Situational Consistency Difference in opinion regarding the issue of consistency and variability Individual characteristics will be similar in different situations only if (a) the situations are similar or (2) the characteristics have produced similar outcomes in these situations in the past
2. -
Personality
3. Stability:
Considerable evidence suggest it is stable and enduring over time The overall profile or combination of characteristics that capture the unique nature of a person as that person reacts and interacts with others.
Environment
Social exposures Physiological forces Socioeconomic factors
Extraversion
Conscientiousness
Personality
Agreeableness
Extravert
Talkative Sociable
Introvert Extraversion
Reserved Quiet
Adapter
Trusting Cooperative softhearted
Challenger
Agreeableness
Flexible Conscientiousness
Focused
dependable, efficient, organized
Stable
Self-confident, relaxed, secure
Explorer
Imaginative, curious, broad minded
Openness to Experience
Preserver,
Unimaginative, conventional, habit bound
When working, need short brain breaks to converse with someone Es may be seen shallow to Is
Needs Introversion for balance
Introverts do enjoy interacting with others but it drains their energy Is may seen withdrawn to Es
Needs extraversion for balance
Sensation Vs Intuition
Are ways of taking information. The sensing function takes information by way of five senses, the intuition function takes information by sixth sense Intuition ( N) Sensing (S) Like things that are Like opportunities for being definite, and inventive measurable Starts at the Jumps every where, leaps over steps beginning, takes a step at a time Reads instruction, Skips directions, follows hunches notices details Looks at specific Looks at patterns and relationships parts and pieces
Lives in present, enjoy every thing that is there Favors handling practical matters Likes set procedures, established routines When interviewing someone for job, would want to know type of experience applicant has had
Lives towards the future anticipating what might be Prefers imagining possibilities Likes change and variety
Not much interested in what applicant has done but what he could for the organization
Sensation parent become concerned if the child spends time in fantasy/ day dreaming
The Ns see S as plodding, too slow to see future possibilities
The intuitive parent would become worried if the child does not spend time in fanaticizing
The Ss see N as flighty, impractical and unrealistic
Are ways of making decisions. The thinking function decides on the basis of logic and objective consideration. The Feeling decides on the basis of personal subjective values. Feeling (F) Thinking (T)
Spontaneously find flaws, criticizes Good at understanding plans When T becomes emotional, body reactions are not noticed by others . The T person gets embarrassed by a show of intense emotions Feelers may consider thinkers as heartless, have ice in their veins
Spontaneously appreciate Good at understanding people Tends to make their emotions more visible. Their hands become moist, color flushes or drains from his face, body trembles, heart beat faster, others become affected by this Thinkers may consider Feelers as too soft hearted,illogical fuzzy thinkers.
Judging Vs Perceiving
Are complimentary life style. Judging life style is decisive, planned and orderly. A perceptive life style is flexible, adaptable and spontaneous Judging (J) Enjoys being decisive Perception (P) Enjoys being curious, discovering surprises Likes freedom to explore without limits Feels comfortable maintaining openness
Likes to have life under control Handles deadlines, pans in advance When setting deadlines for others J is likely to communicate actual deadlines and would expect others to meet them
P is to become anxious and react by moving real dead lines ahead to artificial deadlines
ENFJ
INFJ
ENFP
INFP
ENTJ
INTJ
ENTP
INTP
ESTJ ESTP
ISTJ
ESFJ
ISFJ
ISTP
ESFP
ISFP
Motivational properties
Stable differences Energize and maintain overt behaviors
Locus of control
Cognitive and Motivational Concepts
Self-monitoring
Achievement motivation
Approval motivation
Cognitive Concepts
Locus of control
Tendency to attribute the cause or control of events to either
Oneself Factors in the external environment
Internals believe they can control what happens to them Externals believe what happens to them is more a matter of luck or fate, rather than their own behavior
2. 3. 4. 5. .6. 7.
Locus of Control
Negative Aspects of Internal Locus of control 1. Externals have been found to be more inclined to initiate structure ( to help clarify roles and to show consideration to people
2. Internals are less likely to comply with leader direction and are less accurate in processing feedback about success and failures than External
3. Internals have more difficulty arriving at decisions with serious consequences for others
Task Success
Task Failure
Task failure
2. Complexity: the extent to which one is tolerant to multiple, distinctive, or unrelated information
3. Insolubility: The extent to which one is tolerant of problems that are difficult to solve because (a) alternative solution are not evident, (b) information is unavailable, (c ) problem components seem unrelated
More sensitive to internal ( non-superficial) characteristics of others More behaviorally adaptive and flexible under ambiguous and overloaded conditions Managers with high tolerance for ambiguity are more likely to be entrepreneurial in their actions, screen out less information in complex environments and choose specialties in their profession in their occupation that possess less structured task Individuals who have high tolerance for ambiguity have more difficulty in focusing on single important element of information as they are inclined to pay attention to variety of items
Authoritarianism:
Belief whether lines of power and status should be clearly delineated or not.
