Individual Differences, Diversity, Ability, and Personality Fundamentals of Organizational Behavior 2e Andrew J. DuBrin PowerPoint Presentation by Charlie

Individual Differences, Individual Differences, Diversity, Ability, and Diversity, Ability, and PersonalityPersonality

Fundamentals of Fundamentals of Organizational Behavior 2eOrganizational Behavior 2e

Andrew J. DuBrinAndrew J. DuBrin

PowerPoint Presentation by Charlie Cook

PowerPoint Presentation by Charlie Cook

ChapterChapter22

A. J. Dubrin, Fundamentals of Organizational Behavior, Second Edition. Copyright © 2002 by South-Western. 2–2

Learning ObjectivesLearning Objectives

1.1. Explain how individual differences influence the Explain how individual differences influence the behavior of people in organizations.behavior of people in organizations.

2.2. Describe the key factors contributing to Describe the key factors contributing to demographic diversity.demographic diversity.

3.3. Explain how mental ability relates to job Explain how mental ability relates to job performance.performance.

4.4. Identify major personality variables that influence Identify major personality variables that influence job performance.job performance.

5.5. Explain how emotional intelligence is an important Explain how emotional intelligence is an important part of organizational behavior.part of organizational behavior.


Individual DifferencesIndividual Differences

Personal characteristics of individuals produce Personal characteristics of individuals produce variations in their behavioral responses to the variations in their behavioral responses to the same situations:same situations: Behavior is a function of the personBehavior is a function of the person

interacting with the environment.interacting with the environment. B = B = ƒ(P ƒ(P xx E) E)

Behavior is determined (moderated) Behavior is determined (moderated) by the interactive effects of the by the interactive effects of the person and the environment.person and the environment.


Consequences of Individual Consequences of Individual DifferencesDifferencesVariations in ProductivityVariations in Productivity The more complex the job, the larger the impact of The more complex the job, the larger the impact of

individual productivity differences on work output.individual productivity differences on work output.

Ability and TalentAbility and Talent Having the right skills and abilities directly affects job Having the right skills and abilities directly affects job

performance.performance.

Propensity for Achieving High-Quality ResultsPropensity for Achieving High-Quality Results Some workers take pride and pursue excellence in their Some workers take pride and pursue excellence in their

work while others do not.work while others do not.

Empowerment and InvolvementEmpowerment and Involvement Workers differ in their desires to be fulfilled by and involved Workers differ in their desires to be fulfilled by and involved

in their work.in their work.


Consequences of Individual Consequences of Individual DifferencesDifferencesPreferred leadership stylePreferred leadership style Some workers prefer or require more supervision than Some workers prefer or require more supervision than

others.others.

Need for contact with other peopleNeed for contact with other people Workers differ in the need to relate to others on the job.Workers differ in the need to relate to others on the job.

Commitment and loyalty to the firmCommitment and loyalty to the firm There are large variations in the degree to which individuals There are large variations in the degree to which individuals

are committed (loyal) to their firms.are committed (loyal) to their firms.

Variations in worker’s self-esteemVariations in worker’s self-esteem High self-esteem is linked to self-efficacy (personal High self-esteem is linked to self-efficacy (personal

capability), self-respect (personal worth), and increased capability), self-respect (personal worth), and increased productivity.productivity.


Demographic DiversityDemographic Diversity

Difference in background factors shape worker Difference in background factors shape worker attitudes and behaviors. attitudes and behaviors. Key sources of diversity include gender, age, race and Key sources of diversity include gender, age, race and

ethnicity, and physical disability.ethnicity, and physical disability. Advantages of understanding diversity:Advantages of understanding diversity:

Capitalize on differencesCapitalize on differences Avoid negative Avoid negative

stereotypingstereotyping


Sex and Gender DifferencesSex and Gender Differences

Sex differencesSex differences are actual biological differences in males and females.are actual biological differences in males and females.

Gender differencesGender differences are based on perceptions of male and female roles. are based on perceptions of male and female roles.

Research findings indicate that:Research findings indicate that:

MenMen– Communicate to convey Communicate to convey

information or establish information or establish statusstatus

– Emphasize immediate Emphasize immediate goals and value equity goals and value equity (fair treatment)(fair treatment)

– More aggressive and less More aggressive and less sensitive to otherssensitive to others

WomenWomen– Communicate to convey and Communicate to convey and

establish rapport and to solve establish rapport and to solve problemsproblems

– More courteous and polite; More courteous and polite; value equality (sharing value equality (sharing equally)equally)


Age- and Experience-Based Age- and Experience-Based DifferencesDifferencesShortages of skilled workers are likely by 2010.Shortages of skilled workers are likely by 2010.

