TOPIC 1

Personality

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OUTLINE

UNDERSTANDING PERSONALITY
ATTITUDES
PERCEPTION
EMOTIONS
VALUES AND BELIEFS

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PERSONALITY
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 DEFINITION OF PERSONALITY
Gordon Allport:
• The dynamic organization within the individual
of those psychophysical systems that
determine his unique adjustments to his
environment.
• The sum total of ways in which an individual
reacts and interacts with others
• Individual differences in character, pattern of
thinking, feeling and behaviour

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MEASURING PERSONALITY

Self report ratings

 Individuals evaluate themselves on several
factors

Observer ratings
 An independent assessment of personality

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MYERS-BRIGGS TYPE INDICATOR

Extraverted(E) vs. Introverted(I)

Sensing(S) vs. Intuitive(N)

Thinking(T) vs. Feeling(F)

Judging(J) vs. Perceiving(P)

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 BIG FIVE PERSONALITY MODEL
Responsible, organized, goal
Conscientiousness
directed behaviour, reliable
Polite, well-mannered, caring,
Agreeableness
kindness, cooperative, friendly

Emotional Stability Calm, self-confident,

Sensitive, flexible, creative,

Openness to Experience
learn new things, imaginative
Outgoing, talkative, sociable,
Extraversion
emotional expressiveness,
excitability
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MODEL OF HOW BIG FIVE TRAITS
INFLUENCE OB CRITERIA (PAGE 159)

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THE DARK TRIAD (NEGATIVE/UNDESIRABLE TRAITS)
Machiavellianism
• Manipulate people to take advantage, win in the short term,
believes ends justify means
Narcissism
• Likes to be the center of attention, self importance, excessive
admiration, arrogant
Psychopathy
• Lack of concern for others, lack of guilt when their actions cause
harm

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APPROACH-AVOIDANCE

• Represent the degree to which we react to stimuli

• Approach motivation - attraction to positive
stimuli
• Avoidance motivation - our aversion to negative
stimuli

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OTHER PERSONALITY TRAITS RELEVANT TO OB
Core Self- Self-Monitoring Proactive
Evaluation Personality
• Positive- • An individual’s • Identify
effective, ability to adjust opportunities,
capable,in his/her show initiatives,
control of behavior to take action,
environment external
• Negative- situational
dislikes factors
themselves,
questions their
capabilities,
powerless

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 SITUATIONAL STRENGTH THEORY
• Propose that the personality translates into behavior
depends on the strength of situation
• Four elements of situation strength in an organization
I. Clarity - cues about work duties and responsibilities
are available and clear.
II. Consistency - cues regarding work duties and
responsibilities are compatible/well-matched with one
and another.
III. Constraint - individual freedom to decide/act is
limited by forces outside their control
IV. Consequences - decisions/actions have important
implication for the organizations or its members and
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ATTITUDES

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DEFINITION OF ATTITUDES
• Evaluative statement-either favorable or
unfavorable about objects, people or
events.
• They reflect how we feel about
something – positive or negative

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COMPONENTS OF ATTITUDES
Cognitive-evaluation: beliefs, opinions and
knowledge; “I am a hardworking employees and
deserve the Best Employee Awards”
Affective-Feeling: specific feeling about the
personal impact of a cognitive components; “I
feel honoured when the boss announced that I
was the “Employee of the month”
Behavioral-Action: a person’s intention for
behaving in a certain way; “I will double my
effort and work extra to stay competitive”

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 COGNITIVE DISSONANCE
• Any incompatibility between two or more
attitudes or between behavior and
attitudes.
• Situation involving conflicting attitudes,
beliefs or behavior. This produces a
feeling of discomfort leading to an
alteration in one of the attitudes, beliefs
or behaviors to reduce the discomfort and
restore balance etc.

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 COGNITIVE DISSONANCE-CON’T
Example:

• Knowing that smoking is harmful (First

cognition) while liking to smoke (second
cognition). The Cognitive dissonance
theory's conditions were met because
those cognitions are dissonant.

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 JOB ATTITUDES
• Job Satisfaction: general attitudes towards his or
her job; positive or negative attitude
• Job Involvement: individuals really care about
the work they do; fewer absence and resignation
rate
• Organizational Commitment: employee identifies
with a particular organization and maintain
membership
• Perceived Organizational Support
• Employee Engagement
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 JOB SATISFACTION
• The impact of Satisfied and Dissatisfied
Employees
i. Exit; leaving the situation to the
management, quit, transfer
ii. Voice; recommend ways to solve the
problems, complaints, grievances
iii. Loyalty; patiently waiting for the
situation to improve
iv. Neglect; reducing work effort, absent,
lateness
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PERCEPTION

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DEFINITION OF PERCEPTION
• Process by which individuals organize
and interpret sensory impression in
order to give meaning to their
environment
• Process of understanding and
interpreting something

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 ATTRIBUTION THEORY
• An attempt to determine whether an
individual’s behavior is internally or
externally caused
• Internal caused - personal behavioral
control
• External caused - situation/environment
forces

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COMMON SHORTCUTS IN JUDGING OTHERS
• Selective Perception
• Halo Effect
• Contrast Effect
• Streotyping

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EMOTION

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 DEFINITION

• Affect-a broad range of feelings that

people experience.

