YOUR PERSONAL “SYSTEM”
• PHYSICAL & GENETIC HERITAGE
• PERSONALITY TRAITS
• COMPETENCIES & SKILLS (ABILITY)
• MOTIVES, NEEDS & GOALS
• ATTITUDES & VALUES
BIOGRAPHICAL CHARACTERISTICS
AGE
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JOB PERFORMANCE DOES NOT DECLINE WITH AGE
OLDER WORKERS HAVE LOWER TURNOVER
JOB SATISFACTION INCREASES WITH AGE FOR PROFESSIONALS
AVOIDABLE ABSENTEEISM DECLINES WITH AGE, BUT UNAVOIDABLE
ABSENTEEISM INCREASES WITH AGE
GENDER
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NO SIGNIFICANT GENDER DIFFERENCES IN WORK PERFORMANCE
WOMEN HAVE HIGHER ABSENCE RATES THAN MEN
MARITAL STATUS
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MARRIED WORKERS HAVE LOWER TURNOVER & ABSENTEEISM
MARRIED WORKERS ARE MORE SATISFIED WITH THEIR JOBS
TENURE (Seniority)
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WORK EXPERIENCE (SENIORITY) IS POSITIVELY RELATED TO
PRODUCTIVITY
SENIORITY IS NEGATIVELY RELATED TO ABSENTEEISM & TURNOVER
TENURE IS POSITIVELY RELATED TO JOB SATISFACTION
ABILITY
THE CAPACITY TO PERFORM SPECIFIC TASKS
INTELLECTUAL ABILITY (Mental)
NUMBER APTITUDE -- ability to do speedy and accurate arithmetic
VERBAL COMPREHENSION -- understanding what is read or heard
PERCEPTUAL SPEED -- quick identification of similarities or differences
INDUCTIVE REASONING -- sequential (additive) problem solving
DEDUCTIVE REASONING -- distilling the implications (reducing)
SPATIAL VISUALIZATION -- imagining how something would appear
MEMORY -- ability to retain and recall information
JOBS WITH HIGH INFORMATION PROCESSING DEMANDS REQUIRE GENERAL
INTELLIGENCE AND VERBAL ABILITIES
PHYSICAL ABILITY
STRENGTH
Dynamic Strength -- repeated, continuous muscular force
Trunk Strength -- use of abdominal muscles
Static Strength -- exert force against external objects (pushing)
Explosive Strength -- expend maximum energy in one/or a series of bursts
FLEXIBILITY
Extent Flexibility -- moving trunk & back muscles as far as possible
Dynamic Flexibility -- ability to make rapid, repeated flexing movements
OTHER
Body Coordination -- coordinate simultaneous actions of different body parts
Balance -- ability to maintain equilibrium despite forces pulling off balance
Stamina -- ability to continue maximum effort over a prolonged period
PERFORMANCE IS ENHANCED WHEN THERE IS A HIGH ABILITY-JOB FIT
PERSONALITY
CHARACTERISTIC WAYS WE REACT TO AND INTERACT WITH OTHERS
DETERMINANTS
BIOLOGICAL (HEREDITY)
CULTURAL (SOCIAL ENVIRONMENT IN WHICH YOU WERE RAISED)
SITUATIONAL (SPECIFIC SETTINGS)
HEREDITY ACCOUNTS FOR 50 % OF PERSONALITY DIFFERENCES AND MORE
THAN 30 % OF OCCUPATIONAL AND LEISURE INTERESTS
INDIVIDUAL JOB SATISFACTION IS REMARKABLY STABLE OVER TIME
(Heredity  Job Satisfaction)
OUR PERSONALITY TRAITS MAY CHANGE AS OUR ENVIRONMENT CHANGES
TRAITS & TYPES
Myers-Briggs Type Indicator (Jung)
Big-Five Model (Digman)
Locus of Control (Rotter)
MYERS-BRIGGS TYPE INDICATOR
JUNG, MYERS & BRIGGS, KIERSEY & BATES
FOUR DIMENSIONS TO ASSESS
EXTROVERION v. INTROVERSION
WAYS OF RELATING TO PEOPLE
SENSING v. INTUITIVE
PRACTICAL v. INNOVATIVE DECISION-MAKING
THINKING v. FEELING
IMPERSONAL v. PERSONAL DECISION-MAKING
JUDGING v. PERCEIVING
CLOSURE v. OPENNESS IN DECISION-MAKING
ONE “TYPE” IS NOT BETTER THAN THE OTHER
USUALLY WE LEAN MORE TOWARD ONE “TYPE” THAN THE OTHER
OUR “TYPE” PREFERENCES MAY CHANGE OR SHIFT OVER TIME
