講義參考文稿lecture four

1、People and OrganizationsLecture 4: Personality and Individual DifferencesAgendaIndividual differences What is personality?Personality theoriesImplications for practiceAhead for next sessionYour futureWhen start interviewing for jobs, do you expect ability or personality testing to be be part of the

2、hiring process? Why or why not?What do you think is more important: ability or personality?Why individual differences are important:Individual differences have a direct effect on behaviourPeople who perceive things differently behave differently.People with different attitudes respond differently to

3、 directives.People with different personalities interact differently with bosses, co-workers, subordinates, and customers.Why individual differences are Important:Individual differences help explain:Why some people embrace change and others are fearful of it.Why some employees will be productive onl

4、y if they are closely supervised, while others will be productive if they are not.Why some workers learn new tasks more effectively than others.Individual Differences in the WorkplaceAbility and SkillsAttitudesPerceptionPersonalityWork Behavior Productivity Creativity PerformanceIndividual Differenc

5、es7AbilityThe mental or physical capability to do somethingTypes of abilityPhysicalCognitiveEmotional intelligenceCognitive AbilityGeneral mental ability to solve problems and successfully deal with environmental conditions and demands in varying situationsSimilar to personality, influenced by both

6、nature and nurtureEmotional IntelligenceThe ability to identify, assess, and control the emotions of oneself, of others, and of groupsPerceiving emotionsUsing emotionsUnderstanding emotionsManaging emotions AttitudesAre determinates of behaviour because they are linked with perception, personality,

7、feelings, and motivationAttitude a mental state of readinesslearned and organized through experienceexerting a specific response to people, objects, and situations with which it is relatedAttitudes: Implications for the ManagerAttitudes are learnedAttitudes define ones predispositions toward given a

8、spects of the worldAttitudes provide the emotional basis of ones interpersonal relations and identification with othersAttitudes are organized and are close to the core of personalityManager styleTechnologyNoisePeersReward systemCompensation planCareer opportunitiesBeliefs and valuesFeelings and emo

9、tionsIntended behaviorStimuliWork environment factorsCognitionAffectBehaviour“My supervisor is unfair.”“Having a fair supervisor is important to me.”“I dont like my supervisor.”“Ive submitted a formal request to transfer.”The Three Components of Attitudes: Cognition, Affect, BehaviourCognitionWhat i

10、ndividuals know about themselves and their environmentImplies a conscious process of acquiring knowledgeEvaluative beliefs favorable or unfavorable impressions that a person holds toward an object or personAffectThe emotional component of an attitudeOften learned fromparentsteacherspeer group member

11、sThe part of an attitude that is associated with “feeling” a certain way about a person, group, or situationCognitive DissonanceA discrepancy between attitudes and behavioursA mental state of anxietyOccurs when there is a conflict among an individuals various cognitions after a decision has been mad

12、e.Attitudes and Job SatisfactionJob satisfaction an attitude people have about their jobsResults from peoples perception of their jobsResults from the degree of fit between the individual and the organizationKey factors associated with job satisfaction:PayPromotion opportunitiesSupervisionCoworkersW

13、orking conditionsJob securityPersonalityPersonality - properties that set us apart which are both stable and distinctive.The relationship between behaviour and personality is one of the most complex matters that managers have to understand.A psychometric testing industry evolved. Estimated that 100,

14、000 psychometric tests taken each day in the West.Some psychologists have shown how personality tests are poor predictors of job success.Linking Personality to the WorkplaceIn addition to matching the individuals personality to the job, managers are also concerned with:Person-Organization Fit:The em

15、ployees personality must fit with the organizational culture.People are attracted to organizations that match their values.Those who match are most likely to be selected.Mismatches will result in turnover.Can personality types match to the organizational culture in reality?What Do You Think?Which wa

16、s more important in the development of your personality, nature or nurture? Why?Do you think personality can be identified and measured? Why or why not?Forces influencing personalityIndividual PersonalityCultural forcesHereditary forcesFamily relationship forcesSocial class / group membership forces

17、Life ExperiencesPersonality traits and dimensionsManagers are interested in personality traits, particularly if there is a link to be found between them and job fit and/or performance. Most research concerning the effects of personality on job performance is based on five personality factors, or the

