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Transcript of Chapter © 2008The McGraw-Hill Companies, Inc. All rights reserved. Self-Concept, Personality,...
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pter
© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Self-Concept, Personality,
Abilities, and Emotions
5
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
5-2
Ch. 5 Learning Objectives
1. Define self-esteem, and explain how it can be improved with Branden’s six pillars of self-esteem.
2. Define self-efficacy, and explain its sources.3. Contrast high and low self-monitoring
individuals, and discuss the ethical implications of organizational identification.
4. Identify and describe the Big Five personality dimensions, and specify which one is correlated most strongly with job performance.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
5-3
Ch. 5 Learning Objectives
5. Describe the proactive personality, and explain the need to balance an internal locus of control with humility.
6. Identify at least five of Gardner’s eight multiple intelligences, and explain “practical intelligence.”
7. Distinguish between positive and negative emotions, and explain how they can be judged.
8. Identify the four key components of emotional intelligence, and discuss the practical significance of emotional contagion and emotional labor.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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Individual Differences
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Self-Esteem
Self-Esteem one’s overall self-evaluationWhat would a person with high self-esteem say?
a. I feel I am a person of worth, the equal of other people.
b. I feel I do not have much to be proud of.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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Branden’s Six Pillars of Self-Esteem
Take full responsibility for your decisions and actions in life’s journey
3) Take personal responsibility
Don’t be overly judgmental or critical of your thoughts and actions
2) Be self-accepting
Be actively and fully engaged in what you do and with whom you interact
1) Live consciously
Table 5-1
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Branden’s Six Pillars of Self-Esteem
Be true to your word and your values6) Have Personal Integrity
Have clear near-term and long-term goals and realistic plans for achieving them to create a sense of control in your life
5) Live Purposefully
Be authentic and willing to defend your beliefs when interacting with others, rather than bending to their will to be accepted or liked
4) Be assertiveTable 5-1
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Self EfficacySelf Efficacy is a person’s belief about his or her chances of successfully accomplishing a specific task“Once you realize there are no geniuses out there, you can think, ‘I can do that.’ One reason I’ve succeeded is I have that naïve sense of entitlement.”• Donny Deutsch,
Deutsch, Inc.
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Effects of High Self-Efficacy
Prior Experience
Sources of Self-Efficacy Beliefs Feedback Behavioral
PatternsResults
High “I know I
can do this job”
Self-efficacybeliefs
Success
Be active—select best
opportunities Manage the situation—
avoid or neutralize
obstacles Set goals—establish
standards Plan, prepare, practice Try hard: persevere Creatively solve
problems Learn from setbacks Visualize success Limit Stress
Behavior Models
Persuasion from Others
Assessment of physical/
emotional state
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5-10
Effects of Low Self-EfficacySources of Self-Efficacy Beliefs Feedback Behavioral Patterns
Results
Self-efficacybeliefs
Be passive Avoid difficult tasks Develop weak aspirations and low commitment Focus on personal deficiencies Don’t even try—make a weak effort Quit or become discouraged because of setbacks Blame setbacks on lack of ability or bad luck Worry, experience stress, become depressed Think of excuses for failing
Low“I don’t think
I can get the job done”
Failure
Prior Experience
Behavior Models
Persuasion from Others
Assessment of physical/
emotional state
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
5-11
Self-Monitoring
Self-Monitoring: Observing one’s own behavior and adapting it to the situationWhat are the dangers of being a:
•High Self-Monitor?•Low Self-Monitor?
Is high or low-self-monitoring related to job success?
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5-12
Self-Monitoring Assessment
You are a new sales person and just made a huge sale and are very excited. You run into your boss’s office and start to tell her but she keeps looking at the computer. You…a. Keep telling her about the sale
excitedly – you know she wants to know.
b. Say, “I’m sorry, did I catch you at a bad time?”
