4e Nelson/Quick Chapter 3 Personality, Perception, and Attribution ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes Describe individual differences and explain why they are important in understanding organizational behavior Articulate key personality traits and explain how they influence behavior in organizations Discuss how personality theories may be applied in organizations ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 Learning Outcomes Define social perception and explain the factors that affect it Identify five common barriers to social perception and explain the difficulties they cause Explain the attribution process and how attributions affect managerial behavior ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 Learning Outcome Describe individual differences and explain why they are important in understanding organizational behavior ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4 Individual Differences Way in which certain factors differ from one individual to another Interactional psychology: Understanding human behavior by knowing something about the person and the situation ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 Propositions of Interactional Psychology Behavior is a function of continuous, multidirectional interaction between the person and the situation Person changes situation and is changed by them People vary in many characteristics, including cognitive, affective, motivational and ability factors Aspects of a situation that are important are the objective situation and the person’s subjective view of the situation ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 Figure 3.1 - Variables Influencing Individual Behavior ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 Learning Outcome Articulate key personality traits and explain how they influence behavior in organizations ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 Personality Relatively stable set of characteristics that influences an individual’s behavior and lend it consistency Probable origins Heredity Environmental factors Family, cultural, and educational influences ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 Personality Theories Trait theory: Breaking down behavior patterns into a series of observable traits in order to understand human behavior Integrative approach: Describes personality as a composite of one’s psychological processes ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 Table 3.1 - The Big Five Personality Traits SOURCES: P. T. Costa and R. R. McCrae, The NEO-PI Personality Inventory (Odessa, Fla.: Psychological Assessment Resources, 1992); J. F. Salgado, “The Five Factor Model of Personality and Job Performance in the European Community,” Journal of Applied Psychology 82 (1997): 30–43. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 Personality Characteristics in Organizations Strong situation: Overwhelms the effects of individual personalities by providing strong cues for appropriate behavior Weak situation - Provides no cues to appropriate behavior and no rewards for any particular behavior Locus of control: Individual’s generalized belief about internal control versus external control Internal control - Self-control External control - Control by the situation or by others ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 Beyond the Book: What’s Your Locus of Control? Choose A or B for each item: 1. a. Becoming a success is a matter of hard work; luck has little or nothing to do with it. b. Getting a good job depends mainly on being in the right place at the right time. 2. a. The average citizen can have an influence in government decisions. b. This world is run by the few people in power, and there is not much the little guy can do about it. 3. a. As far as world affairs are concerned, most of us are the victims of forces we can neither understand nor control. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 Beyond the Book: What’s Your Locus of Control? b. By taking an active part in political and social affairs, people can control world events. 4. a. With enough effort we can wipe out political corruption. b. It is difficult for people to have much control over the things politicians do in office. Scoring Key: The internal locus of control answers are: 1a, 2a, 3b, 4a The external locus of control answers are: 1b, 2b, 3a, 4b ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 Personality Characteristics in Organizations General self-efficacy: Person’s general belief that he or she is capable of meeting job demands in a wide variety of situations High - Employees are confident in job-related abilities Low - Employees feel ineffective at work Task-specific self-efficacy - Person’s belief that she or he can perform a specific task ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15 Self-Esteem Individual’s general feeling of self-worth People with high selfesteem People with low selfesteem • Have positive feelings about themselves • Believe their strengths are more important than their weaknesses • Perform better and are more satisfied with their jobs • View themselves negatively • Get affected by what other people think of them • Compliment those who give them positive feedback and cut down people who give them negative feedback ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16 Self-Monitoring Extent to which people base their behavior on cues from other people and situations High self-monitors • Pay attention to the behavior of other people and behave accordingly • Appear unpredictable and less consistent • Demonstrate higher levels of managerial self-awareness Low self-monitors • Pay less attention to situational cues and act from internal states • Behave consistently across situations • Less likely to respond to work group norms or supervisory feedback ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17 The Role of Affect Positive affect • Individual’s tendency to accentuate the positive aspects of herself or himself, other people, and the world in general Negative affect • Individual’s tendency to accentuate the negative aspects of himself or herself, other people, and