18、 “Big 5”. ConscientiousnessExtroversionEmotional StabilityAgreeablenessOpenness to ExperienceThe Big Five Personality DimensionsThe Big Five Model of Personality DimensionsExtroversionSociable, gregarious, and assertiveAgreeablenessGood-natured, cooperative, and trustingConscientiousnessResponsible,

19、 dependable, persistent, and organizedEmotional StabilityCalm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative)Openness to ExperienceCurious, imaginative, artistic, and sensitiveHow Do the Big Five Traits Predict Behavior?Some research h

20、as shown that certain traits have been shown to strongly relate to higher job performance:Highly conscientious people develop more job knowledge, exert greater effort, and have better performance.Other Big Five Traits also have implications for work.Emotional stability is related to job satisfaction

21、.Extroverts tend to be happier in their jobs and have good social skills.Open people are more creative and can be good leaders.Agreeable people are good in social settings.Other Personality Traits: Locus of ControlLocus of control of individuals Determines the degree to which they believe their beha

22、viors influence what happens to themInternals believe they are masters of their own fateExternals believe they are helpless pawns of fate, success is due to luck or ease of taskOther Personality Traits: Proactive Personality Proactive Personality disposition that identifies whether or not individual

23、s act to influence their environment.Show initiativeTake actionPersevere until meaningful change occursOther Personality TraitsAuthoritarianismTendency to adhere rigidly to conventional values and to obey recognized authority.Dogmatism Leads a person to see the world as a threatening place and to re

24、gard authority as absolute.Other Personality Traits: MachiavellianPeople with a high Machiavellian personality:Approach situations logically and thoughtfully.Are capable of lying to achieve personal goals.Are rarely swayed by loyalty, friendships, past promises, or others opinions.Are skilled at inf

25、luencing others.Other Personality Traits: MachiavellianPeople with a low-Machiavellian personality:Accept direction imposed by others in loosely structured situations.Work hard to do well in highly structured situations.Other Personality TraitsNarcissismAn arrogant, entitled, self-important person w

26、ho needs excessive admirationLess effective in their jobsSelf-monitoring ( impression management)The extent to which people try to control the way they present themselves to othersCan be high or lowType A and Type BType A: A person who has an intense desire to achieve, is extremely competitive, and

27、has a strong sense of urgencyType B: A person who tends to be easygoing and relaxedWhich are you? Which am I?More Relevant Personality Traits Risk TakingThe willingness to take chances.May be best to align propensities with job requirements.Risk takers make faster decisions with less information.Iss

28、ues with personality testingIssues with the testsReliability & ValidityTime issuesContextDifficult to measure personality traits that may not be well defined Training and experience may have greater impact on job performance than a persons personalityOrganizational issuesUse for hiring perfect emplo

29、yeeLack of diversity if all selected applicants have same personality traits Test-taker issuesGaming the test: responses by applicant may may be altered by applicants desire to respond in a way they feel would result in their selection Global implicationsPersonalityDo frameworks like Big Five transf

30、er across cultures?Perhaps, perhaps not. The frequency of type in the culture may vary.How would collectivist cultures compare to more individualistic cultures.ValuesValues differ across cultures.Hofstedes framework for assessing culture five value dimensions:Power distanceIndividualism vs. Collecti

31、vismMasculinity vs. FemininityUncertainty AvoidanceLong-term vs. Short-term OrientationHofstedes Framework: Power DistanceThe extent to which a society accepts that power in institutions and organizations is distributed unequally.Low distanceRelatively equal power between those with status/wealth an

32、d those without status/wealthHigh distanceExtremely unequal power distribution between those with status/wealth and those without status/wealthHofstedes Framework: IndividualismIndividualismThe degree to which people prefer to act as individuals rather than as members of groupsCollectivismA tight so

33、cial framework in which people expect others in groups of which they are a part to look after them and protect themHofstedes Framework: MasculinityMasculinityThe extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valuedF

34、emininityThe extent to which there is little differentiation between roles for men and women Hofstedes Framework: Uncertainty AvoidanceThe extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid themHigh Uncertainty Avoidance: Society does not like ambiguo

35、us situations and tries to avoid them. Low Uncertainty Avoidance: Society does not mind ambiguous situations and embraces them. Hofstedes Framework: Time OrientationLong-term OrientationA national culture attribute that emphasizes the future, thrift, and persistenceShort-term OrientationA national culture attribute that emphasizes the present and the here-and-now Hofstedes Framework: An AssessmentThere a