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5-13
The Big Five Personality Dimensions
Intellectual, imaginative, curious, broad minded
1) Openness to experience
Relaxed, secure, unworried5) Neuroticism/Emotional
stability
Dependable, responsible, achievement, oriented, persistent
2) Conscientiousness
Trusting, good natured, cooperative, soft hearted
4) Agreeableness
Outgoing, talkative, social, assertive
3) Extraversion
Characteristics of a Person Scoring Positively on the
DimensionPersonality Dimension
Remember acronym “OCEAN”
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Implications of Personality at Work
Overall the relationship between personality and job performance is…….Which of the Big Five dimensions is most strongly related to job performance?Should personality tests be used to make hiring decisions?
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
5-15
Test Your Knowledge
Which two of the Big Five personality traits were found to be the most stable?
A.Conscientiousness & Emotional Stability
B.Openness to Experience & Agreeableness
C.Extraversion & ConscientiousnessD.Agreeableness & Conscientiousness
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
5-16
Proactive Personality
Action-oriented person who shows initiative and perseveres to change thingsCommon trait of entrepreneursDemonstrates resiliency:•The ability to handle pressure and quickly bounce back from personal and career set-backs
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How to Use Personality Testing in the Workplace
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Locus of ControlExternal Locus of Control one’s life outcomes attributed to environmental factors such as luck or fate
Internal Locus of Control belief that one controls key events and consequences in one’s life.
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Locus of Control: CaveatsExternal Locus of Control
Imposter Syndrome•Failing to take any credit
for one’s success and feeling like a fake
Internal Locus of ControlHumility•Considering the contributions of others and good fortune when gauging one’s success
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
5-20
Test Your Knowledge
Which of the following traits would best predict one’s motivation level at work?a.Internal locus of controlb.Intelligencec.Agreeablenessd.External locus of control
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Contributors to Performance
Ability
Skill
PerformanceEffort
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Threat to Performance
Staying awake 24 hours impairs cognitive psychomotor performance to the same degree as having a _____% blood alcohol level.a. .001b. .01c. .1d.1.0
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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IntelligenceCharles Spearman’s work
General mental abilitySpecific mental abilityIntelligence-related predictors of job performance:•Numerical ability•Spatial ability•Inductive reasoning
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Mental Abilities Underlying Performance
1) Verbal comprehension
2) Word fluency3) Numerical4) Spatial5) Memory6) Perceptual speed7) Inductive
reasoning
Table 4
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Multiple IntelligencesHoward Gardner’s Work1. Linguistic intelligence2. Logical-mathematical intelligence3. Musical intelligence4. Bodily-kinesthetic intelligence5. Spatial intelligence6. Interpersonal intelligence7. Naturalist intelligence8. Intrapersonal intelligence
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Positive and Negative Emotions
Happiness
/Joy
Pride
Love/affection
Relief
Anger
Fright/anxiety
Guilt/shame
Sadness
Envy/jealousy
Disgust
Negative Emotions
(goal incongruent)
Positive Emotions
(goal congruent)
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
5-27
Emotional Intelligence
Emotional Intelligence ability to manage oneself and interact with others in a constructive way
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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Test Your Knowledge
True (A) or False (B)
1.Emotions are contagious2.Masking one’s true feelings
may cause long-term psychological and physical problems.
3.Women’s felt emotions are no different than men’s.
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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Test Your Knowledge
1. I’m good at math2. I’m a dependable,
responsible person3. I know when to speak
up and when not to during work meetings
4. I effectively keep my emotions under control
5. I am a person of worth6. I believe I am the cause
of the good or bad things that happen to me
A. High Self-EsteemB. High Self-MonitorC. High Internal Locus of
ControlD. High Self-EfficacyE. High ConscientiousnessF. High Emotional
Intelligence
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© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Supplemental Slides
5
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Video Cases
Toying with Success: The McFarlane CompaniesGeneration Next Changes the Face of the Workplace
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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CompetenciesCompetencies = Effort, Ability and Skill
Combinations
•Embraces Change•Communicates Effectively•Time Management
Competencies are used by today’s organizations for:•Selection•Performance Management•Training & Development
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Sleep’s Impact on Performance
Survey of 1,000 British Airways PassengersHow has a lack of sleep affected your work?•Fallen asleep during a meeting – 23%•Presentation went badly, lost business –
18%•Slept through or missed meeting or flight
- 14%Source: USA Today 5/31/05
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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Golf and Business
Is this person honest?How passionate is this person?Does the person know how to have fun?Is this the right person for the job?Is this person a good listener?Source: An 18-hole character Test, David Rynecki, BusinessWeek, May 28, 2007
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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Brave New Brain
Disciplined mind
Synthesizing mind
Creating mind
Respectful mind
Ethical mind
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Meet the Parents – Movie Clip
What emotions are being expressed by Ben Stiller?What is causing this emotion?