Job discrimination against older workersJob discrimination against older workers is problematic for employers who need workers.is problematic for employers who need workers. is well-documented by AARP “testers.”is well-documented by AARP “testers.”

Job-related consequences of ageJob-related consequences of age Research results are mixed:Research results are mixed:

Age and experience are predictive of Age and experience are predictive of performance on complex jobs although performance on complex jobs although age and job performance are generally unrelated.age and job performance are generally unrelated.

Older workers have lower absenteeism, illness and accident Older workers have lower absenteeism, illness and accident rates, higher job satisfaction, and positive work values.rates, higher job satisfaction, and positive work values.


Racial and Ethnic DifferencesRacial and Ethnic Differences

RacioethnicityRacioethnicity Term refers to a variety of racial and ethnic differences.Term refers to a variety of racial and ethnic differences. Racioethnic differences in individual job performance are Racioethnic differences in individual job performance are

more attributable to culture than to racial or ethnic more attributable to culture than to racial or ethnic background.background.


Disability StatusDisability Status

American with Disabilities Act (1991)American with Disabilities Act (1991) Defines disability as a physical or mental condition that Defines disability as a physical or mental condition that

substantially limits an individual’s major life activities:substantially limits an individual’s major life activities: learning, thinking, concentrating, interacting with others, learning, thinking, concentrating, interacting with others,

caring for one’s self, speaking, performing manual tasks, caring for one’s self, speaking, performing manual tasks, working, and sleeping.working, and sleeping.

Companies with 25 or more employees must avoid Companies with 25 or more employees must avoid discriminatory hiring practices that rulediscriminatory hiring practices that ruleout hiring disabled individuals who out hiring disabled individuals who can carry out the essential functions can carry out the essential functions of the job with reasonable of the job with reasonable accommodation.accommodation.


Mental AbilityMental Ability

IntelligenceIntelligence Is the capacity to acquire and apply knowledge, including Is the capacity to acquire and apply knowledge, including

solving problems.solving problems. Is a major source of individual differences affecting job Is a major source of individual differences affecting job

performance and behavior.performance and behavior. Is difficult to measure accurately.Is difficult to measure accurately.

The relative contributions of heredity The relative contributions of heredity and environment in fostering and environment in fostering individual intelligence individual intelligence are in dispute.are in dispute.


Components of IntelligenceComponents of Intelligence

Standard Theory of IntelligenceStandard Theory of Intelligence Intelligence consists of general cognitive factors (Intelligence consists of general cognitive factors (gg) and) and

special factors (special factors (ss) that contribute to problem-solving ability.) that contribute to problem-solving ability. High scores on High scores on gg are associated with good scholastic are associated with good scholastic

performance and success on the job.performance and success on the job. Special factors contributing to overall mental aptitude:Special factors contributing to overall mental aptitude:

• Verbal comprehensionVerbal comprehension• Word fluencyWord fluency• NumericalNumerical• SpatialSpatial

• MemoryMemory• Perceptual speedPerceptual speed• Inductive reasoningInductive reasoning

Source: These seven factors stem from the pioneering work of L. L. Thurston, Primary Mental Abilities, Psychometric Monographs, 1 (1938)


The Triarchic Theory of Intelligence The Triarchic Theory of Intelligence (Emphasis on Practical Intelligence)(Emphasis on Practical Intelligence)

Three mental ability subtypes:Three mental ability subtypes: AnalyticalAnalytical

Traditional type of intelligence focused on Traditional type of intelligence focused on problem solving involving abstract reasoning.problem solving involving abstract reasoning.

CreativeCreativeIntelligence needed for imagination and Intelligence needed for imagination and

combining things in novel ways.combining things in novel ways. PracticalPractical

““Street smarts” needed to adapt to Street smarts” needed to adapt to the environment.the environment.


The Triarchic Theory of IntelligenceThe Triarchic Theory of Intelligence

Creative Practical

Analytical

Source: Based on information in Robert J. Trotter, “Three Heads Are Better Than One,” Psychology Today, August 1986, pp. 56–62; modified and updated with information from Robert J. Sternberg, book review in Personnel Psychology, Summer 1999, pp. 471–476.

