Individual and Collective Differences: MGMT 54-616 Dr. Araceli Hernandez

Individual and Collective
Dr. Araceli Hernandez

differences
MGMT 54-616
Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

B= f (person, situation)

2.1. Individual differences

Individual differences
• Abilities
• Personality
• Type A vs B
• Core self-evaluation
• Locus of control
• Self-esteem
• Self-efficacy
• Self-monitoring
• Proactive personality
• Machiavelism
• Narcissism
• Risk taking
• Abilities
Physical Abilities
• Self-esteem
The capacity to do tasks demanding stamina, dexterity,
strength, and similar characteristics.
• Self-efficacy
• Self-monitoring
• Positive or negative affect Intellectual Abilities
• Proactive personality • The abilities needed to perform mental activities.
• Machiavelism
• General Mental Ability (GMA) is a measure of
• Narcissism overall intelligence.
• Risk taking
• Personality
Individual differences • General mental
• Abilities ability or GMA is an
individual’s innate
Number
Aptitude
cognitive intelligence
Verbal • Overall, GMA is the
• Self-esteem
Memory
Comprehension
single best predictor
• Self-efficacy of performance, but
• Self-monitoring Intellectual varies depending on
job requirements
• Positive or negative affect Ability
Spatial Perceptual
• Does not predict Job
• Visualization
Proactive personality Speed
satisfaction
• Machiavelism
• GMA also relates to
• Narcissism economic, physical,
•
Deductive Inductive
Risk taking Reasoning Reasoning and subjective well-
being
• Personality
Measured by Wonderlic test
• Abilities
• 1. Look at the row of numbers below. What number should come
Core self-evaluation
next?
• Locus of control 27 9 3 1 1/3 1/9 ?
• Self-esteem 2. In a typical city in the Southern Hemisphere, which of the
following months sees the most snowfall?
• Self-efficacy January, February, December, April, August, November
• Self-monitoring 3. Assume the first 2 statements are true. Is the final one true, false
• or not certain:
Positive or negative affect
The boy plays for the Tigers. All the players on the Tigers wear
• Proactive personalitywhite sneakers. The boy wears white sneakers.
• Machiavelism 4. A train travels 20 feet in 1/5 seconds At this exact speed, how
• Narcissism many feet will it travel in three seconds?
• Risk taking 5. Which three choices are needed to create the figure on the left?
Only pieces of the same color may overlap.
• Personality
• Abilities
• Self-esteem
• Self-efficacy
• Self-monitoring
• Positive or negative affect
• Machiavelism
• Narcissism
• Risk taking
• Personality
https://www.crownhouse.co.uk/assets/look-inside/9781904424659.pdf
• Personality
• Self-esteem
• Self-efficacy
• Genes
Self-monitoring Environment
• Machiavelism
• Narcissism
•
•
Risk taking
Intelligence (9 types) Personality
• Type A vs. B
• Personality
• Self-esteem
• Self-efficacy Big 5
• Self-monitoring
• Machiavelism
• Narcissism
• Risk taking
•
•
Intelligence (9 types)
Type A vs. B
MBTI
Big five personality traits

The Myers-Briggs Type Indicator

• Personality
• Self-esteem
• Strong
Self-efficacy situation Weak situation
• Self-monitoring
• Machiavelism
• Narcissism
• Risk taking
• Intelligence (9 types)
• Type A vs. B
• Type A vs. B
• Self-esteem
• Self-efficacy
• Self-monitoring
• Machiavelism
• Narcissism
• Risk taking
ersonality
• Skill and ability
• Personality
• Self-esteem
• Self-efficacy
• Self-monitoring
• Personality
• Machiavelism
• Narcissism
• Risk taking
• .
• .
• Self-esteem
• Self-efficacy
• Self-monitoring
• Personality
• Machiavelism
• Narcissism
• Risk taking
• . Self-esteem
• .
• Self-esteem
• Self-efficacy
• Self-monitoring
Self- efficacy
• Personality
• Machiavelism
• Narcissism
• Risk taking
• Self-esteem
• Self-efficacy
• Self-monitoring
• Machiavelism
• Narcissism
• Risk taking
• Personality
• Self-esteem
• Self-efficacy
• Self-monitoring
• Machiavelism
• Narcissism
• Risk taking
• Personality
• Self-esteem
• Self-efficacy
• Self-monitoring
• Machiavelism
• Narcissism
• Risk taking
• Personality
• Self-esteem
• Self-efficacy
• Self-monitoring
• Machiavelism
• Narcissism
• Risk taking
• Personality
• Self-esteem
• Self-efficacy
• Self-monitoring
• Machiavelism
• Narcissism
• Risk taking
• Personality
2.2. Collective differences

Collective differences
Values:
Enduring beliefs that a specific mode of conduct
or end state of existence is personally or socially
preferable to an opposite or converse mode of
conduct or end state of existence
Attributes of Values:
 Content Attribute – that the mode of conduct or end-state is important
 Intensity Attribute – just how important that content is
Value System
 A person’s values rank ordered by intensity
 Tends to be relatively constant and consistent
Importance of values:
• Provide understanding of the attitudes, motivation,

and behaviors
• Influence our perception of the world around us
• Represent interpretations of “right” and “wrong”
• Imply that some behaviors or outcomes are
preferred over others
Collective differences (Culture)
• Hofstede
Individualism vs. Masculinity vs.