the world in general ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18 Proactive Personality Identify opportunities and act on them Show initiative, take action, and persevere till the desired objective is achieved Positively related to job performance, career success, and job search success ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19 Learning Outcome Discuss how personality theories may be applied in organizations ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20 Four Measures of Personality Projective test • Elicits an individual’s response to abstract stimuli Behavioral measures • Involve observing an individual’s behavior in a controlled situation Self-report questionnaire • Involves an individual’s responses to a series of questions Myers-Briggs Type Indicator® (MBTI) instrument • Measures Carl Jung’s theory of individual differences ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21 Table 3.2 - Type Theory Preferences and Descriptions SOURCE: Modified and reproduced by special permission of the Publisher, CPP, Inc., Mountain View, CA 94043 from Introduction to Type®, Sixth Edition by Isabel Briggs Myers. Copyright 1998, 2011 by CPP, Inc. All rights reserved. Further reproduction is prohibited without the Publisher’s written consent. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22 Table 3.2 - Type Theory Preferences and Descriptions SOURCE: Modified and reproduced by special permission of the Publisher, CPP, Inc., Mountain View, CA 94043 from Introduction to Type®, Sixth Edition by Isabel Briggs Myers. Copyright 1998, 2011 by CPP, Inc. All rights reserved. Further reproduction is prohibited without the Publisher’s written consent. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23 MBTI Scales ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ Introverts Extraverts Sensing Types Intuitive Types ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24 Uses of MBTI Helps employees understand the different viewpoints of others in the organization Facilitates team building Shows teams that diversity and differences lead to successful performance Helps managers develop interpersonal skills ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25 Learning Outcome Define social perception and explain the factors that affect it ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26 Social Perception Process of interpreting information about another person Discounting principle: Assumption that an individual’s behavior is accounted for by the situation ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27 Figure 3.2 - A Model for Social Perception ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28 Beyond the Book: Synesthesia: Unusual Perception Synesthesia is a rare perceptual condition in which one sensory perception triggers another—for example, music evokes colors or smells. How quickly can you spot the 2’s in the picture to the right? The task is effortless for “synesthetes,” who perceive the 2’s as a different color from the 5’s. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 29 Learning Outcome Identify the common barriers to social perception and explain the difficulties they cause ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 30 Barriers to Social Perception Selective perception • Selecting information that supports our individual viewpoints while discounting information that threatens our viewpoints Stereotype • Generalization about a group of people First-impression error • Forming lasting opinions about an individual based on initial perceptions ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 31 Barriers to Social Perception Projection • Overestimating the number of people who share our own beliefs, values, and behaviors Self-fulfilling prophecy • Allowing expectations about people to affect our interaction with them in such a way that those expectations are fulfilled Impression management • Process by which individuals try to control the impressions others have of them ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 32 Beyond the Book: Racial Stereotypes in Hiring Despite decades of progress in race relations, discrimination against non-white workers is a harsh reality In a study of the low-wage labor market in New York city, researchers found that white applicants were twice as more likely to receive a job offer than equallyqualified black counterparts The study also showed that white individuals just released from prison were just as likely to receive a job offer as blacks or Latinos with no criminal background ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 33 Learning Outcome Explain the attribution process and how attributions affect managerial behavior ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 34 Attribution Theory Explains how individuals pinpoint the causes of their own and others’ behavior Internal source - Something within the individual’s control External source - Something outside the individual’s control ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 35 Attribution Biases Fundamental attribution error Tendency to make attributions to internal causes when focusing on someone else’s behavior Self-serving bias Attributing one’s successes to internal causes and one’s failures to external causes ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 36 Because I Said So Which Big Five personality traits best describe Daphne? Give examples of behavior from the film scene to support your observations. Which Big Five personality traits best describe Millie? Give examples of behavior from the film scene to support your observations. Review the discussion of the “Myers-Briggs Type Indicator® instrument” in this chapter. Assess both Daphne and Millie with the content of Table 3.3, “Characteristics Frequently Associated with Each Type.” ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 37 Theo Chocolate Describe the personality traits of Theo Chocolate’s founders. What is your perception of CEO Joe Whinney? On what do you base your perception? To what do you attribute Joe Whinney’s success? ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 38