Personality and Attitudes. Peter Drucker (1974)- Management: Tasks, Responsibilities, Practices ...
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Transcript of Personality and Attitudes. Peter Drucker (1974)- Management: Tasks, Responsibilities, Practices ...
Personality and Attitudes
Peter Drucker (1974)- Management: Tasks, Responsibilities, Practices
“An employer has no business with a man’s
personality. It is immoral as well as an illegal intrusion of privacy. It is an abuse of power. Employment is a specific contract calling for a specific performance…an employee owes no “loyalty”, he owes no “love” and no “attitudes”—he owes performance and nothing else.”
Definition: • The unique qualities of an individual and
how those qualities affect understanding of themselves and others
The Role of Heredity and the Brain• External appearance – due to genetics• Internal characteristics – nature vs. nurture
– Twin Studies show that 40% are fixed…60% developable
How would you describe it?
Is it inherited?• Are you more like your mom or dad?
Does it change over time?
Does it change depending on who you are with?
Trait Theory - understand individuals by breaking down behavior patterns into observable traits
Psychodynamic Theory - emphasizes the unconscious determinants of behavior
Humanistic Theory - emphasizes individual growth and improvement
Integrative Approach - describes personality as a composite of an individual’s psychological processes
The Four Perspectives on Personality
Perspective Behavior Springs From Assessment Techniques Evaluation
Psychoanalytic Unconscious conflicts Projective tests aimed at A speculative, hard-to-test between pleasure-seeking revealing unconscious theory with enormous cul-
impulses and social restraints motivations tural impact
Trait Expressing biologically (a)Personality inventories A descriptive approach crit- influenced dispositions, such that assess the strengths icized as sometimes under-
as extraversion or introversion of different traits estimating the variability (b)Peer ratings of behavior of behavior from situation patterns to situation
Humanistic Processing conscious feelings (a)Questionnaire A humane theory that about oneself in the light of assessments reinvigorated contemporary
one’s experiences (b)Empathic interviews interest in the self; criticized as subjective and sometimes naively self-centered and
optimistic
Social-cognitive Reciprocal influences between (a)Questionnaire assessments Art interactive theory that in- people and their situation, of people’s feelings of control tegrates research on learning,
colored by perceptions of (b) Observations of people’s cognition, and social behavior, control behavior in particular criticized as underestimating
situations the importance of emotions and enduring traits
How much of your personality was developed, learned, strengthened over time?
Socialization trains us how to act in relationship to others. Parents are our first teachers.
How much of personality is based on genetics?
30
30
40genetics
trained-permanent
trained-adjustable
Challenging jobs Relevant Training Timely and consistent feedback Mentoring relationships Orientation programs Work group morale
Socialization does have a long run impact, but not on everything.
Thousands of “Traits” Significant Overlap Futile to Study Personality Barrick and Mount Propose the “Big
5” Big 5 now Widely Accepted and Used Other Personality Traits or “Individual
Differences” Still Researched
Extraversion Gregarious, assertive, sociable
Agreeableness Cooperative, warm, agreeable
Conscientiousness Hardworking, organized, dependable
Emotional stability Calm, self-confidant, cool
Openness to experience
Creative, curious, cultured
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.
Self-Esteem• Your belief as to your competence and your
image• High self-esteem – positive attitudes, feelings,
and satisfaction Locus of Control
Generalized Self Efficacy
Neuroticism (emotional stability)
Core Self Evaluation Traits
Self-EsteemFeelings of Self Worth
Success tendsto increaseself-esteem
Failure tendsto decreaseself-esteem
Locus of ControlInternal External
I control what happens to me!
People and circumstances
control my fate!
Learned HelplessnessLearned Helplessness
Uncontrollablebad events
Perceivedlack of control
Generalizedhelpless behavior
Important IssueImportant Issue• Nursing Homes
• Prisons•Colleges
Generalized Self-Efficacy - beliefs and expectations about one’s ability to accomplish a specific task effectively
Sources of self-efficacy• Prior experiences and prior success• Behavior models (observing success)• Persuasion• Assessment of current physical & emotional
capabilities
Self-MonitoringBehavior based on cues from people & situations
High self monitors• flexible: adjust
behavior according to the situation and the behavior of others
• can appear unpredictable & inconsistent
Low self monitors• act from internal
states rather than from situational cues
• show consistency• less likely to respond
to work group norms or supervisory feedback
Low-self monitors
High-self monitors
Get promoted
Change employers
Make a job-related geographic move
Accomplish tasks, meet other’s expectations, seek out central positions in social networks
Self-promote
Demonstrate higher levels of managerial self-awareness; base behavior on other’s
cues and the situation
Swim with Sharks Without Being Eaten Alive
Harvey B. Mackay (2005) “…to connect with celebrities you
need to avoid the “fan syndrome” and instead talk to them about their interests.”
Positive Affect - an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general
Negative Affect - an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general
A strong situation can
overwhelm the effectsof individual personalitiesby providing strong cues
for appropriate behavior
Strong personalitieswill dominate
in a weaksituation
Projective Test - elicits an individual’s response to abstract stimuli
Behavioral Measures - personality assessments that involve observing an individual’s behavior in a controlled situation
Self-Report Questionnaire - assessment involving an individual’s responses to questions
Myers-Briggs Type Indicator (MBTI) - instrument measuring Jung’s theory of individual differences.