Power distance
Collectivism Femininity
Uncertainty Long term vs. Indulgence vs.

avoidance Short term Restrain
https://www.hofstede-insights.com/
• Hofstede
Individualism vs.
Collectivism
• Hofstede
Power distance
• Hofstede
Masculinity vs.
Femininity
• Hofstede
Uncertainty
avoidance
• Hofstede
Long term vs.

Short term
• Hofstede
Indulgence vs.
Restrain
• Globe
Performance Future
Assertiveness
orientation orientation
Humane Institutional In-group

orientation Collectivism Collectivism
Gender Uncertainty
Power distance
egalitarianism avoidance
https://globeproject.com/
• Globe
Performance
orientation
• Globe
Assertiveness
• Globe
Future
orientation
• Globe
Humane
orientation
• Globe
Institutional
Collectivism
• Globe
In-group
Collectivism
• Globe
Gender
egalitarianism
• Globe
Power distance
• Globe
Uncertainty
avoidance
• Globe Leadership preferences
• Rokeach

• Rokeach
People in same occupations or categories tend
to hold similar values, but values vary between
groups
Value differences make it difficult for groups to

negotiate and may create conflict
2.3. Diversity

Diversity
2018 U.S, Demographics

African Asian, 5.9 Other, 2.0
American,
13.4
Hispanic, White, 60.4
18.3
White Hispanic African American Asian Other

Diversity
• Protected categories: Legislation
• Race
• Color
• Religion
• Sex
• National origin
• Age
• Ability
• Pregnancy
https://www.eeoc.gov/laws/statutes/
Diversity

• Race and ethnicity - Contentious issue: differences exist, but could be more culture
based than race based.
• Gender - Few differences between men and women that affect job performance.
• Sexual orientation - No reason to believe there are differences in performance.
Possible impact on other workers if biases exist. Domestic partner benefits are
important considerations.
• Gender identity – relatively new issue. Consider logistic issues.
• Age - Older workers bring experience, judgment, a strong work ethic, and
commitment to quality.
• Tenure - People with job tenure (seniority at a job) are more productive, absent less
frequently, have lower turnover, and are more satisfied.
• Religion - May impact the workplace in areas of dress, grooming and scheduling
• Disabilities - equal or better in performance, turnover, absenteeism and accident
rates. More loyal, but still higher unemployment.
Generational diversity
Mencl, J., & Lester, S. W. (2014).

Diversity management
• Surface-level diversity
• Demographics
• Can lead employees to perceive one another through stereotypes and assumptions.
• Deep level diversity

• Individual and collective differences shape preferences for rewards, communication
styles, reactions to leaders, negotiation styles…
Harrison et al., (2002)

Benefits and problems of diversity
Benefits Problems
Increases the pool of applicants Resistance, biases and stereotypes
Improves reputation Lack of cohesiveness
Helps in marketing efforts Communication problems
Promotes creativity and innovation Interpersonal conflicts
Increases problem solving abilities Slow decision making
Challenge – harness the wealth of being different

Risk - falling pray of prejudice and stereotypes
Stock market response to diversity
Hernandez (2015))

• Attracting, Selecting, Developing, and

Retaining the Diverse Employees
• Working with diversity inside the organization
• Effective diversity programs

• Diversity training
• Engagement
• Hiring tests
• Contact
• Performance rating
• Social accountability
• Grievance procedures

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Individual and Collective

Dr. Araceli Hernandez

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

• Provide understanding of the attitudes, motivation,

Individualism vs. Masculinity vs.

Uncertainty Long term vs. Indulgence vs.

Long term vs.

Humane Institutional In-group

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Value differences make it difficult for groups to

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

2018 U.S, Demographics

White Hispanic African American Asian Other

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Mencl, J., & Lester, S. W. (2014).

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

• Deep level diversity

Harrison et al., (2002)

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

Challenge – harness the wealth of being different

Northwest Missouri State University / MGMT 54-616 / Dr. Araceli Hernández

• Attracting, Selecting, Developing, and

• Working with diversity inside the organization

• Effective diversity programs

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