What

What is
is Personality?
Personality?
Personality
The sum total of ways in which an individual
reacts and interacts with others.
Personality Traits
Enduring
characteristics that
describe an
individuals behavior.

Personality
Personality
Determinants
Determinants
Heredity
Heredity
Environment
Environment
Situation
Situation

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41

Today
Today
1. Myers-Briggs
2. Big 5
3. Major Attributes
Locus of Control
Machiiavellianism
Self Esteem
Self Monitoring

Risk
Type A/B
Proactive

4. Hollands Personality Job Fit

6 types (Realistic, Investigative, Social,
Conventional, Enterprising, Artistic)

4. National Culture
5. Emotions
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42

The
The Myers-Briggs
Myers-Briggs Type
Type Indicator
Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics
and classifies people into 1 of 16 personality
types.
Personality
PersonalityTypes
Types
Extroverted
Extrovertedvs.
vs.Introverted
Introverted(E
(Eor
orI)I)
Sensing
Sensingvs.
vs.Intuitive
Intuitive(S
(Sor
orN)
N)
Thinking
Thinkingvs.
vs.Feeling
Feeling(T
(Tor
orF)
F)
Judging
Judgingvs.
vs.Perceiving
Perceiving(P
(Por
orJ)J)

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MyersMyersBriggs
Briggs
Sixteen
Sixteen
Primary
Primary
Traits
Traits

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44

The
The Big
Big Five
Five Model
Model of
of Personality
Personality Dimensions
Dimensions
Extroversion
Sociable, gregarious, and assertive

Agreeableness
Good-natured, cooperative, and trusting.

Conscientiousness
Responsible, dependable, persistent, and organized.

Emotional Stability
Calm, self-confident, secure (positive) versus nervous,
depressed, and insecure (negative).

Openness to Experience
Imaginativeness, artistic, sensitivity, and intellectualism.

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Locus
Locus of
of Control
Control
Locus of Control
The degree to which people believe
they are masters of their own fate.
Internals
Individuals who believe that
they control what happens to
them.

Externals
Individuals who believe
that what happens to them
is controlled by outside
forces such as luck or
chance.
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Machiavellianism
Machiavellianism
Machiavellianism (Mach)
Degree to which an individual is
pragmatic, maintains emotional distance,
and believes that ends can justify means.

Conditions
ConditionsFavoring
FavoringHigh
HighMachs
Machs
Direct
Directinteraction
interaction
Minimal
Minimalrules
rulesand
andregulations
regulations
Emotions
Emotionsdistract
distractfor
forothers
others
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Self-Esteem
Self-Esteem and
and Self-Monitoring
Self-Monitoring
Self-Esteem (SE)
Individuals degree of
liking or disliking
themselves.
Self-Monitoring
A personality trait that
measures an individuals
ability to adjust his or her
behavior to external,
situational factors.
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Risk-Taking
Risk-Taking
High Risk-taking Managers
Make quicker decisions
Use less information to make decisions
Operate in smaller and more entrepreneurial
organizations

Low Risk-taking Managers

Are slower to make decisions
Require more information before making decisions
Exist in larger organizations with stable
environments

Risk Propensity
Aligning managers risk-taking propensity to job
requirements should be beneficial to organizations.

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Personality
Personality Types
Types

Type As
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type Bs
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievements
or accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
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can relax
without
guilt.

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Personality
Personality Types
Types
Proactive Personality
Identifies
opportunities, shows
initiative, takes
action, and
perseveres until
meaningful change
occurs.
Creates positive
change in the
environment,
regardless
or Hall
even

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Inc.in
spite
ofreserved.
constraints or
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rights

411

Achieving
Achieving Person-Job
Person-Job Fit
Fit
Personality-Job Fit
Theory (Holland)
Identifies six
personality types and
proposes that the fit
between personality
type and occupational
environment
determines satisfaction
and turnover.
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Personality
PersonalityTypes
Types
Realistic
Realistic
Investigative
Investigative
Social
Social
Conventional
Conventional
Enterprising
Enterprising
Artistic
Artistic
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Hollands
Hollands
Typology
Typologyof
of
Personality
Personality
and
and
Congruent
Congruent
Occupations
Occupations

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E X H I B I T 42
E X H I B I T 42

Relationships
Relationships
among
among
Occupational
Occupational
Personality
Personality
Types
Types

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Source: Reprinted by special permission of the publisher, Psychological

Assessment Resources, Inc., from Making Vocational Choices, copyright 1973,
1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.