JUNG’S TYPOLOGY
EXTROVERSION
Outgoing
Sociability
INTROVERSION
Shy
Territoriality
SENSATION
Practical
Details & facts
Past
INTUITION
Innovative
“Big Picture”
Anticipation
THINKING
Objective
Logic, rational
FEELING
Personal
Emotional
JUDGING
Settled & Structured
Work comes first
PERCEIVING
Open & Flexible
Spontaneity / Play
THE “BIG-FIVE” PERSONALITY TRAITS
DIGMAN, JOHN
• EXTROVERSION
– Sociable, friendly, outgoing, talkative, assertive
• AGREEABLENESS
– Defers to others, harmony is valued, good-natured, cooperative, trusting
• CONSCIENTIOUSNESS
– Focused, responsible, dependable, persistent, achievement-oriented
• EMOTIONAL STABILITY
– Able to withstand stress, calm, enthusiastic, secure
• OPENNESS TO NEW EXPERIENCES
– Fascinated by novelty and innovation, imaginative, artistically sensitive
CONSCIENTIOUSNESS CONSISTENTLY PREDICTS JOB PERFORMANCE
LOCUS OF CONTROL
ROTTER
EXTENT THAT PEOPLE BELIEVE THEY ARE MASTERS OF THEIR OWN FATE
ARE YOU AN “ORIGIN” OR A “PAWN?”
INTERNALS - believe they control their destinies
EXTERNALS - outside forces control their lives
INTERNALS
SEARCH FOR MORE INFORMATION BEFORE MAKING A DECISION
MOTIVATED TO ACHIEVE, WANT INDEPENDENCE (TO BE IN CONTROL)
LESS LIKELY TO BE SICK OR ABSENT FROM WORK
PERFORM BETTER THAN EXTERNALS
EXTERNALS
MORE COMPLIANT, WILLING TO FOLLOW DIRECTIONS
ARE LESS SATISFIED WITH THEIR JOBS (THEY DON’T FEEL IN CONTROL)
MORE LIKELY TO BE ABSENT FROM WORK
MACHIAVELLIANISM
CHRISTIE & GEIS
DEGREE TO WHICH AN INDIVIDUAL IS PRAGMATIC, MAINTAINS EMOTIONAL
DISTANCE, AND BELIEVES THAT THE END CAN JUSTIFY THE MEANS.
IF IT WORKS…USE IT!
AGGRESSIVENESS
ABILITY TO MANIPULATE OTHERS
EMOTIONALLY “COLD” OR IMPERSONAL
HIGH MACHS
Manipulate more, are persuaded less, persuade others more.
Like situations where there are big rewards for winning, and
there are no absolute standards of behavior.
Do well in jobs that require bargaining skills
SELF-ESTEEM
BROCKNER
DO YOU LIKE OR DISLIKE YOURSELF?
SELF-ESTEEM IS DIRECTLY RELATED TO EXPECTATIONS FOR SUCCESS
HIGH SELF-ESTEEM
BELIEVE THEY POSSESS THE ABILITY THEY NEED TO SUCCEED AT WORK
TAKE MORE RISKS IN JOB SELECTION, MAY TRY UNCONVENTIONAL JOBS
WILLING TO TAKE UNPOPULAR STANDS ON ISSUES
ARE MORE SATISFIED WITH THEIR JOBS
LOW SELF-ESTEEM
MORE SUSCEPTIBLE TO EXTERNAL INFLUENCES, PRONE TO CONFORM
DEPENDENT ON GETTING POSITIVE EVALUATIONS FROM OTHERS
TRY HARD TO PLEASE OTHERS
SELF-MONITORING
SNYDER
THE ABILITY TO ADJUST YOUR BEHAVIOR TO EXTERNAL SITUATIONS
POLITICALLY VERY ASTUTE
HIGH SELF-MONITORS
VERY SENSITIVE TO EXTERNAL CUES, HIGHLY ADAPTABLE
CAN EASILY CONFORM TO THE WISHES OF OTHERS, BLENDS RIGHT IN
MAY APPEAR TO HAVE STRIKING CONTRADICTIONS BETWEEN THEIR
PUBLIC PERSONA AND THEIR PRIVATE LIVES
CAN PUT ON DIFFERENT “FACES” FOR DIFFERENT PEOPLE
ARE MORE MOBILE IN THEIR CAREERS, RECEIVE MORE PROMOTIONS
LOW SELF-MONITORS
CAN’T DISGUISE THEMSELVES, WHAT YOU SEE IS WHAT YOU GET
THEY’RE VERY CONSISTENT, RIGID
OFTEN THOUGHT OF AS POLITICALLY INEPT
RISK-TAKING
TAYLOR & DUNNETTE
WILLINGNESS TO TAKE CHANCES
HIGH RISK-TAKERS
MAKE RAPID DECISIONS
DON’T TAKE TIME TO GATHER MUCH INFORMATION
WILLING TO ACT ON “FEEL” OR “FAITH”
LOW RISK-TAKERS
TAKE MORE TIME TO GATHER INFORMATION FOR DECISIONS
CAUTION AND CONSERVATISM ARE HIGHLY VALUED
WILLINGNESS TO TAKE RISKS IS A JOB-SPECIFIC ISSUE…
OK FOR A STOCK BROKER, BUT NOT OK FOR AN ACCOUNTANT!