• Emotions-intense feeling that are

directed at someone or something.

• Moods-feelings that tend to be less

intense than emotions and that lack a
contextual stimulus.

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 FACTORS AFFECT INTENSITY
• Time of the day
• Day of the week
• Weather
• Stress
• Social Activities
• Sleep
• Exercise
• Age
• Sex

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EMOTIONAL LABOR
• A situation in which an employee
expresses organizationally desired
emotions during interpersonal
transactions at work

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 EMOTIONAL INTELLIGENCE
• The ability to detect and to manage
emotional cues and information
• Person ability to:
i. Perceive emotions in the self and
others-CONSCIENTIOUSNESS
ii. Understand the meaning of these
emotions- COGNITIVE
iii. Regulate one’s emotion accordingly-
EMOTIONAL STABILITY

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VALUES AND BELIEF

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 DEFINITION
• Basic convictions that a specific mode of
conduct or end-state of existence is
personally or socially preferable to an
opposite or converse mode of conduct or
end-state of existence

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 INTERNATIONAL VALUES
• Power distance
• Individualism versus collectivism
• Masculinity versus femininity
• Uncertainty avoidance
• Long term versus short term orientation

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VALUES ACROSS CULTURES:
INDIVIDUALISM AND COLLECTIVISM

Degree that people value duty to their group (collectivism)

versus independence and person uniqueness (individualism)

Previously considered opposites, but unrelated -- i.e.

possible to value high individualism and high collectivism
INDIVIDUALISM
High Individualism
The degree to which people
U.S. value personal freedom, self-
Italy sufficiency, control over
themselves, being appreciated
India for unique qualities
Denmark

Taiwan

Low Individualism
COLLECTIVISM
High Collectivism
The degree to which people
value their group membership
Italy and harmonious relationships
Taiwan within the group

India

Denmark

U.S.

Low Collectivism
 POWER DISTANCE
High Power Distance High power distance (command and
Malaysia control)
Venezuela  Value obedience to authority

 Comfortable receiving commands from

superiors
Japan
 Prefer formal rules and authority to
resolve conflicts
U.S.
Low power distance (participation)
Denmark
 Expect relatively equal power sharing
Israel
 View relationship with boss as
Low Power Distance interdependence, not dependence
 UNCERTAINTY AVOIDANCE
High U. A.
High uncertainty avoidance
Greece (preserve status quo)
Japan
 feel threatened by ambiguity and
uncertainty
Italy
 value structured situations and direct
communication
U.S.
Low uncertainty avoidance (change,
innovate)
 tolerate ambiguity and uncertainty
Singapore

Low U. A.
ACHIEVEMENT-NURTURING
Achievement
High achievement orientation
Japan (machine, acquisition of money and
material goods)
 Assertiveness/confidence/decisiveness
China  competitiveness
U.S.
 materialism
France
High nurturing orientation (organic,
Chile human interaction, caring)
 relationships
Sweden  others’ well-being

Nurturing
MASCULINITY VERSUS FEMININITY (MAS)
The Masculinity side of this dimension represents a preference in
society for achievement, heroism, assertiveness, and material rewards
for success. Society at large is more competitive.
Its opposite, Femininity, stands for a preference for cooperation,
modesty, caring for the weak and quality of life. Society at large is
more consensus-oriented.

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LONG TERM ORIENTATION VERSUS SHORT
TERM NORMATIVE ORIENTATION
Long Term Orientation stands for the fostering of virtues oriented towards
future rewards, in particular perseverance and thrift.
 emphasis on persistence, relationships ordered by status, personal adaptability important,
face considerations common but seen as a weakness, leisure time not too important, save,
be thrifty, invest in real estate, relationships and market position important, good or evil
depends on circumstances

It’s opposite pole, Short Term Orientation, stands for the fostering of virtues
related to the past and present, in particular, respect for tradition and
fulfilling social obligations.
 emphasis on quick results, status not a major issue in relationships, personal steadfastness
and stability important, protection of one’s face is important, leisure time important, spend,
invest in mutual funds, bottom line important, belief in absolutes about good and evil

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MODEL OF HOW BIG FIVE TRAITS INFLUENCE OB
CRITERIA (PAGE 159)
Less negative Higher in jobs
thinking and
Conscientiousness fewer negative and life
emotion satisfaction

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COGNITIVE DISSONANCE
• Desire to reduce dissonance depends on
three factors:
i. Importance
ii. Influence
iii. Rewards

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DECISION MAKING IN ORGANIZATIONS
Steps in the Rational Decision-making
Model:
i. Define the problem
ii. Identify the decision criteria
iii. Allocate weight to the criteria
iv. Develop the alternatives
v. Evaluate the alternatives
vi. Select the best alternative

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COMMON BIASES AND ERRORS IN DECISION
MAKING
• Overconfidence bias
• Anchoring Bias
• Confirmation Bias
• Availability Bias
• Escalation of Commitment
• Randomness Error
• Risk Aversion
• Hindsight bias

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