3791bOB - Personality & Motivation (Anuradha Gokul)

8/8/2019 3791bOB - Personality & Motivation (Anuradha Gokul)

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2006 Prentice Hall, Inc. 5 1

1

Amity Business School

OBOB -- PERSONALITYPERSONALITY

ANURADHA GOKULANURADHA GOKUL


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Organization & BehaviourOrganization & Behaviour

An organization is a group of

people intentionally organized toaccomplish an overall, common goalor set of goals.

Behaviour is the actions or reactions of aperson or animal in response toexternal or internal stimuli.


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Personality in OB?Personality in OB?

OrganizationalOrganizational BehaviorBehavior (OB)(OB) isis thethe studystudy andand applicationapplication ofofknowledgeknowledge aboutabout howhow people,people, individuals,individuals, andand groupsgroups actact inin

organizationsorganizations..

ItIt interpretsinterprets peoplepeople--organizationorganization relationshipsrelationships inin termsterms ofof thethewholewhole person,person, wholewhole group,group, wholewhole organization,organization, andand wholewholesocialsocial systemsystem..

ItsIts purposepurpose isis toto buildbuild betterbetter relationshipsrelationships byby achievingachieving humanhumanobjectives,objectives, organizationalorganizational objectives,objectives, andand socialsocial objectivesobjectives..


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Personality:Personality:

yy PersonalityPersonality isis thethe dynamicdynamic organizationorganization withinwithin thetheindividualindividual ofof thosethose psychopsycho--physicalphysical systemssystems thatthat determinedetermine

hishis uniqueunique adjustmentadjustment toto thethe environmentenvironment.. GordonGordon AllportAllport

yyPersonalityPersonality isis aa set set ofof traitstraits && characteristics,characteristics, habithabit patternspatterns&& conditionedconditioned responsesresponses toto certaincertain stimulistimuli thatthat formulateformulate ananimpressionimpression anan individualindividual makesmakes uponupon othersothers..


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Factors Shaping Personality:Factors Shaping Personality:

HeredityHeredity

BrainBrain

Emotional makeEmotional make--up or treatmentup or treatment

InterestInterest

MotivesMotives

Physical TraitsPhysical Traits

Family FactorsFamily Factors

SocialFactorsSocialFactors

SituationalFactorsSituationalFactors


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Theories of PersonalityTheories of Personality

SigmundFreuds PsychoSigmundFreuds Psycho--Anlytical Theory Anlytical Theory

Eriksons Stages of PersonalityEriksons Stages of Personality

Cattels Trait TheoryCattels Trait Theory


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SigmundFreudsSigmundFreuds

PsychoPsycho--Analytical TheoryAnalytical TheoryTheoryTheory isis basedbased onon thethe notionnotion thatthat personperson isis

motivatedmotivated moremore byby unseenunseen forcesforces thanthan bybyconsciousconscious && rationalrational thoughtsthoughts.. HisHis frameworkframework

includesincludes 33 conflictingconflicting psychoanalyticpsychoanalytic conceptconcept::

TheThe Id Id (foundation(foundation ofof thethe unconsciousunconsciousbehaviour)behaviour)

TheThe EgoEgo (foundation(foundation ofof ConsciousConscious && logicallogicalpart)part)

TheThe SuperSuper EgoEgo (higher(higher levellevel forceforce toto retrainretrain thetheIdId && isis describeddescribed asas conscienceconscience ofof aa person)person)


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Eriksons Stages of PersonalityEriksons Stages of Personality

Stage IStage I -- Infancy (Trust Infancy (Trust vsvs Mistrust)Mistrust)

Stage IIStage II -- Early Childhood (AutonomyEarly Childhood (Autonomy vsvs Shame & Doubt)Shame & Doubt)

Stage IIIStage III -- Play Age (InitiativePlay Age (Initiative vsvs Guilt)Guilt)

