Personality Pcm
-
Upload
rms -
Category
Technology
-
view
1.417 -
download
5
Transcript of Personality Pcm
Personality
”He who knows others is clever, he who knows himself is enlightened”
Lao-Tzu
Objectives
1/ Identify factors determining personality
2/ Explain the “Big Five” personality dimensions and identify your own profile
3/ Define the impact of the major personality traits on the work behavior and job performance
Personality
Physical and mental characteristics which are responsible for a person’s identity and determine his/her unique adjustments to the environment
What determines your personality? Heredity ?
– Shyness, fear, aggressiveness
– Separated twins
(parental environment?)– Job satisfaction is
stable over time and across jobs
Environment ?
(cultural factors, family, group membership)
PERSONALITY
“Me and my circumstances are
one and the same thing!”Ortega i Gasset
Personality Traits
Trait: underlying dimension along which people differ
one from another
At least partly genetically and biologically determined
=> rather stable
Any relation between personality, behaviour and job
performance ? (=> Psychometrics: testing and
assessment of intelligence, ability and personality; e.g.
screening candidates!)
The Big Five Dimensions Costa et McCrae (1992)
Broad acceptance 5 major personal dimensions (independent):
– Extroversion: sociability; assertiveness; activity; positive emotions
– Agreeableness: altruism; trust; modesty; cooperation; avoiding conflicts
– Conscientiousness: order; responsibility; achievement striving; focusing on goals and deadlines
– Emotional stability (vs Neuroticism): anxiety; tension; impulsiveness; relaxation; security; discouragement
– Openness to experience: fantasy; aesthetics; feelings; ideas; curiosity; values
The Big Five Dimensions
Openness to experience
Emotional stability
Conscientiousness
Agreeableness
Extroversion
A person may have low, moderate, or high degree of each of these factors
Moderate HighLow
Big Five Universal: consistent across cultures Stabilized personality structure by age 30, but some changes after 30 : environment
matters! – Consciousness, Agreeableness increase– Neuroticism and Extroversion decline for women– Openness declines (very slowly)
USA: – Population-dense areas are associated with higher
Openness and lower Agreeableness– Ethnically diversed states shows higher Openness– Places with higher precipitation have higher rates of
Neuroticism
Big Five: correlations with behaviour and performance
Conscientiousness (self-discipline, obligation, persistance): the strongest positive correlation with job performance, job knowledge, job commitment and training results
Extroversion: with promotions, salary level and career satisfaction (managerial and sales positions)
Big Five: correlations with behaviour and performance
(cont.)
Openness: with training competencies
Low emotional stability: negatively with job satisfaction; no correlation with performance!
Big Five: other correlations
with Organizational Cultures
– Extroversion: team-oriented and agressive cultures (sales positions)
– Agreeableness: supportive cultures
– Openness: innovative cultures
Big 5: General Correlations Extroverted people (vs introverted):
– Happier in their jobs and life, have more friends, spend more time in social situations; but more impulsive (higher absenteism) and more likely to engage in risky behavior
Agreeable people:– Better in school (children); less likely to have risky behavior
Conscientious people :– Live longer, engage in less risky conduct; but do not adapt as well to
changing contexts, have more trouble in learning complex skills, less creative
Emotionally stable people:– Happier, more satisfied (job and life), fewer health complaints; less
fast and less relevant reactions in bad moods
Open people– More creative (science and art), less religious, cope better with
change and organizational uncertainties
www.outofservice.com/bigfive/
Problems with testing Certain traits may be cardinal (pervasive across all
situations) or secondary (evident only in quite restricted situations)
Individuals are not trapped in the categories: scores reveal tendencies and perferences
Some people will not fit in with generalizations !
Methodology: circularity of traits
If you want other people pass your test: 70% of candidates may meet the minimum pass rate
Rouslan Koumakhov RMS
Locus of Control:degree to which people believe they are
masters of their own fate
Believe that their own actions influence what happens to them.
People are easier to motivate
Believe events in their life happen because of luck, or chance.
May feel helpless to change things.
Internal External
- Internals are more likely to emerge as group leaders- Groups led by internals perform better- Internally controlled CEOs select risky and innovative strategies to a higher degree- Internally controlled CEOs are more future oriented and more entrepreneurial.
Rouslan Koumakhov RMS
Machiavellian Personality(“If it works, use it”)
Mach scale:
willingness to put self-interests and own preferences above the interests of the group, and the ability to influence and manipulate others for personal gain
High Machs :
– view human nature cynically,
– show few scruples, lack honesty,
– rely on emotional appeals,
– more flexible in behavior,
– are persuaded less and persuade others more
Situational factors:- interacting face to face
with others rather than indirectly (autonomy);
- situation having minimum or flexible rules (norms) allowing improvisation
- emotional involvement with irrelevant details distracting low Machs
Rouslan Koumakhov RMS
Machiavellian Personality and Leadership
There are no very clear stable linkages to leadership, but:
High Machs tend to be more successful, but not effective leaders
Medium Machs tend to be most effective leaders (good negotiators, do not abuse their power, focus on group goals)
Cross-cultural differences:– Chineese managers score higher on the
Mach scale than US managers
Examples of individuals exemplifying personality traits
(Big 5 Model)Dimension High Low
Emotional stability Washington Hamlet
Imagination, non-conventionality
Van Gogh Henry Ford
Radicality, Experimentation
Karl Marx Queen Victoria
Self-sufficiency, independance
Copernicus Marilyn Monroe
Control, discipline Thatcher Jagger