INDIVIDUAL DIFFERENCES, Presented by:

MENTAL ABILITY AND JENYLYN M. DEL

PERSONALITY ROSARIO
Individual Level Behavioral Variables (ILBV)
INDIVIDUAL DIFFERENCES
Refers to the variation in how people respond to the same situation based on
personal characteristics.

B = f (P x E)

Each person is different from all others and that these differences are usually
substantial rather than meaningless.
INDIVIDUAL DIFFERENCES
Lewin's equation, B = f(P, E), is a heuristic formula proposed by psychologist Kurt
Lewin as an explanation of what determines behavior.
The formula states that behavior is a function of the person and his or her
environment.

Individual differences become serious concern when people are situated in the
workplace. Those concerned with managing people or simply those that want to
relate with people must be aware that there are consequences arising out of
differences between people
CONSEQUENCES OF
INDIVIDUAL DIFFERENCES
1. People Differ in Productivity

Productivity
--refers to the rate of output per worker. It differs from person to person.
Example:
If the rate of output in a sales office is measured in terms of number of units
sold by each salesman, it cannot be expected that everyone will set the same
number of units for a given period. This may be attributed to individual
differences among the sales men, the experience, age, education, and the like.
CONSEQUENCES OF
INDIVIDUAL DIFFERENCES
2. People Differ in the Quality of their Work

Some individuals will not be contented in making products

of mediocre quality, while others will just strive to produce
outputs that barely passed standard requirement.
Because people are different from each other, it is not
surprising that quality of their work will also be different.
CONSEQUENCES OF
INDIVIDUAL DIFFERENCES
3. People React Differently to Empowerment

Empowerment
--means giving someone the power to do something.

For instance, an individual may be empowered to sign purchased contracts and

with it the authority to determine what supplies and materials are needed to be
purchased. Some person may feel happy if he is provided with responsibility;
others will feel uncomfortable and will prefer to just follow orders.
CONSEQUENCES OF
INDIVIDUAL DIFFERENCES
4. People React differently to Any Style of Leadership

Some people will prefer a leader with democratic style, while some will need
close supervision from their superiors.

If all subordinates in a given unit will respond well to single style of leadership,
managing them or simply relating with them would be much easier task. But
this is not so, as some people will prefer a leader with democratic style, while
some will need close supervision from their superiors. These differences make
it necessary for a leader to use different styles even in a small unit
CONSEQUENCES OF
INDIVIDUAL DIFFERENCES
5. People Differ in Terms of Need for Contact With Other People

Some will need more contact, while others can work alone the whole day.
Other people cannot be productive unless they meet people as they work.

Example:
Salesman is need of frequent interactions with other people. In contrast,
there are those who can perform jobs in research laboratories where
contact with other is minimal.
CONSEQUENCES OF
INDIVIDUAL DIFFERENCES
6. People Differ in Terms of Commitment to the Organization

Those who are highly committed tend to produce high quality output while
those who are less committed are less concerned about output and attendance.

Commitment to the organization varies among individuals. Some are

committed and loyal to the organization that they work the whole day without
noticing that they are putting in more than the required working hours. Those
who are highly committed tend to produce high quality output while those who
are less committed are less concerned about output and attendance.
CONSEQUENCES OF
INDIVIDUAL DIFFERENCES
7. People Differ in Terms of Level of Self-Esteem

Low Self-Esteem – less productive; avoid accepting more responsibilities.

High Self-Esteem – many great inventors, literary work, and discoveries are being made.

People also differ in terms of self-esteem. Those with low self-esteem tend to be less
productive. They also avoid accepting more responsibilities. They do so for various
reasons, one of which is that they may think that their abilities do not match requirements
of the job. The opposite happen when people have high regard of were made by people
with high self-esteem.
WHAT MAKES PEOPLE DIFFERENT
FROM EACH OTHER?

1. Demographic Diversity
2. Aptitude and Ability
3. Personality
 DEMOGRAPHIC DIVERSITY

it refers to the different background factors relating

to the workforce that help shape workers’ attitude
and their behavior.
DEMOGRAPHIC DIVERSITY
Sex and Gender Differences

Sex Differences – refers to actual biological differences

Gender Differences – refers to differences in the perception of
male and female role
DEMOGRAPHIC DIVERSITY
Generational and Age-Based Differences

1. Traditionalist (Veterans) 1900 to 1945

2. Baby Boomers 1946 to 1964
3. Generation X 1965 to 1980
4. Generation Y (Millennials) 1981 to present
DEMOGRAPHIC DIVERSITY
Changes in values over generations

Differences in the ages also bring expectations of differences in the behavior of workers

generational differences in leadership, management and the workforce:

Traditionalists value workplaces that are conservative, hierarchical and have a clear chain of command and top-down management.

Baby Boomers value workplaces that have flat hierarchies, democratic cultures, humane values, equal opportunities, and warm and
friendly environments.

Generation X values workplaces that are positive, fun, efficient, fast-paced, flexible, informal and have access to leadership and
information.

Millennials value workplaces that are collaborative, achievement-oriented, highly creative, positive, diverse, fun, flexible and
continuously providing feedback.