Stage IVStage IV -- School Age (IndustrySchool Age (Industry vsvs Inferiority)Inferiority)

Stage V Stage V -- AdoloscenceAdoloscence ( Identity( Identity vsvs Role Diffusion)Role Diffusion)

Stage VIStage VI -- Early Adulthood (IntimacyEarly Adulthood (Intimacy vsvs Isolation)Isolation)

Stage VIIStage VII -- Adulthood (Adulthood (GenerativityGenerativity vsvs Stagnation)Stagnation) Stage VIIIStage VIII Mature Adulthood (Ego IntegrityMature Adulthood (Ego Integrity vsvs Despair)Despair)


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Cattles 16 Personality TraitsCattles 16 Personality Traits

Reserved Reserved vsvs Outgoing Outgoing

Less intelligent Less intelligent vsvs More intelligent More intelligent

Affected feelings Affected feelings vsvs Emotionally more stableEmotionally more stable

Submissive Submissive vsvs Dominant Dominant

Serious Serious vsvs HappyHappy--gogo--luckylucky

Expedient Expedient vsvs ConscientiousConscientious

TimidTimid vsvs VenturesomeVenturesome

Tough mindedTough minded vsvs SensitiveSensitive


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ContinueContinue

TrustingTrusting vsvs SuspiciousSuspicious

Practical Practical vsvs ImaginativeImaginative

ForthrightForthright vsvs Shrewd Shrewd

SelfSelf--assuredassured vsvs ApprehensiveApprehensive

ConservativeConservative vsvs Experimenting Experimenting

GroupGroup--dependentdependent vsvs Self Self--dependentdependent

UncontrolledUncontrolled vsvs Controlled Controlled

Relaxed Relaxed vsvs TenseTense


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Personality Traits InfluencingPersonality Traits InfluencingOrganizational BehaviourOrganizational Behaviour

AuthoritarianismAuthoritarianism

MachiavellianismMachiavellianism

Introversion & ExtroversionIntroversion & Extroversion

Type A & Type B PersonalityType A & Type B Personality

Self Concept & Self EsteemSelf Concept & Self Esteem

Locus of ControlLocus of Control


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AuthoritarianismAuthoritarianism TendTend toto placeplace highhigh moralmoral valuevalue onon theirtheir beliefsbeliefs && areare stronglystrongly orientedoriented

towardstowards conformityconformity ofof rulesrules && regulationsregulations..

StrongStrong beliefbelief inin establishedestablished mechanismmechanism ofof formalformal authority,authority, viewsviews obedienceobediencetoto authorityauthority asas necessary,necessary, adheresadheres toto conventionalconventional && traditionaltraditional valuevaluesystems,systems, intellectuallyintellectually rigid,rigid, opposesopposes thethe useuse ofof subjectivesubjective feelingsfeelings..

MachiavellianismMachiavellianism (deceit,(deceit, cunning)cunning) -- MaintainsMaintains emotionalemotional distancedistance

TheyThey manipulatemanipulate more,more, winwin more,more, areare persuadedpersuaded less,less, persuadepersuade othersothers moremore

thenthen thethe lessless machsmachs.. TheyThey areare successfulsuccessful whenwhen situationsituation hashas minimumminimum nono:: ofof rulesrules && regulationregulation..

NotNot easilyeasily swayedswayed byby sensesense ofof friendship,friendship, trusttrust oror loyaltyloyalty..

SpeciallySpecially successfulsuccessful inin exploitingexploiting structuredstructured situationssituations && vulnerablevulnerable peoplepeople..

ContinueContinue


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ContinueContinue

Introversion & ExtroversionIntroversion & Extroversion (Sociability/inter(Sociability/inter--personal)personal)

ExtrovertsExtroverts areare gregariousgregarious && social social individual,individual, suitablesuitable forfor jobsjobs wherewhereinteractionsinteractions && relationshiprelationship buildingbuilding isis requiredrequired..