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Multiple IntelligencesMultiple Intelligences

Howard Gardner’s theory of mental abilitiesHoward Gardner’s theory of mental abilities People know and understand the world in different ways People know and understand the world in different ways

and through different lenses.and through different lenses. Individuals possess eight intelligences (faculties) to varying Individuals possess eight intelligences (faculties) to varying

degrees which create distinct individual intelligence profiles degrees which create distinct individual intelligence profiles that influence behaviors:that influence behaviors:

• LinguisticLinguistic• Logical-mathematicalLogical-mathematical• MusicalMusical• SpatialSpatial

• Bodily/kinestheticBodily/kinesthetic• IntrapersonalIntrapersonal• InterpersonalInterpersonal• NaturalistNaturalist


Personality DifferencesPersonality Differences

PersonalityPersonality Is the persistent and enduring behavior patterns of an Is the persistent and enduring behavior patterns of an

individual as expressed in wide variety of situations.individual as expressed in wide variety of situations. Is regarded as the core of who a person is.Is regarded as the core of who a person is. Personality factors are important to performance on the job Personality factors are important to performance on the job

and to performance as a team member.and to performance as a team member.

Seven major personality factors and traits:Seven major personality factors and traits:• ExtraversionExtraversion• Emotional stabilityEmotional stability• AgreeablenessAgreeableness• ConscientiousnessConscientiousness

• Openness to experienceOpenness to experience• Self-monitoring of behaviorSelf-monitoring of behavior• Risk taking and thrill seekingRisk taking and thrill seeking


Psychological Types and Cognitive Psychological Types and Cognitive StylesStyles(Myers-Briggs)(Myers-Briggs)Cognitive styleCognitive style Is the mental processes a person uses to perceive and Is the mental processes a person uses to perceive and

make judgments from information.make judgments from information. Is defined by how a person gathers information and Is defined by how a person gathers information and

evaluates information (Carl Jung).evaluates information (Carl Jung).

Myers-Briggs Type IndicatorMyers-Briggs Type Indicator Is a widely used test of personality and cognitive style.Is a widely used test of personality and cognitive style. Uses a four-way classification of cognitive styles:Uses a four-way classification of cognitive styles:

Sensation / ThinkingSensation / Thinking Intuitive / ThinkingIntuitive / Thinking

Sensation / FeelingSensation / Feeling Intuitive / FeelingIntuitive / Feeling


Four Problem-Solving Styles andFour Problem-Solving Styles andWork Match-UpWork Match-Up

Sensation / ThinkingSensation / Thinking Sensation / FeelingSensation / FeelingDecisive, dependable,Decisive, dependable,alert to detailsalert to details

Pragmatic, analytical, methodical,Pragmatic, analytical, methodical,conscientious conscientious

Accounting, bookkeepingAccounting, bookkeeping SupervisionSupervisionComputer programmingComputer programming SellingSellingManufacturing technologyManufacturing technology NegotiatingNegotiating

Intuitive / ThinkingIntuitive / Thinking Intuitive / FeelingIntuitive / FeelingCreative, progressive, perceptiveCreative, progressive, perceptive Colorful, people oriented, helpfulColorful, people oriented, helpful

Design of systemsDesign of systems Customer serviceCustomer serviceLaw, paralegal workLaw, paralegal work Business communicationsBusiness communicationsMiddle managerMiddle manager Human resourcesHuman resources

Source: John R. Schermerhorn, Jr., James G. Hunt, and Richard N. Osburn, Managing Organizational Behavior, 5th ed. (New York: John Wiley, 1994):119.

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Emotional IntelligenceEmotional Intelligence

Concept of emotional intelligenceConcept of emotional intelligence Understanding of one’s own feelingsUnderstanding of one’s own feelings Having empathy for othersHaving empathy for others Regulating emotions to enhance livingRegulating emotions to enhance living

Key factors of emotional Key factors of emotional intelligenceintelligence Self-awarenessSelf-awareness Self-regulationSelf-regulation MotivationMotivation EmpathyEmpathy Social skillSocial skill

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Individual Differences, Diversity, Ability, and Personality Fundamentals of Organizational Behavior 2e Andrew J. DuBrin PowerPoint Presentation by Charlie