ob 60 ch02 individual differences

8/4/2019 OB 60 Ch02 Individual Differences

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2-1 2005 Prentice Hall

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

ob 60 ch02 individual differences

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