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This ppt is about difference in behaviour of individuals.
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INDIVIDUAL DIFFERENCES
© 2005 Prentice Hall Inc. All rights reserved. 2–1
After studying this chapter,you should be able to:1. Define the key biographical characteristics.2. Identify two types of ability.3. Shape the behavior of others.4. Distinguish between the four schedules of
reinforcement.5. Clarify the role of punishment in learning.6. Practice self-management
© 2005 Prentice Hall Inc. All rights reserved. 2–2
L E
A R
N I
N G
O
B J
E C
T I V
E S
Biographical Characteristics
© 2005 Prentice Hall Inc. All rights reserved. 2–3
Biographical CharacteristicsPersonal characteristics—such as age, gender, and marital status—that are objective and easily obtained from personnel records.
Ability, Intellect, and Intelligence
© 2005 Prentice Hall Inc. All rights reserved. 2–4
AbilityAn individual’s capacity to perform the various tasks in a job.Intellectual AbilityThe capacity to do mental activities.
Multiple IntelligencesIntelligence contains four subparts: cognitive, social, emotional, and cultural.
Physical Abilities
© 2005 Prentice Hall Inc. All rights reserved. 2–5
Physical AbilitiesThe capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.
The Ability-Job Fit
© 2005 Prentice Hall Inc. All rights reserved. 2–6
Ability-JobFitEmployee’sEmployee’s
AbilitiesAbilitiesJob’s AbilityJob’s Ability
RequirementsRequirements
Individual Differences in the Workplace
Ability and Skills AttitudesPerception
Personality
Work Behavior
• Productivity• Creativity• Performance
Individual DifferencesIndividual Differences
Abilities and Skills
Ability – a person’s talent to perform a mental or physical task
Skill – a learned talent that a person has acquired to perform a task
Key AbilitiesKey Abilities
Mental AbilityMental Ability
Emotional Emotional IntelligenceIntelligence
Tacit KnowledgeTacit Knowledge
Attitudes
Are determinates of behavior because they are linked with perception, personality, feelings, and motivation
Attitude – a mental state of readiness– learned and organized through experience– exerting a specific response to people, objects,
and situations with which it is related
Attitudes: Implications for the Manager
1. Attitudes are learned2. Attitudes define one’s predispositions toward
given aspects of the world3. Attitudes provide the emotional basis of one’s
interpersonal relations and identification with others
4. Attitudes are organized and are close to the core of personality
Diversity Factors
Primary Dimensions (stable) Age Ethnicity Gender Physical attributes Race Sexual / affectional
orientation
Secondary Dimensions (changeable)
Educational background Marital status Religious beliefs Health Work experience
Why Individual Differences Are Important: (1 of 2)
Individual differences have a direct effect on behavior– People who perceive things differently behave
differently– People with different attitudes respond
differently to directives– People with different personalities interact
differently with bosses, coworkers, subordinates, and customers
Why Individual Differences Are Important: (2 of 2)
Individual differences help explain:– Why some people embrace change and others
are fearful of it– Why some employees will be productive only if
they are closely supervised, while others will be productive if they are not
– Why some workers learn new tasks more effectively than others
Attraction-Selection-Attrition (ASA) Cycle(1 of 3)
Different people are attracted to different careers and organizations as a function of their own:– abilities– interests– personalities
Attraction-Selection-Attrition (ASA) Cycle(2 of 3) Organizations select employees on the basis of
the needs the organization has– skills and abilities– individual attributes such as values and
personality
Attraction-Selection-Attrition (ASA) Cycle(3 of 3)
Attrition occurs when:– individuals discover they do not like being part
of the organization and elect to resign, or– the organization determines an individual is not
succeeding and elects to terminate
Each phase of ASA cycle is significantly influenced by the individual differences of each person.Effective managerial practice requires that individual behavior differences be recognized, and when feasible, taken into consideration while carrying out the job of managing organizational behavior.
