MGMT1003 W3 - Personality and Work - ANU 2024 PDF

MGMT1003 – S2 2024 MANAGEMENT, PEOPLE, AND ORGANISATIONS WEEK 3 PERSONALITY AND WORK Kimin Eom, PhD Research School of Management, ANU Recap 1. Hierarchy of needs theory - 5 needs: Physiological needs, Safety needs, Belongingness needs, Esteem...

MGMT1003 – S2 2024 MANAGEMENT, PEOPLE, AND ORGANISATIONS WEEK 3 PERSONALITY AND WORK Kimin Eom, PhD Research School of Management, ANU Recap 1. Hierarchy of needs theory - 5 needs: Physiological needs, Safety needs, Belongingness needs, Esteem needs, Self-actualisation needs 2. Intrinsic vs. extrinsic motivation - External rewards backfire for tasks requiring thinking and creativity 3. Two-factor theory - 2 factors: Hygiene factors (dissatisfaction) vs. Motivators (satisfaction) 2 ANU RESEARCH SCHOOL OF MANAGEMENT CRICOS PROVIDER #00120C Recap 4. Goal-setting theory - Individuals who set specific, challenging (not impossible) goals performed better than those who set general, easy goals. 5. Expectancy theory (VIE Model) - Motivation depends on Expectancy (effort → performance), Instrumentality (performance → outcome), and Valence (value of outcome) 6. Job characteristics model - 5 cores job dimensions: Skill variety, task identity, task significance, autonomy, feedback (associated with critical psychological states - meaningfulness, responsibility, and knowledge of the results) 3 ANU RESEARCH SCHOOL OF MANAGEMENT CRICOS PROVIDER #00120C  Personality and Work 4 ANU RESEARCH SCHOOL OF MANAGEMENT CRICOS PROVIDER #00120C Assumptions about Individual Differences CRICOS PROVIDER #00120C Assumptions about Individual Differences ▪ Adults have a variety of relatively stable attributes (e.g., personality, interests, intelligence) that can be measured. ▪ People differ in these attributes. ▪ These differences remain even after training and job experience. ▪ Different jobs require different attributes (Professor vs. Salesmen). ▪ Not all individual differences matter for job performance. CRICOS PROVIDER #00120C Imagine… An antisocial/people-hating salesperson… Emotionally unstable emergency service staff… Mismatch! A talkative librarian… A closed-minded entrepreneur.. A disorganized bookkeeper… CRICOS PROVIDER #00120C  What if you are stuck with a job that does not fit you!? Have you seen a person who complains about his/her job? What should we do to prevent this thing from happening? - Understand yourself - Understand different jobs - Try out different jobs https://www.salary.sg/2016/6-tell-tale-signs-you-are-not-fit-for-your-current-job/ CRICOS PROVIDER #00120C Understanding Yourself and Others Understanding of individual differences helps effectively lead people through workplace challenges. The first requirement for being a good manager is understanding oneself. Managers’ characteristics and behaviours can profoundly affect: ✓ the workplace ✓ employee motivation, morale and job performance CRICOS PROVIDER #00120C Understanding Yourself “I am _______________.” CRICOS PROVIDER #00120C Understanding Yourself “I am _______________.” How would you complete this sentence (defining yourself)? Your answer may represent your self- concept. CRICOS PROVIDER #00120C Self-Concept The sum total of an individual’s beliefs about his or her own personal attributes (characteristics) Collection of self-schemas: Self-concept Self Masculine Dependent Cooperative CRICOS PROVIDER #00120C Self-Concept (complexity) Your self-concept can be complex because you have multiple roles and domains in your life (various self-aspects). Self-aspects Attributes CRICOS PROVIDER #00120C Self-Concept How to measure? (self-complexity, Linville, 1987) Personality traits are provided Shy Anxious Happy CRICOS PROVIDER #00120C Self-Concept How to measure? (self-complexity, Linville, 1987) Put attributes into groups that represent different aspects of their lives, and provide label for each group (self-aspect) Considerate Considerate Anxious Happy Happy With Daughter Student Friends CRICOS PROVIDER #00120C In-Class Activity Put attributes into groups that represent aspects of your lives, and provide label for each group (self-aspect) You don’t have to use all of these; some attributes may NOT be relevant to your self- concept. You may also use certain attributes for multiple self-aspects CRICOS PROVIDER #00120C Self-Awareness Being aware of the internal aspects of one’s nature, such as personality, traits, beliefs, emotions, attitudes, etc. Sources? Self-assessment; using self-inquiry, reflection, introspection Through other people; using feedback from others Which source is more accurate? CRICOS PROVIDER #00120C Do you think you are more moral relative to an average student in this class? CRICOS PROVIDER #00120C Do you think you are more intelligent