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E X H I B I T 43
E X H I B I T 43

EmotionsEmotions- Why
Why Emotions
Emotions Were
Were Ignored
Ignored in
in OB
OB
The myth of rationality
Organizations are not emotion-free.

Emotions of any kind are disruptive to

organizations.
Original OB focus was solely on the effects of
strong negative emotions that interfered with
individual and organizational efficiency.

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What
What Are
Are Emotions?
Emotions?

Affect
Affect

AAbroad
broadrange
rangeof
ofemotions
emotions
that
that people
peopleexperience.
experience.
Emotions
Emotions

Intense
Intensefeelings
feelingsthat
thatare
are
directed
directedat
atsomeone
someoneor
or
something.
something.

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Moods
Moods

Feelings
Feelingsthat
thattend
tendto
tobe
be
less
lessintense
intensethan
than
emotions
emotionsand
andthat
thatlack
lackaa
contextual
contextualstimulus.
stimulus.

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What
What Are
Are Emotions?
Emotions? (contd)
(contd)
Emotional Labor
A situation in which an employee
expresses organizationally desired
emotions during interpersonal
transactions.
Emotional Dissonance
A situation in which an employee
must project one emotion while
simultaneously feeling another.
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17

Felt
Felt versus
versus Displayed
Displayed Emotions
Emotions
Felt Emotions
An individuals actual
emotions.
Displayed Emotions
Emotions that are
organizationally required and
considered appropriate in a
given job.

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18

Emotion
Emotion Continuum
Continuum
The closer any two emotions are to each other on
the continuum, the more likely people are to
confuse them.

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Source: Based on R.D. Woodworth, Experimental Psychology (New York: Holt, 1938).

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E X H I B I T 44
E X H I B I T 44

Emotion
Emotion Dimensions
Dimensions
Variety of emotions
Positive
Negative

Intensity of emotions
Personality
Job Requirements

Frequency and duration of emotions

How often emotions are exhibited.
How long emotions are displayed.

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20

External
External Constraints
Constraints on
on Emotions
Emotions

Organizational
Organizational
Influences
Influences

Cultural
Cultural
Influences
Influences

Individual
Individual
Emotions
Emotions

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21

Affective
Affective Events
Events Theory
Theory (AET)
(AET)
Emotions are negative or positive responses to a work
environment event.
Personality and mood determine the intensity of the
emotional response.
Emotions can influence a broad range of work
performance and job satisfaction variables.
Implications of the theory:
Individual response reflects emotions and mood cycles.
Current and past emotions affect job satisfaction.
Emotional fluctuations create variations in job satisfaction.
Emotions have only short-term effects on job
performance.
Both negative and positive emotions can distract workers
and reduce job performance.

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22

Affective
Affective Events
Events Theory
Theory (AET)
(AET)

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Source: Based on N.M. Ashkanasy and C.S. Daus, Emotion in the Workplace: The New
Challenge for Managers, Academy of Management Executive, February 2002, p. 77.

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E X H I B I T 45
E X H I B I T 45

OB
OB Applications
Applications of
of Understanding
Understanding Emotions
Emotions
Ability and Selection
Emotions affect employee effectiveness.

Decision Making
Emotions are an important part of the decisionmaking process in organizations.

Motivation
Emotional commitment to work and high
motivation are strongly linked.

Leadership
Emotions are important to acceptance of
messages from organizational leaders.

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24

OB
OB Applications
Applications (contd)
(contd)
Interpersonal Conflict
Conflict in the workplace and individual emotions are
strongly intertwined.