Personality
A relatively stable set of feelings and behaviors that have been significantly formed by genetic and environmental factors
The relationship between behavior and personality is one of the most complex matters that managers have to understand
Some Major Forces Influencing Personality
IndividuaIndividual l
PersonaliPersonalityty
Cultural forcesCultural forces
Hereditary forcesHereditary forces
Family relationship forcesFamily relationship forces
Social class / group membership Social class / group membership forcesforces
Theories of Personality
Trait Theories: Attempt to learn what traits make up personality and how they relate to actual behavior
Psychodynamic Theories: Focus on the inner workings of personality, especially internal conflicts and struggles
Humanistic Theories: Focus on private, subjective experience and personal growth
Social-Cognitive Theories: Attribute difference in personality to socialization, expectations, and mental processes
Types of Personality Theories
Trait Theories of Personality
Trait theories - theories that endeavor to describe the characteristics that make up human personality in an effort to predict future behavior.– Trait - a consistent, enduring way of
thinking, feeling, or behaving. Allport first developed a list of about 200
traits and believed that these traits were part of the nervous system.
Cattell reduced the number of traits to between 16 and 23 with a computer method called factor analysis.
LO 12.10 Trait perspective
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LO 12.10 Trait perspective
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Trait Theories of Personality
Surface traits - aspects of personality that can easily be seen by other people in the outward actions of a person.
Source traits - the more basic traits that underlie the surface traits, forming the core of personality.– Example: Introversion - dimension of personality
in which people tend to withdraw from excessive stimulation.
LO 12.10 Trait perspective
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The Big Five Theory
Five-factor model (Big Five) - model of personality traits that describes five basic trait dimensions.– Openness - one of the five factors; willingness to
try new things and be open to new experiences.– Conscientiousness - the care a person gives to
organization and thoughtfulness of others; dependability.
LO 12.10 Trait perspective
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The Big Five Theory
– Extraversion - dimension of personality referring to one’s need to be with other people.
• Extraverts - people who are outgoing and sociable.• Introverts - people who prefer solitude and dislike being the
center of attention.
– Agreeableness - the emotional style of a person that may range from easygoing, friendly, and likeable to grumpy, crabby, and unpleasant.
– Neuroticism - degree of emotional instability or stability.
LO 12.10 Trait perspective
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LO 12.10 Trait perspective
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How Do the Big Five Traits Predict Behavior?
Research has shown this to be a better framework. Certain traits have been shown to strongly relate to
higher job performance:– Highly conscientious people develop more job knowledge,
exert greater effort, and have better performance.– Other Big Five Traits also have implications for work.
• Emotional stability is related to job satisfaction.• Extroverts tend to be happier in their jobs and have good
social skills.• Open people are more creative and can be good leaders.• Agreeable people are good in social settings.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
See E X H I B I T 5–1
5-28
The Big FivePersonalityDimensions
Locus of Control
Self-efficacy Creativity
Personality and Behavior in Organizations
ConscientiousnConscientiousnessess
ExtroversionExtroversion
Emotional Emotional StabilityStability
AgreeablenessAgreeableness
Openness to Openness to ExperienceExperience
The Big Five Personality Dimensions
Locus of Control
Locus of control of individuals – – Determines the degree to which they believe
their behaviors influence what happens to them– Internals – believe they are masters of their own
fate– Externals – believe they are helpless pawns of
fate, success is due to luck or ease of task
Self-Efficacy
Feelings of self-efficacy have managerial and organizational implications:– Selection decisions– Training programs– Goal setting and performance
© 2005 Prentice Hall Inc. All rights reserved. 4–33
Other Personality Traits( Self-Esteem and Self-Monitoring)
Self-Esteem (SE)
Individuals’ degree of liking or disliking themselves.Self-Monitoring
A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors.
© 2005 Prentice Hall Inc. All rights reserved. 4–34
Risk-Taking
High Risk-taking Managers– Make quicker decisions– Use less information to make decisions– Operate in smaller and more entrepreneurial
organizations Low Risk-taking Managers
– Are slower to make decisions– Require more information before making decisions– Exist in larger organizations with stable
environments Risk Propensity
– Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations.
Even More Relevant Personality Traits
Type A Personality– Aggressively involved in a chronic, incessant struggle to
achieve more in less time• Impatient: always moving, walking, and eating rapidly• Strive to think or do two or more things at once• Cannot cope with leisure time• Obsessed with achievement numbers
– Type B people are the complete opposite– They never suffer from a sense of time urgency, can relax
without guilt and so on.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-35
© 2005 Prentice Hall Inc. All rights reserved. 4–36
Personality Types
Proactive Personality
Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs. Creates positive change in the environment, regardless or even in spite of constraints or obstacles.
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