Based on Carl Jung’s work• People are fundamentally different• People are fundamentally alike• People have preference combinations for
extraversion/introversion, perception, judgment
Briggs & Myers developed the MBTI to understand individual differences
Preferences Represents
Extraversion Introversion How one re-energizes
Sensing Intuiting How one gathers information
Thinking Feeling How one makes decisions
Judging Perceiving How one orients to the outer world
Big 5, CSET, MBTI Matter in:
• Certain jobs (sales, QA, leadership)• At certain times (e.g., status quo, crisis)• More than performance?
Honesty Theft Absenteeism Turnover Commitment/Satisfaction
Do you feel organizations should hire people based upon their personality characteristics?
What are the issues with this?
When people are hired into a job (e.g., engineering) do you think the personality is attracted to the job, or the job shapes the personality? Why?
“I didn’t used to me this way until I started working here.”
Describe the meaning of attitudes and their emotional, informational, and behavioral components.
Explain the antecedents of work-related attitudes, the functions they perform, and how they are changed.
“Attitudes”• Persistent tendency to feel and behave in a
particular way towards some object Characteristics of Attitudes
• They tend to persist unless something is done to change them.
• They can fall anywhere along a continuum from very favorable to very unfavorable.
• They are directed toward some object about which a person has feelings and beliefs.
Informational/Cognitive
(i.e. beliefs)
Affective(i.e. emotions)
Attitude Behavior
genetics
socialization
observable
learning
Measurable in the brain with fMRI
Job Attitudes and Actual Behavior
• The belief, attitude, intention sequence is presumably followed by actual behavior.
• This traditional model suggests that behaviors (including job performance) are largely influenced by job attitudes. (e.g., absenteeism)
• Recently, this traditional model has been questioned as being too simple and some more comprehensive alternatives have been developed.
Components of Attitudes• Emotional – feelings about an object• Informational – beliefs and information
about the object• Behavioral – tendencies to behave in a
particular manner towards an object (usually behavioral intentions) Only behavioral can be directly observed
Antecedents of Work-Related Attitudes: PA/NA• Positive affect – overall sense of well-being,
engaged, and experience positive attitudes• Negative affect – nervous, tense, anxious,
and distressed
(Continued)
Based in history of Job Satisfaction Formal research began in mid-1930’s
• 1932 I/O textbooks had no mention of job satisfaction or organizational commitment
• By 1972 over 3000 articles published specifically exploring worker attitudes
Why interest developed• Methodological breakthroughsSurvey methods
• Statistical techniques
Most Americans like their jobs overall People are relatively satisfied with the
nature of the work itself:• How interesting it is• Having lots of contact with people
People less happy with rewards• Pay• Benefits• Chances for promotion
Copyright 1999 by Brent Smith, Ph.D.
Determinants of Job SatisfactionDeterminants of Job Satisfaction
Influences on Job Satisfaction• Mental challenge in the work itself• Pay• Promotions• Supervision• Work Group• Working Conditions
Cultural interest• Something most of us believe we are
entitled to or at least desire from our work Functional (practical) reasons
• Link to important organizational outcomes Performance…sometimes Turnover Absenteeism Counterproductive behaviors
Outcomes of Job Satisfaction• Satisfaction and Performance• Satisfaction and Turnover• Satisfaction and Absenteeism• Other Effects and Ways to Enhance
Satisfaction
(Continued)
Is a happy worker a productive worker?
Correlations positive and low to moderate• .16 with overall satisfaction in individual
studies • .30 with overall satisfaction in meta-
analytic studies• .10 with specific facets
Why is the association not larger?
The Meaning of Organizational Commitment• Affective• Continuance• Normative
Organizational Commitment
Organizational Commitment
Overall job satisfaction
.53
Performance (depends on financial need)
.11
Turnover -.28
Conscientiousness .67
Job involvement .50
Organizational Commitment has been related to many different job outcomes
Guidelines to Enhance Organizational Commitment• People-first• Communication Mission• Org. Justice• Create a community• Support employee development
Organizational Citizenship Behaviors (OCBs)
Satisfaction
Commitment
Embeddedness
Multi-dimensional Construct• self-efficacy• accountability• belongingness• self identity• Negatively loaded “territoriality”
Correlates• Leadership• Empowerment• Performance
Measurement I feel I need to protect my ideas from being
used by others in my organization. I am confident in my ability to contribute to my
organization’s success. I would challenge anyone in my organization if I
thought something was done wrong. I feel I belong in this organization. I feel this organization’s success is my success.
Do we care if employees are satisfied as long as they do their job well?
Describe your current job: what steps could be taken to enhance job satisfaction?
Questions
What is personality?
What are some common personality traits?
Why should knowledge of personality matter to today’s managers?
Would you say it is better to train personality or to select for personality?
Describe Big 5, CSET, MBTI, Job Satisfaction, Organizational Commitment
What are the components of an attitude?
What is self monitoring and why is it important?