than an average student in this class? CRICOS PROVIDER #00120C Self-Perception is NOT accurate CRICOS PROVIDER #00120C Better-Than-Average Effect People see positive traits as more self-descriptive than negative traits, rate themselves more highly than they do others, and rate themselves more highly than they are rated by others. Especially for ambiguous traits (e.g., generous) than unambiguous traits (e.g., muscular) (Dunning et al., 1989) personally important traits (e.g., responsible) than unimportant traits (e.g., funny) (Brown, 2012) CRICOS PROVIDER #00120C Other-Perception is NOT accurate, either CRICOS PROVIDER #00120C  Fundamental Attribution Error Overestimates the role of personal (internal) factors and underestimates the impact of situations (external factors) (Ross, 1977) ▪ even when they are aware of the situational impact CRICOS PROVIDER #00120C Fundamental Attribution Error The boy with the green shirt kicked his friend. WHY? A) He’s ill-tempered. B) He had a bad day. CRICOS PROVIDER #00120C Personality The set of characteristics that underlies a relatively stable pattern of behaviour in response to ideas, objects, or people Personality provides a useful framework to understand yourself (and others). CRICOS PROVIDER #00120C Here are a number of personality traits that may or may not apply to you. Please write a number next to each statement to indicate the extent to which you agree or disagree with that statement. You should rate the extent to which the pair of traits applies to you, even if one characteristic applies more strongly than the other. 1 = Disagree strongly, 4 = Neither agree nor disagree, 7 = Agree strongly I see myself as: 1. Extraverted, enthusiastic ___ 2. Critical, quarrelsome ___ 3. Dependable, self-disciplined ___ 4. Anxious, easily upset ___ 5. Open to new experiences, complex ___ 6. Reserved, quiet ___ 7. Sympathetic, warm ___ 8. Disorganized, careless ___ 9. Calm, emotionally stable ___ 10. Conventional, uncreative ___ CRICOS PROVIDER #00120C Five Factor Model “Big Five” https://www.youtube.com/watch?v=IB1FVbo8TSs CRICOS PROVIDER #00120C Five Factor 1. Conscientiousness Responsible, Prudent, Self-control, Persistent, Planful, Achievement Oriented Model “I make plans and follows through with them” “I do a thorough job” “Big Five” 2. Extraversion Sociable, Assertive, Talkative, Ambitious, Energetic “I am talkative” “I am full of energy” 3. Agreeableness Good natured, Cooperative, Trusting, Likeable, Friendly “I can be cold and aloof”(REVERSE) “I am generally trusting” 4. Emotional Stability (low Neuroticism) Secure, Calm, Low anxiety, Low emotionality “I can be moody” “I gets nervous easily” 5. Openness to Experience Curious, Intelligent, Imaginative, Independent “I am inventive” “I like to reflect, play with ideas” 31 CRICOS PROVIDER #00120C  The Big Five Personality factors: Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience degree to which a degree to which a degree to which a degree to which a degree to which a person is outgoing, person is able to get person is focused on a person is calm, person has a broad sociable, assertive and along with others by few goals, thus behaving enthusiastic and self- range of interests and is comfortable with being good-natured, in ways that are confident, rather than imaginative, creative, interpersonal likeable, cooperative, responsible, dependable, tense, depressed, moody artistically sensitive and relationships forgiving, understanding persistent and or insecure willing to consider new and trusting achievement-oriented ideas 32 CRICOS PROVIDER #00120C Recent development in Personality CRICOS PROVIDER #00120C  The HEXACO Model of Personality ◼ Replacement of the Big Five by the new six-factor structure. Big 5 Honesty-Humility New addition Emotionality Emotional Stability eXtraversion Extraversion Agreeableness Agreeableness Conscientiousness Conscientiousness Openness to Experience Openness to Experience Honesty-Humility: fairness/modesty versus pretentiousness/dishonesty Agreeableness: even-temper/patience versus quick-temper/hostility Emotionality: sentimentality/anxiety versus bravery/toughness CRICOS PROVIDER #00120C  What is implication of using personality assessment in organizations? 