Persons high in authoritarianism are more likely to: 1. Create and maintain power status differences by actively using titles and symbols of their position and conforming to rules 2. Less likely to employ participative techniques that would result in subordinate being treated equally
3. Subordinates high in authoritarianism show proper deference to their superiors and are willing to abide by the rules of the game
Machiavellianism:
It is the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends could justify means High Machs manipulate more, win more, are persuaded less and persuade others more The successful outcomes of high Machs behavior depends upon (1) face to face interaction with other persons not by indirect means (2) When situation has minimum number of rules and regulations (3) Where emotional involvement with details are irrelevant to winning
Self-monitoring
Degree to which people attempt to present the image they think others want to see in the given situation High-self monitors want to be seen as others want them to be Low self monitors want to be seen as themselves, not as others want them to be
Achievement motivation
The need for achievement (n-Ach) Desire to perform in terms of a standard of excellence Desire to succeed in competitive situations Persons high in the need to achieve
Set goals Accept responsibility for both success and failure Focus on task excellence rather than on power
Approval motivation
Concerned about presenting one-self in a socially desirable way in evaluative situations Persons high in approval motivation tend to
Be concerned about the approval of others Conform and get along Respond to personality tests in socially desirable ways (may fake their answers according to perceived desirability)
Importance of values
They are the foundation for understanding of attitudes, motivation. They influence perceptions.
Values
Sources of Value system 40 percent of values are genetically determined 60 percent environmentally determined (culture, family, friends)
Types of Values: Two approaches to classifying values 1.Allport and Associates: They identified six types of values i. Theoretical: place high importance on discovery of truth through a critical and rational approach ii. Economic: Emphasizes the useful and practical iii. Aesthetic: places the highest value on form and harmony iv. Social: Assigns the highest value to the love of people v. Political: Places emphasis on acquisition of power and influence
vi. Religious: is concerned with the unity of experience and understanding of the cosmos as a whole
1. Terminal values: desirable end-states of existence, goals that a person would like to achieve during his/her life time 2. Instrumental values: preferable mode of behavior or means of achieving ones terminal values
Terminal Value
Instrumental Value
Terminal Value
Instrumental Value
Inner harmony
An exciting life( Broad minded( open Mature love( active life, stimulating mind) sexual and life) spiritual intimacy) A sense of accomplishment Capable( competent, effective) National security( protection from attack
A world of peace( Cheerful ( light free of war & conflict) hearted, joyful)
A world of beauty ( beauty of nature, arts) Equality ( brotherhood, equal opportunity) Clean (neat, tidy)
Intrinsic
Interesting work Challenging Work Learning new things Making important contribution Reaching full potential Responsibility & autonomy
Job benefits Status in community Social contacts Time with the family
When workers are in positive mood thy feel excited, active, strong, peppy, or elated
The extent to which workers experience positive, negative and less intense moods depends on their personalities (negative or positive affectivity) and the situation
Research indicates that workers in positive mood are more likely to be helpful to each other, and those around them
The extent to which leaders experienced positive was related to the performance level of subordinates Research also indicates that positive mood leads to creativity, negative mood may result inaccurate in making judgments
Work Values
(most stable)
Attitudes
Attitudes are evaluative statements either favorable or unfavorable concerning people, objects or things.
2. Attitudes can fall somewhere along the continuum from very favorable to very unfavorable 3. The attitudes are directed toward some object about which a person has feelings and beliefs
Components of Attitudes
Affective Component How a worker feels about his job /organization
Attitudes
Collection of feelings and thoughts in ones job/organization
Components of Attitude
Barriers to Attitude Change: 1. Prior Commitments: when a person feels committed to a course of action and are unwilling to change. There is a tendency for decision makers t persist with failing course of action called escalation of commitment
Attitude Change
2.
Insufficient Information: as a result of insufficient information people do not see any reason to change their attitudes.
Providing new Information Use of fear. Moderate level of fear is most effective Resolving Discrepancies between attitude and behavior. According to theory of cognitive dissonance people actively reduce the dissonance by attitude and behavior change
4.
There is no significant positive relationship between satisfaction and individual performance. Satisfaction may lead to organization level improvement
2. Satisfaction and Turnover
Moderately negative relationship between jobsatisfaction and turnover. High job-satisfaction will not, in and itself keep turnover low. Considerable job dissatisfaction , there is likely to high turnover. A variety of other factors may be responsible for employee turnover( commitment to organization, job tenure age, economic factors)
Weak negative relationship between satisfaction and absence. High Job satisfaction will not result in lower absenteeism
4. Satisfaction and other effects Positive relationship between satisfaction and physical health, lower job accident, and grievances. Job dissatisfaction leads to high stress
Cognitive dissonance can be reduced by: Changing the underlying attitude. Changing future behavior. Developing new ways of explaining or rationalizing the inconsistency.
influenced by:
The degree of control a person has over the
situation.
The magnitude of the rewards involved.
Challenge of workforce diversity. Respecting individuals perspectives and contributions and promoting a shared sense of organizational vision and identity.
Ability.
A persons existing capacity to perform the