Chapter 2 Individual Differences

Personality

Ability

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Figure 2.1 Nature and Nurture: The Determinants of Personality

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The Nature of Personality

Personality Develops over a persons lifetime Generally stable in the context of work Can influence career choice, job satisfaction, stress, leadership, and even performance

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Figure 2.2 The Interaction of Personality and Situational Factors

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The Interaction of Personality and Situational Factors

Strong situational pressures Personality may not predict behavior Example: enforcement of rules Weak Situational pressures Personality may predict behavior Example: Customer sales reps

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Ben Schneiders Attraction-SelectionAttrition (ASA) Framework

Employee personalities = Organizational personality

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Ben Schneiders Attraction-SelectionAttrition (ASA) Framework

Individuals with similar personalities tend to be attracted to an organization (Attraction) and hired by it (Selection) and individuals with other types of personalities tend to leave the organization (Attrition) Examples Advantages and Disadvantages
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Figure 2.3 The Big Five Model of Personality

Extraversion Conscientiousness

Neuroticism

Openness to Experience

Agreeableness

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Extraversion (Positive Affectivity)

Personality trait that predisposes individuals to experience positive emotional states and feel good about themselves and the world around them

Extraverts

Introverts

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Neuroticism (Negative Affectivity)

Personality trait that reflects peoples tendency to experience negative emotional states, feel distressed, and generally view themselves and the world around them negatively
High Low

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Agreeableness
Personality trait that captures the distinction between individuals who get along well with other people and those who do not
High Low

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Conscientiousness
Personality trait that describes the extent to which an individual is careful, scrupulous, and persevering
High Low

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Summary so far
Personality What? Situation interaction constraints Why? Types?

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Openness to Experience
Personality trait that captures the extent to which an individual is original, open to a wide variety of stimuli, has broad interests, and is willing to take risks as opposed to being narrow-minded and cautious

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Figure 2.8 Personality Traits Relevant to Organizations

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Locus of Control

Internal

External

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Self-Monitoring
The extent to which people try to control the way they present themselves to others
High Low

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Self-Esteem
Personality trait that describes the extent to which people have pride in themselves and their capabilities.
High Low

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Type A versus Type B Personality

Type A individuals have an intense desire to achieve, are extremely competitive, have a sense of urgency, are impatient, and can be hostile Type B individuals are more relaxed and easy going

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McClellands Learned Needs

Need for Power

Need for Achievement

Need for Affiliation

Managers should have a high need for achievement and power.

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The Nature of Ability

What a person is capable of doing Types of ability Cognitive ability Physical ability Motor skill Physical skill Emotional intelligence
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Figure 2.10 Types of Cognitive Ability

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Figure 2.11 The Determinants of Cognitive and Physical Abilities

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Emotional Intelligence
The ability to understand and manage ones own feelings and emotions and the feelings and emotions of others A good understanding of how to use emotions to promote effective functioning and well-being

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Management of Ability

Selection

Placement

Training

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