Personality
MBUS 612
Prof. Elloy
Personality
• Personality is an organized whole
• Personality appears to be organized into patterns
• Personality is a product of social and culture
environments
• Personality involves both common and unique
characteristics
• Definition: An individuals' personality is a relatively
stable set of characteristics, tendencies and
temperaments that have been significantly formed
by inferitance and by social, cultural and
environmental factors.
The Big Five Personality Dimensions
1.
Extroversion: Outgoing, talkative, sociable,
assertive
2. Agreeableness: Trusting, good natured,
cooperative, soft hearted
3. Conscientiousness: Dependable, responsible,
achevement oriented, persistent
4. Emotional stability: Relaxed, secure, unworried
5. Openness to experience: Intellectual,
imaginative, curious, broad minded
Research finding: Conscientiousness is the best
(but not a strong) predictor of job performance
Barriers to Accurate Perception
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Stereotyping: A tendency to assign attributes to
people solely on the basis of their class or category
Halo Effects: A tendency to allow the traits exhibited
by people to influence our impressions of their other
traits
Implicit Personality Theory: A tendency to have an a
priori picture of what other people are like that colors
how we see them
Selective Perception: Systematically screening out
information we don't wish to hear
Projection: A tendency to ascribe to others the
negative characteristics or feelings we have about
ourselves
Organizational Commitment
Relative strength of an individual's
identification and involvement in an
organization. Three characteristics:
1. Strong belief in and acceptance of
organizational goals and values
2. Willingness to exert conscious effort on
behalf of the organization.
3. Strong desire to maintain membership in
the organization.
Self-Efficacy
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Self-efficacy: "A person's belief about his or
her chances of successfully accomplishing a
specific task."
Sources of Self-Efficacy Beliefs:
• Prior experience
• Behavior models
• Persuation from others
• Assessment of physical/emotional state
The Determinants and Consequences of OBSE
Determinants of OBSE
•Managerial Respect
•Organizational Structure
--> OBSE
•Job Complexity
Factors Influenced by OBSE
•Global Self-Esteem
•Job Performance
•Intrinsic Motivation
•General Satisfaction
•Citizenship Behavior
•Organization Commitment
Type A & Type B
Type A's:
• work faster on many tasks
• generally complain less about hard work
• better able to handle tasks involving multiple demands
Type B's:
• do better than Type A's tasks requiring delayed responses
• most members of top management are Type B's
• do better than Type A's in tasks that involve complex
judgement, accuracy rather than speed, and working as
part of a team
Machiavellianism
• People can be rapidly and easily manipulated for your own
ends
• Humility is harmful
• It is better to be feared than loved
• Be totally pragmatic and amoral
How it operates:
• High machs
- a pattern of cool detachment in their dealings with others
- work cooly and pragmatically toward the goals they are
seeking
- resistant to influences from others and skilled in exerting
such influence themselves
- more likely to use such tactics as ingratiation
Locus of Control
People tend to attribute the causes of their
behavior primarily to either themselves or
environmental factors.
A. People who believe they control the events
that affect their lives are said to possess
an internal locus of control.
B. Those who believe their performance is
the product of circumstances beyond their
immediate control are said to possess an
external locus of control.
Research Findings on Locus of Control
• Internals display greater work motivation
• Internals have stronger expectations that effort
leads to performance
• Internals exhibit higher performance on tasks
involving learning or problem solving, when
performance leads to valued rewards
• There is a stronger relationship between job
satisfaction and performance for internals than
externals
A Model of the Self-Fulfilling Prophecy
Organization Self-Esteem
Some Major Forces Influencing Personality
Influences on Personality Development
A Model of How Self-Efficacy Beliefs Can
Pave the Way for Success or Failure
Key Personality Traits:
The Periphery of Personality
Tolerance of Ambiguity Scale
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Novelty Score:
Extent to which you are tolerant of new, unfamiliar information or
situations.
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Complexity Score:
Extent to which you are tolerant of multiple, distinctive or unrelated
information.
•
Insolubility Score:
Extent to which you are tolerant of problems that are very difficult to
solve.
In general, the more tolerant people are of novelty, complexity an
insolubility – the more likely they are to succeed as managers in
information – rich, ambiguous environments.
Characteristics of Individuals with
Internal Locus of Control
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Engage in actions to improve their environment
Place greater emphasis on striving for achievement
Be more inclined to develop their own skills
Less alienated from the work environment
More satisfied with their work
Outperformed externals in stressful situations
Higher levels of job involvement
Rely more on persuasion and expertise as a source
of power
Display greater motivation
Locus of Control
• Attitude people develop regarding the extent to
which they are in control of their destinies
• Internal Locus of Control:
Believe they control the events and consequences
that affect their lives
• External Locus of Control:
Performance is the product of circumstances
beyond their control
Descriptors of Fundamental Interpersonal
Relations Oriented-Behavior (FIRO-B) Needs
Inclusion
Control
Affection
Expressed
toward others
I join other
people, and I
include others.
I take charge,
and I influence
people.
I get close and
personal with
people.
Wanted from
others
I want other
people to include
me.
I want others to
lead me or give
me directions.
I want people to
get close and
personal with me.
Average FIRO-B Scores and Ranges
Inclusion
Control
Affection
Row Totals
Expressed
toward others
4 to 7
5.4
2 to 5
3.9
3 to 6
4.1
9 to 18
13.4
Wanted from
others
5 to 8
6.5
3 to 6
4.6
3 to 6
4.6
11 to 20
15.9
Column
Totals
9 to 15
11.9
5 to 11
8.5
6 to 12
8.9
20 to 38
29.3
Self-Efficacy Implications for Managers
• Recruiting/Selection/Job Assignments
• Job Design
• Training and Development
• Coaching
• Rewards
Self-Esteem
"A belief about one's own
self worth
based on an
overall self-evaluation."
Organization-Based Self-Esteem (OBSE)
"Self-perceived value that
individuals have of themselves
as organization members
acting within an
organizational context."
The Determinants and Consequences of
Organiazation-Based Self-Esteem (OBSE)
• Determinants of OBSE
- Managerial respect
- Organizational structure
- Job complexity
• Factors Influenced by OBSE
- Global self-esteem
- Intrinsic motivation
- Citizenship behavior
- Job performance
- General satisfaction
- Organizational commitment and satisfaction
Fundamental Interpersonal
Relations Orientation
• Inclusion
 The need to establish and maintain a relationship
with other people.
• Control
 The need to maintain a satisfactory balance of
power and influence in relationships.
• Affection
 The need to form close and personal relationships
with others.
Interpersonal Orientation
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Need for Inclusion
- Everyone needs to maintain a relationship with other people, to be
included in their activities, and to include them in one's own activities.
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Need for Control
- Need to maintain a satisfactory balance of power and influence in
relationships.
1. The need to control others, or expressed control
2. The need to be controlled, or wanted control
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Need for Affection
- The need to form close personal relationships with others
1. The need for expressing affection toward other people
2. The need for wanting affection to be expressed toward them