Customer Services
Emotions affect service quality delivered to customers
which, in turn, affects customer relationships.

Deviant Workplace Behaviors

Negative emotions lead to employee deviance
(actions that violate norms and threaten the
organization).

Productivity failures
Property theft and destruction
Political actions
Personal aggression

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25

Ability
Ability and
and Selection
Selection
Emotional
Intelligence
An assortment of
noncognitive skills,
capabilities, and
competencies that
influence a persons
ability to succeed in
coping with
environmental
demands and
pressures.
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Emotional
EmotionalIntelligence
Intelligence(EI)
(EI)
Self-awareness
Self-awareness
Self-management
Self-management
Self-motivation
Self-motivation
Empathy
Empathy
Social
Socialskills
skills
Research
ResearchFindings
Findings
High
HighEI
EIscores,
scores,not
nothigh
high
IQ
IQscores,
scores,characterize
characterize
high
highperformers.
performers.

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Quick
Quick Quiz
Quiz Chap
Chap 44 (5
(5 pts)
pts)
1. Individuals who rate high in external locus of control are
more satisfied with their jobs and have lower absenteeism
rates.
2. Self-monitoring refers to an individuals ability to adjust his
or her behavior to external, situational factors.
3. The evidence demonstrates that decision accuracy is the
same for high and low risk-taking managers.
4. Type As tend to be creative.
5. Each culture has a common personality type.
6. It is estimated that about 50 percent of the North American
population is Type A.
7. Moods are intense feelings that are directed at someone or
something.
8. The concept of emotional labor originally developed in
to service
job.
relation
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Inc.
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27

Defining
Defining Motivation
Motivation
Motivation
The processes that account for an
individuals intensity, direction, and
persistence of effort toward attaining a goal.
Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2.
3.
3.

Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
Persistence:
Persistence:how
howlong
longaaperson
persontries
tries

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28

Needs
Needs Theories
Theories
Maslows

5 levels: Physiological, safety,

social, esteem, self actualization
hierarchy

Must meet lower

first

ERG

3 levels: Existence, relationship,

growth

Can be met at
same time

McClelland

Achievement, power, relationship

Closely aligned
to job selection

Two Factor
(Hygiene)

The opposite of satisfaction is not

dissatisfaction

Addresses
productivity

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29

Theories
Theories
Theory XY

Employees are either

positive or negative

Equity

Perceived value in relation

to coworkers

Does not address absenteeism,

turnover, job satisfaction

Reinforcement

Reinforcement conditions
behavior

Ignores inner state of employee

Cognitive
Evaluation

Internal vs external
motivation factors

Pay for performance, high and

low level jobs

Expectancy

Effort Performance
Reward Attractive
Reward

More applicable to complex jobs

Goal Setting

Clear, difficult goals

higher productivity

Must have feedback, preferably

internal

Job Design

Job organization can act ot

increase or decrease effort

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30

Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory (Maslow)
(Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five
needsphysiological, safety,
social, esteem, and selfactualization; as each need is
substantially satisfied, the
next need becomes
dominant.
Self-Actualization
The drive to become what one is capable of
becoming.
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31

Maslows
Maslows Hierarchy
Hierarchy of
of Needs
Needs
Lower-Order Needs
Needs that are satisfied
externally; physiological
and safety needs.

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Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970.

Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.

Higher-Order Needs
Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.

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E X H I B I T 61
E X H I B I T 61

Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
McGregor)
Theory X
Assumes that employees
dislike work, lack ambition,
avoid responsibility, and must
be directed and coerced to
perform.

Theory Y
Assumes that employees
like work, seek
responsibility, are capable of
making decisions, and
exercise self-direction and
self-control when committed

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33

Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)
Two-Factor (Motivation-Hygiene) Theory
Intrinsic factors are related to job
satisfaction, while extrinsic factors are
associated with dissatisfaction.
Hygiene Factors
Factorssuch as company
policy and administration,
supervision, and salarythat,
when adequate in a job,
placate workers. When factors
are
adequate,
people

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berights
dissatisfied.
All
reserved.