IntrovertsIntroverts areare shy,shy, quietquiet && retiring,retiring, areare moremore suitablesuitable forfor taskstasks thatthat requirerequire

thoughtthought && analyticalanalytical skillsskills..

**Managerial**Managerial positionspositions areare dominateddominated byby extrovertsextroverts.. ThusThus suggestingsuggesting thatthatmanagerialmanagerial traittrait isis aa factorfactor forfor managerialmanagerial successsuccess..

TypeType AA && TypeType BB PersonalityPersonality

TypeType AA aggressive,aggressive, highlyhighly competitive,competitive, veryvery productive,productive, hardhard workingworking..

TypeType BB EasyEasy going,going, calmcalm && cancan dodo betterbetter onon complexcomplex taskstasks involvinginvolvingjudgementjudgement && accuracyaccuracy ratherrather speedspeed && hardhard workwork..


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ContinueContinue

SelfSelf ConceptConcept && SelfSelf EsteemEsteem

SelfSelf ConceptConcept isis thethe wayway individualsindividuals definedefine themselvesthemselves asas toto whowho theythey && derivederivetheirtheir sensesense ofof identityidentity..

SelfSelf EsteemEsteem denotesdenotes thethe extentextent toto whichwhich theythey areare consistentlyconsistently regardregardthemselvesthemselves asas capable,capable, successful,successful, importantimportant && worthyworthy individualsindividuals..

LocusLocus ofof ControlControl

LOCLOC meansmeans whetherwhether peoplepeople believebelieve thatthat theythey areare inin controlcontrol ofof events,events, ororeventsevents controlcontrol themthem..

InternalInternal LOCLOC TraitsTraits MasterMaster ofof ownown destiny,destiny, areare active,active, seekseek opportunities,opportunities,determined,determined, moremore independent,independent, notnot easyeasy toto influence,influence, selfself motivated,motivated,interestedinterested inin intrinsicintrinsic rewardreward thanthan extrinsicextrinsic awardsawards..

ExternalExternal LOCLOC TraitsTraits lessless satisfiedsatisfied withwith theirtheir jobs,jobs, preferprefer directivedirectivemanagement,management, easilyeasily influenced,influenced, prefersprefers chancechance orientedoriented rewardsrewards..


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Famous Personality TestsFamous Personality Tests

BigFive Personality TestBigFive Personality Test

Type T Personality TestType T Personality Test

Thematic TestThematic Test

Ink Blot TestInk Blot Test

Myers Briggs TestMyers Briggs Test

Career Personality TestsCareer Personality Tests Aptitude TestAptitude Test

16 Trait Personality Test16 Trait Personality Test


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DiscussionDiscussion

How you can relate Personality withHow you can relate Personality withPerformance..?Performance..?

Impact on organization?Impact on organization?

Is it possible to change personality?Is it possible to change personality?

If YES, Suggest some ways to change onesIf YES, Suggest some ways to change onespersonality?personality?


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Activity: Thematic Appreciation TestActivity: Thematic Appreciation Test


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Activity: InkActivity: Ink-- Blot Personality TestBlot Personality Test


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MOTIVATIONMOTIVATION&&JOB SATISFACTIONJOB SATISFACTION

Anuradha GokulAnuradha Gokul


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DefinationDefination::

MotivationMotivation isis thethe internalinternal conditioncondition thatthat activatesactivates behaviorbehaviorandand givesgives itit directiondirection;; energizesenergizes andand directsdirects goalgoal--orientedorientedbehaviorbehavior..

TYPESTYPES::

IntrinsicIntrinsic MotivationMotivation -- comescomes fromfrom rewardsrewards inherentinherent toto aa tasktask oror activityactivity

itselfitself.. ExEx LovingLoving youryour jobjob profileprofile..

ExtrinsicExtrinsic MotivationMotivation -- comescomes fromfrom outsideoutside ofof thethe performerperformer.. Ex Ex -- MoneyMoney

butbut CoercionCoercion andand ThreatThreat ofof punishmentpunishment areare alsoalso commoncommon extrinsicextrinsicmotivationsmotivations..


