Organizational Behavior Chapter 3 Individual Differences PDF

Because learning changes everything. ® Chapter 3 Individual Differences ORGANIZATIONAL BEHAVIOR FIRST EDITION Baldwin, Bommer, Rubin Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hi...

Because learning changes everything. ® Chapter 3 Individual Differences ORGANIZATIONAL BEHAVIOR FIRST EDITION Baldwin, Bommer, Rubin Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. Learning Objectives LO3.1: Describe individual differences and the role of context in understanding human behavior. LO3.2: Describe the fundamental elements of personality. LO3.3: Explain the differences between emotions and moods. LO3.4: Discuss the role that cognitive ability and emotional intelligence play in successful job performance. LO3.5: Describe major outcomes associated with common job attitudes. LO3.6: Explain how to improve self awareness. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 2 Individual Differences People differ! Dimensions we differ on include: Personality Ability Emotions Attitudes Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 3 The Interactionist Framework Human behavior is caused by both individual predispositions and the environment. Situational Strength: Some situations create more pressure to engage in or refrain from certain behaviors. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 4 Strong Versus Weak Situations Strong: leads all participating people to interpret events in the same way – everyone understands what behavior is expected (for example, a classroom). Weak: Highly open to interpretation with no clear expectations for behavior (for example, many sales jobs). Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 5 People are More Alike than Different This fact causes small differences to sometimes leap out and call our attention. A meta-analytic study found that men and women (for example) are more alike than they are different. 78% of studies in this analysis found no differences between men and women. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 6 Personality The relatively enduring ways in which people think, act, and feel. There is no good or bad personality profile. Personality influences how we behave. But not all behavior is caused by personality. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 7 The Big 5 Model of Personality Openness to Experience: Tendency to seek out new experiences reflecting intellect and creativity. Conscientiousness: Tendency to be hard-working, organized, and dependable. Extraversion: Tendency to be gregarious, sociable, and assertive. Agreeableness: Tendency to be warm, amenable, and cooperative. Neuroticism: Tendency to be insecure, anxious, and nervous. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 8 The Big 5 and Job Performance Conscientiousness predicts performance in pretty much every job. Emotional Stability and extraversion predict success in sales jobs. Agreeableness is associated with successful customer service performance. Openness to Experience predicts performance in managerial training positions. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 9 The Dark Triad People with the tendency to be callous, selfish, and malevolent when dealing with others. Three traits comprise the Dark Triad: Machiavellianism: People who are deceitful, manipulative and exploitative. Psychopathy: A tendency to lack concern for others. Narcissism: People who engage in routine acts of self- promotion, and need the attention of others. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 10 Table 3.2 Sample Survey Items from a Measure of the Dark Triad Traits Narcissism Psychopathy Machiavellianism I tend to want others to I tend to lack remorse. I have used deceit or lied admire me. to get my way. I tend to expect special I tend to be callous or I tend to manipulate favors from others. insensitive. others to get my way. I tend to seek prestige or I tend to not be too I tend to exploit others status. concerned with morality or toward my own end. the morality of my actions. Source: Jonason, P. K., and Webster, G. D. (2010. The dirty dozen: A concise measure of the dark triad. Psychological Assessment, 22 (2), 420. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 11 Research on the Dark Triad People scoring high on Dark Triad traits are more likely to engage in counterproductive workplace behavior. Dark Triad behaviors help people get ahead, versus get along. However, moderate levels of narcissism predict effective leadership. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 12 Core Self-Evaluations Self-esteem: the general value we ascribe to ourselves. Generalized self-efficacy: how competent we think we are in performing across situations. Locus of control: the degree of control over life events we perceive we possess. Emotional stability: our sense of confidence, security, and positive self-view. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 13 Emotions and Moods Emotions: Short-lived, intense feelings (for example, anger, fear) that are reactions to an event in our environment. Moods: Longer held / less intense feelings that do not necessarily occur in reaction to our environment. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 14 Positive Affectivity A general mood that is characterized by pleasurable engagement with the environment. Leads to increased creativity when problem solving, more cooperation with others, and reduced feelings of work-family conflict. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 15 Negative Affectivity A general mood that is characterized by distress and unpleasant engagement with the environment. Leads to increased counterproductive work behavior, conflict with others, and decreased job performance. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 16 Abilities Stable capacities that enable performance. (versus skills: learned behaviors that can be performed with consistent results). Three types of abilities: Cognitive Physical Emotional Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 17 Cognitive Ability AKA General Mental Ability (GMA). A person’s ability to learn and acquire cognitive skills (for example, spatial visualization, mathematical computation). The more complex the job demands, the better GMA predicts job performance. The single most influential individual difference factor for predicting job success. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 18 Emotional Intelligence (EI) The ability to accurately identify emotions, and to understand and manage them effectively. Three key facets of EI are Emotion: Perception: Ability to perceive emotions in yourself and others. Understanding: Ability to process and make sense of perceived emotions. Regulation: Ability to influence which emotions are experienced, and how they are experienced. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 19 Table 3.3 Key Aspects of Emotional Intelligence Be able to accurately identify and express your and others’ feelings. This is critical if you expect to maintain strong relationships at work. Get in the right mood. Managers who are better able to maintain positive moods are often perceived by their employees as leaders and are more optimistic about the future. Knowing what puts you in a positive mood and seeking out those opportunities to elevate your mood can help you be more effective. Predict the emotional future. When you use emotional information (“I’m experiencing fear right now”), you can decide what to do with your emotion in the future. If, however, you’re angry and you don’t know why, then you can’t figure out how to get past the anger in the future. Do it with feeling. When you use your emotions productively, you’ll be better able to make the right decision about your behavior. For example, if you know a certain action will bring remorse and sadness when others find out, you may reconsider that decision. Sources: Caruso, D. R., and Salovey, P. (2004). The emotionally intelligent manager: How to develop and use the four key emotional skills of leadership. San Francisco, CA: Jossey-Bass; Rubin, R. S., and Riggio, R. E. (2005). “The role of emotional intelligence in ethical decision making at work.” In Giacalone, R., Jurkiewicz, C. L., and Dunn, C. (Eds.), Positive psychology in business ethics and corporate social responsibility, (pp. 209–229). Greenwich, CT: Information Age Publishing. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 20 Key Aspects of Emotional Intelligence Be able to accurately identify and express your and others’ feelings. Get in the right mood. Predict the emotional future. Do it with feeling. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 21 A Blueprint for Increasing Emotional Intelligence Be able to accurately identify and express your and others’ feelings. Get in the right (positive) mood. Predict the emotional future. Do it with feeling. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 22 Job Attitudes Appraisals or evaluations of your job that encompass your feelings toward and beliefs about the job and about events and people at work. Examples include: Job Satisfaction Organizational Commitment Organizational Cynicism Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 23 Job Satisfaction A global assessment of all aspects of someone’s work role: Job satisfaction is only moderately related to happiness. Predicts job performance, especially in complex jobs. Also associated with increased customer satisfaction and loyalty. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 24 Organizational Commitment The extent to which employees identify with their organizations: Affective Commitment: Emotional attachment to one’s organization. Normative Commitment: A wish to stay with the organization out of feelings of obligation. Continuance Commitment: A desire to stay with the organization because the costs of leaving outweigh the benefits (these types are less likely to quit but more likely to be low performers). Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 25 Organizational Cynicism An attitude of contempt, frustration, and distrust toward an object or multiple objects. A deep loss of faith in management’s ability to do things right. Is associated with decreases in job satisfaction, organizational commitment, and trust. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 26 Managing the Organizational Cynic Deal with the Past Involve cynics in change efforts Don’t make promises you can’t keep Over-communicate Involve converts Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 27 Self-awareness The ability to accurately assess one’s own behaviors and skills. Human beings are generally poor judges of our own capability. But, those who are competent at a skill are far better able to recognize this (that is, the Dunning-Kruger effect). Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 28 Feedback Feedback is perhaps the best intervention to help you improve self-awareness. Getting the feedback you need: 1. Push beyond your comfort zone. 2. Get meaningful external feedback. 3. Building self-awareness is a process, not an event. 4. Don’t act on everything at once. Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 29  End of Main Content Because learning changes everything. ® www.mheducation.com Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.