Forbes adds that Generation Z is motivated by security, may be more competitive, wants independence, will multi-task, is more
entrepreneurial, wants to communicate face-to-face, is truly digital- native and wants to be catered to.
DEMOGRAPHIC DIVERSITY

Culture / Ethnicity
Refers to the learned and shared ways of thinking and acting
among a group of people or society
APTITUDE AND ABILITY

Aptitude – the capacity of a person to learn or acquire

skills
Ability – individual’s capacity to perform the various task
in a job

People are also different in aptitude and ability

APTITUDE AND ABILITY
Physical Ability
Capacity of the individual to do tasks demanding stamina,
dexterity, strength, and similar characteristics.

A person’s overall abilities are made up of two set of

factors: Physical and Mental
APTITUDE AND ABILITY
Intellectual or Mental Ability
Also referred to as intelligence
Capacity to do mental activities, such as thinking, reasoning, and
problem solving
THEORY OF MULTIPLE
INTELLIGENCES BY HOWARD
GARDNER
The theory of multiple intelligences, developed by psychologist Howard Gardner in the
late 1970’s and early 1980’s, posits that individuals possess eight or more relatively
autonomous intelligences. Individuals draw on these intelligences, individually and
corporately, to create products and solve problems that are relevant to the societies in
which they live.

1. Linguistic - Makes people able to communicate through language including reading,

writing, and speaking.

2. Logical-Mathematical - Covers abstract thought, precision, counting, organization,

and logical structure, enabling the individual to see relationship between objects and solve
problems
THEORY OF MULTIPLE
INTELLIGENCES BY HOWARD
GARDNER
3. Musical - Gives people the capacity to create and understand
meanings made out of sounds and to enjoy different types of
music

4. Spatial - Enables people to perceive and manipulate images in

their brain and to re-create them from memory
THEORY OF MULTIPLE
INTELLIGENCES BY HOWARD
GARDNER
5. Bodily-kinesthetic - Enables people to use their body and
perceptual and motor systems in skilled ways such as dancing,
playing sports, and expressing emotion through facial expression

6. Intrapersonal - Has highly accurate understanding of himself

or herself. Sensitive to his or her own values, purpose, feelings,
and has a developed sense of self
THEORY OF MULTIPLE
INTELLIGENCES BY HOWARD
GARDNER
7. Interpersonal - Makes it possible for persons to recognize and
make distinctions among the feelings, motives, and intention of
others, as in managing people and parenting children

8. Naturalist - Possesses the ability to seek patterns in the

external physical environment. As a result, the opportunity to
enrich all the other seven intelligences is provided.
EMOTIONAL INTELLIGENCE
OR EMOTIONAL QUOTIENT
(EQ)
Refers to the ability of the person to accurately perceive, evaluate,
express and regulate emotions and feelings.

People with a high degree of emotional intelligence know what

they're feeling, what their emotions mean, and how these emotions
can affect other people.
For leaders, having emotional intelligence is essential for success.
5 KEY ELEMENTS OF
EMOTIONAL INTELLIGENCE
1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skills
PERSONALITY
Refers to the sum total of ways in which an
individual reacts and interacts with others.
DETERMINANTS OF
PERSONALITY
HEREDITARY ENVIRONMENTAL FACTORS
1. Physical stature 1. Cultural
2. Facial attractiveness
2. Social
3. Gender
4. Temperament 3. Situational
5. Muscle composition and reflexes
6. Energy level
7. Biological rhythms
PERSONALITY FACTORS AND
TRAITS
1. Emotional Stability
Emotionally stable person - Calm, self confident, secure
Emotionally unstable person - nervous, depressed, insecure
PERSONALITY FACTORS AND
TRAITS
2. Extraversion
Extravert - sociable, gregarious, assertive
Introvert - reserved, timid, quiet
PERSONALITY FACTORS AND
TRAITS
3. Openness to Experience
Open minded person - imaginative, cultured, curious,
original, broadminded, intelligent, artistically sensitive

Closed minded person - conventional, finds comfort in the

familiar
PERSONALITY FACTORS AND
TRAITS
4. Agreeableness
Agreeable person - cooperative, warm, trusting

Disagreeable person - cold, disagreeable, antagonistic

PERSONALITY FACTORS AND
TRAITS
5. Conscientiousness
Highly conscientious person - responsible, organized,
dependable, persistent

Person with low score on conscientiousness - early

distracted, disorganized, unreliable
PERSONALITY FACTORS AND
TRAITS
6. Self-monitoring behavior
High self-monitor - pragmatic, chameleon-like actor in
social groups, often say what others want to hear

Low self-monitor - avoid situations that require him/her to

adapt to different outer images, is often inflexible
PERSONALITY FACTORS AND
TRAITS
7. Risk taking and thrill seeking
Risk taker - Willingness to take risks and pursue thrills

Play safe person - not willing to take risks and pursue

thrills
PERSONALITY FACTORS AND
TRAITS
8. Optimism
Optimist - tendency to experience positive emotional
states and to believe that positive outcome will be
forthcoming from most activities

Pessimist - tendency to experience negative emotional

states and to typically believe that negative outcomes will
be forthcoming from most activities
FACTORS IN DETERMINING
THE REASONS FOR
DIFFERENCES IN INDIVIDUAL
BEHAVIOR
1. Sense of sight – people differ in what they actually see
2. Sense of hearing – people differ in their ability to hear; some
may not be able to distinguish one tone from another
3. Sense of taste – a person’s tongue may be sensitive to various
tastes; taste sensitivity vary from person to person
4. Sense of smell – people have different degrees of sensitivity to
smell.
5. Sense of touch – a person’s sense of touch may differ in degree
with another person’s.
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END OF PRESENTATION