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Motivation ProcessMotivation Process

THE EMPLOYEE

V

REWARDS AND

PUNISHMENT

IV

PERFORMANCE

(EVALUATION OF GOALS

ACCOMPOLISHED)

III

GOAL- DIRECT

BEHAVIOR

II

SEARCH FOR WAYS

TO SATISFY NEEDS

VI

NEED DEFIOCIENCIES

REASSESSED BY THE

EMPLOYEE

I

NEED DEFIENCIES


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Amity Business Schoolee eor es:ee eor es: Abraham Maslows Need Hierarchy theoryAbraham Maslows Need Hierarchy theory

PhysiologicalPhysiological

SafetySafety

BelongingnessBelongingness

EsteemEsteem

Self actualizationSelf actualization

Frederick Herzbergs TwoFrederick Herzbergs Two--Factor theoryFactor theory

Motivators (INTRINSIC CONDITIONS) (e.g. challenging work, recognition, responsibility,Motivators (INTRINSIC CONDITIONS) (e.g. challenging work, recognition, responsibility,growth possibilities) which give positive satisfactiongrowth possibilities) which give positive satisfaction

Hygiene factors (EXTRINSIC CONDITIONS)(e.g. status,Hygiene factors (EXTRINSIC CONDITIONS)(e.g. status, job security, working conditions,job security, working conditions,status, supervision quality,status, supervision quality, salary and fringe benefits) that do not motivate if present, but, ifsalary and fringe benefits) that do not motivate if present, but, ifabsent, result in demotivation.absent, result in demotivation.

AlderfersAlderfers ERG theoryERG theory

Existence Existence -- (FOOD, CLOTHING, SHELTER ,PAY , WORKING, CONDITIONS)(FOOD, CLOTHING, SHELTER ,PAY , WORKING, CONDITIONS)

RelatednessRelatedness (MEANINGFUL SOCIAL & INTERPERSONAL RELATIONSHIPS)(MEANINGFUL SOCIAL & INTERPERSONAL RELATIONSHIPS)

GrowthGrowth ( NEEDS SATISFIED BY MAKING PRODUCTIVE & CREATIVE( NEEDS SATISFIED BY MAKING PRODUCTIVE & CREATIVECONTRIBUTIONS)CONTRIBUTIONS)

McCllellandsMcCllellands LEARNED Need Theory (TAT CONDUCTED TO EVALUATE NEEDS)LEARNED Need Theory (TAT CONDUCTED TO EVALUATE NEEDS)

Achievement Achievement --

Power Power --

Affiliation Affiliation --


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Maslow -Need hierarchy

HerzbergTwo-factor theory

Alderfer McClelland

Self - actualization

Esteem

Belongingness,

Social & Love

Safety

And

Security

Physiological

The work itself

Responsibility

Advancement

Growth

Achievement

Recognition

Quality of inter

personal relations

among peers, with

supervisors, with

subordinates

Job security

Working conditions.

Salary.

Growth

Relatedness

Existence

Need for Affiliation

Need for Achievement

Need for Power

Basic needs

High order

needsMotivators

Hygiene factors


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Vrooms Expectancy TheoryVrooms Expectancy Theory

He proposes three variables to account for this - Valence, Expectancy and

Instrumentality.

Expectancy is the belief that increased effort will lead to increased performance i.e. if I

work harder then this will be better. This is affected by such things as:

Having the right resources available (e.g. raw materials, time)

Having the right skills to do the jobHaving the necessary support to get the job done (e.g. supervisor support, or correct

information on the job)

Instrumentality is the belief that if you perform well that a valued outcome will be

received i.e. if I do a good job, there is something in it for me. This is affected by such

things as:

Clear understanding of the relationship between performance and outcomes e.g. the

rules of the reward game

Trust in the people who will take the decisions on who gets what outcome

Transparency of the process that decides who gets what outcome


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Continue...Continue...

