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Chapter22
Individual Differences
AbilityPersonality
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Figure 2.1 Nature and Nurture: The
Determinants of Personality
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The Nature of Personality
PersonalityPersonality
Develops over a persons lifetime
Generally stable in the context of work
Can influence career choice, job
satisfaction, stress, leadership, and even
performance
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Figure 2.2 The Interaction of
Personality and Situational Factors
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The Interaction of Personality and
Situational Factors Strong situational pressuresStrong situational pressures
Personality may not predict behaviorPersonality may not predict behavior
Example: enforcement of rulesExample: enforcement of rules
Weak Situational pressuresWeak Situational pressures
Personality may predict behaviorPersonality may predict behavior
Example: Customer sales repsExample: Customer sales reps
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Ben Schneiders Attraction-Selection-
Attrition (ASA) Framework
Employee personalities = Organizational
personality
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Ben Schneiders 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
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Figure 2.3 The Big Five Model of
Personality
Extraversion
Neuroticism
Conscientiousness
Agreeableness
Openness to
Experience
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Extraversion (Positive Affectivity)
Personality trait that predisposes individuals
to experience positive emotional states and
feel good about themselves and the worldaround them
Extraverts Introverts
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Neuroticism (Negative Affectivity)
Personality trait that reflects peoples
tendency to experience negative emotional
states, feel distressed, and generally viewthemselves and the world around them
negatively
High Low
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Agreeableness
Personality trait that captures the distinction
between individuals who get along well with
other people and those who do not
High Low
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Conscientiousness
Personality trait that describes the extent to
which an individual is careful, scrupulous,
and persevering
High Low
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Summary so far
Personality
What?
Situation interaction constraints
Why?
Types?
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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 beingnarrow-minded and cautious
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Figure 2.8 Personality Traits
Relevant to Organizations
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Locus of Control
Internal External
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Self-Monitoring
The extent to which people try to control the
way they present themselves to others
High Low
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Self-Esteem
Personality trait that describes the extent to
which people have pride in themselves and
their capabilities.
High Low
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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 canbe hostile
Type B individuals are more relaxed and
easy going
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McClellands Learned Needs
Managers should have a high need for achievement and power.
Need for
Achievement
Need for
Affiliation
Need for
Power
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What a person is capable of doing
Types of ability
Cognitive ability
Physical ability
Motor skill
Physical skill Emotional intelligence
The Nature of Ability
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Figure 2.10 Types of Cognitive
Ability
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Figure 2.11 The Determinants of
Cognitive and Physical Abilities
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Emotional Intelligence
The ability to understand and manage ones
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
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Management of Ability
Selection
Placement Training