4-2a - LN, Personality and Job Satisfaction.pptx

BOH4M Personality & Job Satisfaction Success Criteria • I can explain how personality and attitude can impact job performance and satisfaction • I can role play about the Big 5 Personality Traits Guiding Questions Today 1. What is personality? What traits make it up? 2. Is personality inherent o...

BOH4M Personality & Job Satisfaction Success Criteria • I can explain how personality and attitude can impact job performance and satisfaction • I can role play about the Big 5 Personality Traits Guiding Questions Today 1. What is personality? What traits make it up? 2. Is personality inherent or acquired? 3. How’s job satisfaction matter? What is Personality? Personality: Overall profile of characteristics that makes one person unique from every other • It includes a characteristic way of thinking, feeling, and behaving. • Embraces moods, attitudes, and opinions and is most clearly expressed in interactions with other people • It includes behavioral characteristics, both inherent and acquired, that distinguish one person from another and that can be observed in What Makes Up Personality? • Inherent Characteristics • Acquired Characteristics Inherent Characteristics • Each one of us is born with inherent personality characteristics - traits, meaning our biological genetic coding • Determines the way our brain develops and how our personality expresses itself Acquired Characteristics • Learned parts of personality are called acquired characteristics. Acquired characteristics are the behavioral patterns that we develop as a result of what we have learned. • They are the distinguishing qualities that differentiate us from others • Are responsible for the formation of habits, comfort zones, quirks, and other behavioral patterns. Theories of Personality • Trait Approach • “Great leaders are born” • Inherent Characteristics • Behaviour Approach • “Great leaders are made” • Acquired Characteristics 1.Trait Approach • Assumes that certain physical, social, and personal characteristics are inherent in leaders. • Sets of traits and characteristics were identified to assist in selecting the right people to become leaders. • Physical traits include young to middle-aged, energetic, tall, and handsome. • Social background traits include being educated at the "right" schools or upwardly mobile. 1.Trait Approach • Social characteristics include being charismatic, charming, tactful, popular, cooperative, and diplomatic. • Personality traits include being self-confident, adaptable, assertive, and emotionally stable • Task-related characteristics include being driven to excel, accepting of responsibility, having initiative, and being results-oriented. 2. Behavioural Approach • Identified determinants of leadership so that people could be trained to be leaders • Developed training programs to change managers' leadership behaviors and assumed that the best styles of leadership could be learned • For example: theory Y versus theory X including situational management The Big 5 • When establishing job assignments and building teams, managers must be able to understand and respond to the “Big Five” personality traits: 1. Extroversion 2. Agreeableness 3. Conscientiousness 4. Emotional Stability 5. Openness • Extroversion: degree to which someone is outgoing, social, assertive • An extrovert is comfortable and confident in interpersonal relationships • An introvert is more withdrawn and reserved • Agreeableness: degree to which someone is good-natured, co-operative, trusting • Agreeable people get along well with others • Disagreeable people are sources of conflict • Conscientiousness: degree to which someone is responsible, dependable, careful • Conscientious people focus on what can be accomplished. They meet commitments • A person who lacks this often tries to do too much and fails, or does too little • Emotional stability: degree to which someone is relaxed, secure, unworried • Emotionally stable people are calm and confident. • The opposite type of person is anxious, nervous, and tense. • Openness: degree to which someone is curious, open to new ideas, imaginative • Open people are broad-minded, receptive to new things, and open to change • Closed people are narrow-minded, have few interests, and resist change Locus of Control • Is crucial to performance in business and also to job satisfaction • Locus of Control – the extent to which someone believes that what happens is within their control. • I.e., did I fail because it was my fault? Or because of something outside of me • The former is an “Internal” locus of control; the latter is an “External” locus of control Locus of Control • “Internals” tend to take responsibility for their actions and are more self-confident. • “Externals” tend to blame others and outside forces. • Research shows that internals are more satisfied and less alienated from their work. Perception • Is the process which people receive and interpret information from the environment. • Perceptions are influenced by values, cultural background and other circumstances of the moment and can lead to distortion. Job Satisfaction • Degree to which an individual feels positively or negatively about their work • Common aspects of job satisfaction include: • pay, co-workers, supervision, work setting, advancement opportunities, and workload Job Satisfaction More satisfaction = less absenteeism and turnover • Closely related to job satisfaction is job involvement, the extent to which an individual is dedicated to a job, and organizational commitment, the loyalty of individual to the organization Job Satisfaction and… • ATTITUDE • Job satisfaction is fundamentally just a comprehensive attitude • It is the attitudes that we hold about our bosses, each other, tasks, policies, goals, and more Attitude and Performance • A person who has a good attitude (strong commitment, no biases) tends to have: 1. Higher quality performance 2. Less absenteeism 3. Less engagement in inappropriate racist, sexist, and homophobic attitudes