TYPE “A” PERSONALITY
FRIEDMAN & ROSENMAN
SENSE OF TIME URGENCY
TYPE A’s
MOVE, WALK, EAT, AND MAKE DECISIONS RAPIDLY
FEEL IMPATIENT WITH THE RATE AT WHICH MOST EVENTS TAKE PLACE
STIVE TO THINK ABOUT OR DO TWO OR MORE THINGS AT ONCE
ARE PERCEIVED TO BE HARD-WORKING…. PUT IN LONG HOURS
ARE HIGHLY COMPETITIVE AND OBSESSED WITH “COUNTS” OF SUCCESS
CREATE DEADLINES FOR THEMSELVES….THEY ARE FAST WORKERS!!
OPERATE UNDER MODERATE TO HIGH LEVELS OF STRESS…CAN’T RELAX
TYPE B’s
NEVER SUFFER FROM A SENSE OF TIME URGENCY
FEEL NO NEED TO DISPLAY OR DISCUSS THEIR ACHIEVEMENTS
PLAY FOR FUN AND RELAXATION, RATHER THAN TO WIN
MORE LIKELY TO COME UP WITH CREATIVE SOLUTIONS TO PROBLEMS
CAN RELAX WITHOUT GUILT
MORE LIKELY TO MAKE IT TO THE TOP
EMOTIONAL INTELLIGENCE
ABILITY TO DETECT AND MANAGE EMOTIONAL CUES AND INFORMATION
People who know their own emotions and are good at reading others’ emotions.
EMOTIONAL INTELLIGENCE (EI)
SELF-AWARENESS
Being aware of what you’re feeling
SELF-MANAGEMENT
Ability to manage one’s own emotions and impulses
SELF-MOTIVATION
Ability to persist in the face of setbacks and failures
EMPATHY
Ability to sense how others are feeling
SOCIAL SKILLS
Ability to manage the emotions of others
EMOTIONAL INTELLIGENCE (EI) MAY BE A BETTER INDICATIOR OF
PERFORMANCE THAN (IQ), ESPECIALLY IN JOBS THAT DEMAND A HIGH
AMOUNT OF SOCIAL INTERACTION.
EMOTIONS
EMOTIONS = INTENSE FEELINGS DIRECTED AT SOMEONE OR SOMETHING
Object-specific…are you angry at your boss?
MOODS = LESS INTENSE FEELINGS THAT AREN’T DIRECTED AT SPECIFICS
Just feeling dispirited…(depressed)
---------------------------------------------------------------EMOTIONAL LABOR = You’re required to exhibit certain emotions on-the-job
Flight Attendants … need to be cheerful and smile
FELT v. DISPLAYED EMOTIONS -- Leads to possible emotional conflicts
EMOTIONAL DISSONANCE = Trying to be courteous to a very rude customer
TAKES ITS TOLL…LEADS TO BURNOUT AND EMOTIONAL EXHAUSTION
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EMOTIONAL DIMENSIONS -- (a continuum of six universal emotions)
HAPPINESS---SURPRISE---FEAR----SADNESS---ANGER---DISGUST
ARE THEY INTENSE?
ADJACENT DIMENSIONS MAY BE EASILY CONFUSED