Please enable JavaScript.
Coggle requires JavaScript to display documents.
PADG5620 Chapter Five: Personality and Individual Differences - Coggle…
PADG5620
Chapter Five:
Personality and Individual Differences
Linking Individuals to the Workplace
Fit
When employees are placed in jobs that complement their personality and strengths, they are more likely to be satisfied and committed to the organization. This makes person job fit important for hiring and employee placement overall.
Person-Job Fit:
Describes how well an individual’s personality, interests, and strengths match the requirements of their job.
Holland’s Personality Job Fit Theory:
Identifies six personality types that can be matched with compatible occupations
Realistic:
Practical, hands on, and prefers physical activities
Investigative:
Analytical, curious, and enjoys problem solving.
Artistic:
Creative, imaginative, and prefers less structured work
Social:
Cooperative and enjoys helping or developing others
Enterprising:
Ambitious, confident, and enjoys influencing or leading others
Conventional:
Organized, practical, and prefers structured, rule based work.
Person-Organization Fit:
individual and organizational values align
Other Dimensions of Fit:
Person-Group Fit:
Describes how well a person works with the personalities, values, and behaviors of their team
Person-Supervisor Fit:
How well a person's work style, values, and personality align with their supervisor
Person-Environment Fit:
How well a person's personality, values, and needs match the overall workplace environment
Personality:
Sum of ways a person relates to and interacts with the world
Personality Traits:
Traits are enduring, frequent, and consistent patterns of characteristics
shaped by heredity, environment, culture, and situation
Measuring Personality:
self-report surveys
(most common)
Combining both improves predictions; forced choice, warnings, and AI can reduce faking
observer-ratings surveys
Personality Frameworks
Two most widely used
and best known
Myers–Briggs Type Indicator (MBTI):
E-I, S-N, T-F, J-P;
popular, but weak validity and job-performance prediction
Extraverted (E) versus Introverted (I):
Focuses on whether a person gains energy from interacting with others or from spending time alone
Sensing (S) versus Intuitive (N):
Focuses on whether a person prefers facts and practical details or ideas and possibilities
Thinking (T) versus Feeling (F):
Focuses on whether a person makes decisions using logic or personal values and emotions
Judging (J) versus Perceiving (P):
Focuses on whether a person prefers structure and planning or flexibility and spontaneity
The Big Five Model:
proposes that five basic dimensions encompass most of the differences in human personality
Conscientiousness:
Describes someone who is responsible, dependable, persistent, and organized.
Emotional stability:
Describes someone who is calm, self confident, and secure
Extraversion:
Describes someone who is sociable, gregarious, and assertive
Openness to experience:
Describes someone who is imaginative, artistically sensitive, and curious
Agreeableness:
Describes someone who is good natured, cooperative, and trusting
strongest overall performance predictor
The Dark Triad:
Three negative personality traits: Machiavellianism, narcissism, and psychopathy
Machiavellianism:
Being calculating, emotionally distant and willing to manipulate others to achieve a goal
narcissism:
Having an exaggerated sense of importance, needing admiration, and feeling entitled
psychopathy:
Showing little concern for others and feeling little or no guilt after causing harm
Other Frameworks:
DiSC framework:
groups behavior into four styles: Dominance, Influence, Steadiness and Conscientiousness
needs more evidence
HEXACO model:
incorporates honesty-humility (H) into the Big Five framework
Other Personality Attributes Relevant to OB
Core Self-Evaluations (CSEs):
bottom-line conclusions individuals draw about their capabilities, competence, and worth as a person
Positive CSEs:
like themselves and see themselves as effective and in control of their environment
perform better, set more ambitious goals, more committed, and persist longer
Negative CSEs:
dislike themselves, question their capabilities, and view themselves as powerless over their environment
Self-Monitoring:
ability to adjust behavior to external, situational factors
High self-monitors:
show adaptability in adjusting behavior to external factors; sensitive to external cues; behave differently in varying situations
less commitment to organizations; receive better performance ratings; more likely to be leaders
Low self-monitors:
tend to display their true dispositions and attitudes in every situation; high consistency between who they are and what they do
Proactive Personality:
take the initiative to improve their current circumstances or create new ones
Proactive people have higher levels of job performance and creativity; do not need much oversight; tend to be more satisfied with their jobs, more committed to their organizations, and more engaged in their work
more likely to feel drained and disengaged when faced with hindrance stressors such as office politics, unclear roles, or bureaucratic roadblocks
Personality and Situations:
the effects of traits on behavior may depend on the situation
Conscientiousness and extraversion are effective in almost any environment or situation
Situation Strength Theory:
proposes that the way personality translates in to behavior depends on the strength of the situation
situation strength:
the degree to which norms, cues, or standards dictate appropriate behavior;
Four Elements:
Clarity:
degree to which cues about work duties and responsibilities are available and clear
Consistency:
extent to which cues regarding work duties and responsibilities are compatible with one another
Constraints:
extent to which people's freedom to decide or act is limited by outside factors
Consequences:
degree to which decisions or actions have important implications
Organizational Situations
researchers speculate that organizations are strong situations because they have rules, norms, and standards for behavior
perception of these rules influences how the person will respond to the situation’s strength
Trait Activation Theory (TAT):
predicts that some situations, events, or interventions “activate” a trait more than others
Attributes the "Big Five Traits" to certain jobs skills and predicts jobs people with those traits will be good at
Ex: Jobs like clergy, therapist, and concierge require social skills, therefore, people that score high in extraversion and agreeableness are likely to be good at those
Ability
Intellectual Ability
Perceptual Speed
Ability to identify visual similarities and differences quickly and accurately
Inductive Reasoning
Ability to identify a logical sequence in a problem and then solve the problem
Deductive Reasoning
Ability to use logic and assess the implications of an argument
Verbal Comprehension
Ability to understand what is read or heard and the relationship of each word to each other
Spatial Visualization
Ability to imagine how an object would look if its position in space were changed
Number Aptitude
Ability to do speedy and accurate arithmetic
Memory
Ability to retain and recall past experiences
Physical Ability
Strength Factors
Dynamic Strength
Ability to exert muscle force repeatedly or continuously over time
Trunk Strength
Ability to exert muscle strength using the trunk (abdominal) muscles
Static Strength
Ability to expend a maximum of energy in one or a series of explosive acts
Explosive Strength
Ability to exert force against external objects
Other Factors
Body Coordination
Ability to coordinate the simultaneous actions of different parts of the body
Balance
Ability to maintain equilibrium despite forces pulling off balance
Stamina
Ability to continue maximum effort requiring prolonged effort over time
Flexibility Factors
Extent Flexibility
Ability to move the trunk and back muscles as far as possible
Dynamic Flexibility
Ability to make rapid, repeated flexing movements
Definition: An individuals current capacity to perform the various tasks in a job
Values
Attributes
Content
what a person believes is important
Intensity
how important that belief is to the person
value system: ranking values in terms of intensity
Definition: basic convictions that some actions and outcomes are morally, socially, or personally preferable than others