Valence is the importance that the individual places upon the expected

outcome. For example, if I am mainly motivated by money, I might not value

offers of additional time off.

Expectancy theory works on perceptions so even if an employer thinks they

have provided everything appropriate for motivation, and even if this works

with most people in that organization it doesnt mean that someone wont

perceive that it doesnt work for them.


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Motivation Theories: McMotivation Theories: Mc GregorGregorTheoryTheory XX ('authoritarian('authoritarian management'management' style)style)

TheThe averageaverage personperson dislikesdislikes workwork andand willwill avoidavoid itit he/shehe/she cancan..

ThereforeTherefore mostmost peoplepeople mustmust bebe forcedforced withwith thethe threatthreat ofof punishmentpunishment toto workwork towardstowardsorganisationalorganisational objectivesobjectives..

TheThe averageaverage personperson prefersprefers toto bebe directeddirected;; toto avoidavoid responsibilityresponsibility;; isis relativelyrelativelyunambitiousunambitious,, andand wantswants securitysecurity aboveabove allall elseelse..

TheoryTheory YY ('participative('participative management'management' style)style)

EffortEffort inin workwork isis asas naturalnatural asas workwork andand playplay..

PeoplePeople willwill applyapply selfself--controlcontrol andand self self--directiondirection inin thethe pursuitpursuit ofof organisationalorganisationalobjectives,objectives, withoutwithout externalexternal controlcontrol oror thethe threatthreat ofof punishmentpunishment..

CommitmentCommitment toto objectivesobjectives isis aa functionfunction ofof rewardsrewards associatedassociated withwith theirtheir achievementachievement..

PeoplePeople usuallyusually acceptaccept andand oftenoften seekseek responsibilityresponsibility.. TheThe capacitycapacity toto useuse aa highhigh degreedegree ofof imagination,imagination, ingenuityingenuity andand creativitycreativity inin solvingsolving

organisationalorganisational problemsproblems isis widely,widely, notnot narrowly,narrowly, distributeddistributed inin thethe populationpopulation..

InIn industryindustry thethe intellectualintellectual potentialpotential ofof thethe averageaverage personperson isis onlyonly partlypartly utilisedutilised..


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Theory X:Theory X:

ApplicationApplication:: ShopShop Floor,Floor, MassMass manufacturingmanufacturing && ProductionProductionworkersworkers..

ConduciveConducive ToTo:: LargeLarge scalescale efficientefficient operationsoperations..

ManagementManagement StyleStyle:: Authoritarian,Authoritarian, HardHard ManagementManagement..


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Theory Y:Theory Y:

ApplicationApplication:: ProfessionalProfessional Services,Services, KnowledgeKnowledge workers,workers,ManagersManagers && ProfessionalsProfessionals..

ConduciveConducive ToTo:: ManagementManagement ofof professionals,professionals, ParticipativeParticipativeComplexComplex ProblemProblem SolvingSolving..

ManagementManagement StyleStyle:: Participative,Participative, SoftSoft ManagementManagement..


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Theory X Theory Y

Management

staff

Staff

Management

Theory X - authoritarian,

repressive style. Tight control, no

development. Produces limited,

depressed culture.

Theory Y - liberating and

developmental. Control, achievement

and continuous improvement achieved

by enabling, empowering and giving

responsibility.


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Theory Z: WilliamTheory Z: William OuchiOuchi

Combination of American & Japanese managementCombination of American & Japanese managementpractices together.practices together.

CharacteristicsCharacteristics::

LongLong--Term employmentTerm employment

Collective decision makingCollective decision making

Individual responsibilityIndividual responsibility

Slow evaluation & PromotionSlow evaluation & PromotionModerately specialized career pathsModerately specialized career paths

Holistic concern for the employee including family.Holistic concern for the employee including family.

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