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34

Comparison
ComparisonofofSatisfiers
Satisfiers
and
andDissatisfiers
Dissatisfiers
Factors characterizing
events on the job that led to
extreme job dissatisfaction

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Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time:
How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright
1987 by the President and Fellows of Harvard College: All rights reserved.

Factors characterizing
events on the job that
led to extreme job
satisfaction

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E X H I B I T 62
E X H I B I T 62

Cognitive
Cognitive Evaluation
Evaluation Theory
Theory
Cognitive Evaluation Theory
Providing an extrinsic reward for behavior
that had been previously only intrinsically
rewarding tends to decrease the overall
level of motivation.
The theory may only be relevant to
jobs that are neither extremely
dull nor extremely interesting.

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36

Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)
Goal-Setting Theory
The theory that specific and difficult goals,
with feedback, lead to higher performance.
Factors influencing the goals
performance relationship:
Goal commitment, adequate
self-efficacy, task
characteristics, and national
culture.
Self-Efficacy
The individuals belief that he
or2005
she Prentice
is capable
of performing

Hall Inc.
a task.
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rights reserved.

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37

Reinforcement
Reinforcement Theory
Theory
The assumption that behavior is a function of its
consequences.

Concepts:
Concepts:
Behavior
Behavioris
isenvironmentally
environmentallycaused.
caused.
Behavior
Behaviorcan
canbe
bemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
Reinforced
Reinforcedbehavior
behaviortends
tendsto
tobe
berepeated.
repeated.
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38

Job
Job Design
Design Theory
Theory
Job Characteristics
Model
Identifies five job
characteristics and
their relationship to
personal and work
outcomes.

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Characteristics:
Characteristics:
1.1. Skill
Skillvariety
variety
2.2.
3.3.

Task
Taskidentity
identity
Task
Tasksignificance
significance

4.4.
5.5.

Autonomy
Autonomy
Feedback
Feedback

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39

Job
Job Design
Design Theory
Theory (contd)
(contd)
Skill Variety
The degree to which a job
requires a variety of different
activities.
Task Identity
The degree to which the job requires
completion of a whole and identifiable piece
of work.
Task Significance
The degree to which the job has a substantial
impact
on theHall
lives

2005 Prentice
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40

Job
Job Design
Design Theory
Theory (contd)
(contd)
Autonomy
The degree to which the job provides
substantial freedom and discretion to the
individual in scheduling the work and in
determining the procedures to be used in
carrying it out.
Feedback
The degree to which carrying out the work
activities required by a job results in the
individual obtaining direct and clear
information about the effectiveness of his or
performance.
her
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41

Equity
Equity Theory
Theory
Equity Theory
Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities.
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
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42

Equity
Equity Theory
Theory (contd)
(contd)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2.
3.3.

Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
Distort/change
Distort/changeperceptions
perceptionsof
ofself
self

4.4.
5.5.

Distort/change
Distort/changeperceptions
perceptionsof
ofothers
others
Choose
Chooseaadifferent
differentreferent
referentperson
person

6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)
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43

Equity
Equity Theory
Theory (contd)
(contd)
Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.
1. Overrewarded
Overrewardedhourly
hourlyemployees
employeesproduce
produce
more
morethan
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.
2. Overrewarded
Overrewardedpiece-work
piece-workemployees
employees
produce
produceless,
less,but
butdo
dohigher
higherquality
qualitypiece
piece
work.
work.
3.
3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.
4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees
employees
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44

Expectancy
Expectancy Theory
Theory Relationships
Relationships
EffortPerformance Relationship
The probability that exerting a given amount of
effort will lead to performance.

PerformanceReward Relationship
The belief that performing at a particular level will
lead to the attainment of a desired outcome.

RewardsPersonal Goals Relationship

The degree to which organizational rewards satisfy
an individuals goals or needs and the
attractiveness of potential rewards for the
individual.

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