Professional Documents
Culture Documents
AND ATTITUDES
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MEANING OF PERSONALITY
Personality Traits:
Personality can be defined as:
The sum total of ways in which an individual
interacts with people and reacts to situations.
The traits exhibited by a person during these
interactions.
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Five important traits:
1. Extraversion
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2. Agreeableness
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3. Conscientiousness
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4. Emotional stability
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5. Openness to experience
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The Self-concept: Self-esteem and Self-
efficacy
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Self-esteem
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Self-efficacy
Self-efficacy refers to a person’s perception of his
ability to cope with different situations as they arise.
People with high self-efficacy have the capability and
the required confidence to rise to the occasion.
One major difference between the two concepts is
that self-esteem is a generalized trait (it is present in
all situations) whereas self-efficacy is situation-
specific.
The relationship between self-efficacy and
performance is cyclical. Self-efficacy affects
performance which in turn affects self-efficacy.
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Person-Situation Interaction
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PERSONNALITY DETERMINANTS
1. Heredity
The biological, physiological or psychological
characteristics that an individual is born with
constitute heredity.
2. Situation
Different situations bring out different aspects of an
individual’s personality.
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3. Environment
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4. Locus of Control
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Externals were dissatisfied with their jobs, showed
little commitment to work and were frequently absent
from work.
Internals, however, were committed to their work,
had a low rate of absenteeism, and were highly
satisfied with their job.
Internals perceive themselves to be responsible for
their health and take good care of their health.
Incidences of sickness or absenteeism are less
among internals.
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Externals do not consider themselves responsible
for their health and attribute ill-health to external
forces. They fail to take steps to avoid ill-health.
Incidences of sickness and absenteeism are higher
among externals.
Internals are highly achievement-oriented and
search extensively for the required information
before making a decision or taking any action.
They make considerable efforts to control the
environment in which they work and turn situations
in their favor.
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5. Machiavellianism
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People who have high self-esteem do not care about
pleasing others and fail to be influenced by external
factors.
People with high self-esteem derive more satisfaction
from their jobs than people with low-esteem.
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7. Self-monitoring
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8. Risk taking
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Type A Personality
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They tend to rely on past experience to solve problems
and do not feel the need to be innovative in developing
solutions to new problems.
Their emphasis on speed prevents them from spending
too much time on any problem.
Type A individuals are hardworking by nature, they are
suitable for jobs that call for continuous hard work and
struggle such as the job of a salesperson or a business
development executive.
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Type B Personality
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Levinson’s Theory of Adult Life
Stages
Daniel Levinson said personality of an individual
develops with age and develops uniformly
throughout the adult years.
Uniform progress is punctuated with periods of
stability.
Periods of stability Periods of transition
22-28 years( adulthood) 28-33 years
33-40 years( settling down) 40-45 years
45-50 years( middle adulthood) 50-55 years
55-60 years( approaches old age) 60-65 years
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Maximum development takes place during mid-life
transition(40-45 years).
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Hall’s Career Stage Model
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3. In the maintenance stage, the productivity of an
employee reaches its peak and he feels the need to
contribute something to the next generation.
4. The last stage in the career of an individual is the
decline stage. In this stage, the productivity of a
person starts declining. In this stage, the individual
evaluates his life and career and tries to convince
himself that he made the right decisions in his life.
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Argyris’ Immaturity to Maturity Theory
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The Argyris Immaturity-Maturity Theory
Immaturity Maturity
Passive Active
Dependence Independence
Behave in few ways capable of behaving in many ways
Erratic shallow interests Deeper and stronger interests
Short time perspective Long time perspective (past and future)
Subordinate position Equal or superordinate position
Lack of awareness of self Awareness and control over self
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The seven dimensions reflect only one aspect of an
individual’s personality. The personality of an
individual also depends on other factor such as his
perception, self-concept and his ability to adapt
and adjust.
As an individual progresses from infancy to
adulthood along the continuum, there is continual
change in the level of development along different
dimensions.
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The model can only measure and describe the
development of an individual’s personality but cannot
predict any specific behavior of the individual.
The latent characteristics of personality, which form
the basis of the seven dimensions may be quite
different from the externally visible behavior of people.
Example:-
Formal organizations fail to consider their employees
as mature and continue to give them passive roles.
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Since formal organizations make employees remain
in positions of passivity instead of allowing them to
be participative, mature organizational members
feel frustrated.
The underlying cause of conflict in organizations is
the basic incongruity between the needs of a mature
personality and the nature of the formal
organization.
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The Socialization Process- Edgar Schein
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Characteristics of the organizational socialization of
employees are
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The new employee as well as the managers
influence each other.
The initial period of the socialization process is
crucial because it determines how well an
employee fits into the organization.
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The socialization of new employees is carried out
through the use of mentors or role models, training and
orientation programs and reward systems:
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Appointing an experienced supervisor to conduct
the socialization process.
Designing an informal orientation program.
Assigning new employees to work groups that are
highly satisfied and have high morale.
Socialization is also necessary when organizational
members move up from one position to another in the
organizational hierarchy.
When an employee gets promoted he may have to deal
with new colleagues and subordinates.
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MATCHING PERSONALITIES WITH JOBS
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It was observed that when an individual’s personality
and his occupation match each other, than the level
of satisfaction was high and the person unlikely to
quit the job.
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Relationships among Occupational Personality Types
Realistic Investigative
Conventional Artistic
Enterprising Social
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BELIEFS AND VALUES
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CONCEPT OF ATTITUDES
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Sources of Attitudes
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3. The attitudes of people can be easily influenced and
altered. Attitudes can be changed by various
means: by providing new information, by coercion or
threat, by resolving differences and by involving
people in problem solving.
4. Attitudes can also be changed by providing the right
type of feedback to employees.
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Types of Attitudes
(III)Job satisfaction
Job satisfaction is an emotional response to a job.
The job satisfaction that an individual derives from his
job depends on the extent to which outcomes meet
his expectations.
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There are six job dimensions that represent the most
important characteristics of a job and elicit favorable
or unfavorable responses from employees
b) The work itself
c) Pay
d) Promotion opportunities
e) Supervision
f) Co-workers
g) Working Conditions
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Outcomes of job satisfaction
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Satisfaction and turnover
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An individual’s commitment to the organization also
affects the relationship between satisfaction and
turnover.
A country’s economy and the employment scenario
also influence turnover.
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Satisfaction and absenteeism
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Other effects of job satisfaction
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II Job involvement
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III Organizational commitment
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Antecedents of Work-related Attitudes
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Individuals having a positive affectivity tend to
experience positive emotional states. Those with a
high PA experience an overall sense of well-being
and a positive attitude towards their work. They
consider themselves as pleasurably and effectively
engaged in the work they are doing.
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Functions of Attitudes
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2. The ego-defensive function
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An individual’s desire to reduce dissonance
depends on:
The importance of the elements that cause the
dissonance,
The degree to which the individual can influence
these elements and
The rewards that the individual is likely to lose as a
result of such dissonance.
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