35 ANU RESEARCH SCHOOL OF MANAGEMENT CRICOS PROVIDER #00120C Personality and Job Performance Meta-analysis by Hurtz & Donovan (2000) Journal of Applied Psychology Research Question: How does personality relate to performance at work and in training? Compiled data from already published studies (“meta-analysis”) 26 studies with 45 correlations between personality and performance CRICOS PROVIDER #00120C Results of Hurtz and Donovan (2000) Conscientiousness Significant, positive correlation with performance r =.22 (p <.05) Emotional Stability Significant, positive correlation with performance r =.14 (p <.05) Agreeableness, Extraversion, and Openness to Experience NOT significantly correlated with performance Fair? Reasonable? Conclusion: More conscientious, emotionally stable individuals are better performers at work CRICOS PROVIDER #00120C *Conscientiousness* Conscientiousness: the most important personality variable in the workplace and it may be the equivalent of “g” in the non- cognitive domain (Schmit & Hunter, 1992) Sub-dimension can be useful to predict specific job-related behaviors. - Achievement will predict some behaviors (e.g., effort) “I persevere until the task is finished” - Dependability will predict other behaviors (e.g., attendance) (Hough, 1992; Moon, 2001; Mount & Barrick, 1995). “I can be somewhat careless” (reverse) 38 CRICOS PROVIDER #00120C Personality and Specific Work Performance Extraversion – Sales performance, enhanced leadership, higher job/life satisfaction Openness to experience – Training and expatriate success, more adaptable to change Agreeableness – Customer service and team-oriented jobs, lower levels of deviant behaviors, a good teammate Emotional stability (neuroticism; REVERSE) – Management positions, safety and security sector, lower stress level Conscientiousness – Higher performance overall, greater perseverance 39 CRICOS PROVIDER #00120C  Do you always act on your personality? 40 ANU RESEARCH SCHOOL OF MANAGEMENT CRICOS PROVIDER #00120C  Contingency View: Under which condition personalities translate to performance? 41 ANU RESEARCH SCHOOL OF MANAGEMENT CRICOS PROVIDER #00120C Situational Strength Theory The way personality translates into behaviour depends on the strength of the situation. “Weak” ➔ personalities are more likely to translate to behaviours. “Strong” ➔ personalities are less likely to translate to behaviours. Four key components (determining situational strength) (1) Clarity: extent to which cues about work duties and responsibilities are clear (2) Consistency: extent to which cues regarding work duties and responsibilities are consistent and compatible with one another (3) Constraints: extent to which individuals’ freedom to decide or act is limited (4) Consequences: extent to which decisions or actions have important implications for the organizations or its members, clients, supplies, and so on. Extent to which gains and penalties are clear CRICOS PROVIDER #00120C Situational Strength Theory When four components are high, situational strength deems strong in the organization. Employees do not act based on their personality but based on the rules and standards in the organization. Check for more detailed explanation: https://www.studysmarter.co.uk/explanations/business-studies/organizational-behavior/situation-strength-theory/ CRICOS PROVIDER #00120C Attitudes and behaviours influenced by personality Three areas of particular interest to managers: Locus of control Authoritarianism Machiavellianism CRICOS PROVIDER #00120C  Locus of control Locus of control is the tendency to place the primary responsibility for one’s success or failure either within oneself (internally, my effort, talent, etc.) or on an outside force (externally, luck, other people, etc.) CRICOS PROVIDER #00120C Locus of control People with high internal LOC People with high external LOC Easier to motivate Difficult to motivate Good at problem-solving Less involved in jobs Achievement-oriented Blaming situations and others Independent (often difficult to Compliant and conforming (easier influence) to influence) CRICOS PROVIDER #00120C Authoritarianism The belief that power and status differences should exist within the organisation Influences how: a manager wield power (e.g., top-down decision-making) employees respond to managerial display of authority (e.g., gen Z prefers more equitable relationships) https://greator.com/en/authoritarian-leadership-style/ 47 ANU RESEARCH SCHOOL OF MANAGEMENT CRICOS PROVIDER #00120C Machiavellianism The tendency to direct much of one’s behaviour towards the acquisition of power and the manipulation of others for personal gain High Machs (folks with high Machiavellianism) Pragmatic, capable of lying to achieve personal goals, win in win-lose situations Thrive in jobs that require bargaining skills and involve clear rewards for winning In loosely structured situations: high Machs tend to actively take control low Machs tend to accept instructions or directions by others; they do better in highly structured situations CRICOS PROVIDER #00120C Reminder - Take Home Quiz #1 - Open on 7 Aug (Wed), after the lecture - Due by 11 Aug (23:59 pm; end of Week 3) - Quiz on Wattle - 10 MCQ - Content from W1- W3 CRICOS PROVIDER #00120C  THANK YOU CRICOS PROVIDER #00120C