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Work Applications of Self-Efficacy
1) Recruiting/Selection/job assignments• What questions would you ask to
determine one’s self-efficacy for performing the job well?
2) Job design• Are challenging or boring tasks more
likely to improve one’s self efficacy?
3) Training and development• How do training and development
programs develop self-efficacy?
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5-38
Practical Tips for Building On-the-Job Self-Esteem
1) Be supportive by showing concern for personal problems, interests, status, and contributions
2) Offer work involving variety, autonomy, and challenges that suit the individual’s values, skills, and abilities
3) Strive for management-employee cohesiveness and build trust
4) Have faith in each employee’s self-management ability
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Determinants and Consequences of Organization-Based Self-Esteem
• Managerial respect• Organizational structure• Job complexity
• Global self-esteem• Job performance• Intrinsic motivation• General satisfaction• Citizenship behavior• Organizational commitment & satisfaction
OBSE
Determinants of OBSE
Factors Influenced by
OBSE
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How Strong is Your OBSE?
4
Strongly Agree
4 53215) There is faith in me around here
4 53214) I am trusted around here
4 53213) I am important around here
4 53212) I am taken seriously around here
53211) I count around here
Strongly Disagree
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How Strong is Your OBSE? (cont.)
4
Strongly Agree
4 532110)I am cooperative around here
4 53219) I am efficient around here
4 53218) I am helpful around here
4 53217) I am valuable around here
53216) I can make a difference around here
Strongly Disagree
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A Model of Behavioral Intention
The person’s beliefs that the behavior leads to
Certain outcomes and his/her evaluations of these
outcomes
The person’s beliefs that specific individuals or groups think he or she
should perform the behavior and his or her
motivation to comply with the specific references
Attitude towardthe behavior
Relative importanceof attitudinal and
normative consideration
Subjectivenorm
Intention Behavior
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The Dark Side of Self-Monitoring
Frank Abignale stole $21 million in fraudulent checks; after serving prison time has helped the FBI
“When I talk to people about con-artists,” Abnigale writes, “they always ask me, ‘Well is there a certain type of person to beware of?’ It’s been my experience, on both sides of the law, that there is no profile of who’s a con artist or forger.”
But there is this common trait: “There’s this thing they always say about con men: They live a chameleon existence. That was certainly true for me. I’d find myself in an unfamiliar situation, and I’d quickly adapt.”
© 2008 The McGraw-Hill Companies, Inc. All rights reserved.
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What is Your Learning Style?
Diverging Style•Like to ask “why” and to
study problems from different angles
•Are people-oriented and prefer to explore situations from a solid base of information
•Like to brainstorm and deal with feelings
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What is Your Learning Style?Accommodating Style•Prefer to have a plan
and systematically experiment
•Good at interpreting immediate circumstances
•Good interpersonal skills and adept at influencing others
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What is Your Learning Style?Assimilating Style•Prefer theoretical
models and inductive reasoning (drawing generalizations from specifics)
•Enjoy the search to new knowledge
•Prefer a disciplined rather than random search for the “right” answer
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What is Your Learning Style?
Converging Style•Like to ask “how”•Prefer to focus on
specific, practical problems
•Prefer deductive reasoning (using general principles to understand specifics)
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Conclusion
Questions for discussion