1. PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved. Chapter 2 Individual Differences, Diversity, Ability, and Personality

2. Copyright © 2005 South-Western. All rights reserved.2–2 Learning Objectives After reading and studying this chapter and doing the exercises, you should be able to: 1.Explain how individual differences influence the behavior of people in organizations. 2.Describe key factors contributing to demographic diversity. 3.Explain how mental ability relates to job performance. 4.Identify major personality variables that influence job performance. 5.Explain how emotional intelligence is an important part of organizational behavior.

3. Copyright © 2005 South-Western. All rights reserved.2–3 Individual Differences Personal characteristics of individuals produce variations in their behavioral responses to the same situations:  Behavior is a function of the person interacting with the environment.  B = ƒ(P x E)  Behavior is determined (moderated) by the interactive effects of the person and the environment.

4. Copyright © 2005 South-Western. All rights reserved.2–4 Consequences of Individual Differences Variations in productivity  The more complex the job, the larger the impact of individual productivity differences on work output. Ability and talent  Having the right skills and abilities directly affects job performance. Propensity for achieving high-quality results  Some workers take pride and pursue excellence in their work while others do not.

5. Copyright © 2005 South-Western. All rights reserved.2–5 Consequences of Individual Differences Empowerment and involvement  Workers differ in their desires to be self-fulfilled by and involved in their work. Preferred leadership style  Some workers prefer or require more supervision than others. Need for contact with other people  Workers differ in their need to relate to others on the job.

6. Copyright © 2005 South-Western. All rights reserved.2–6 Consequences of Individual Differences Commitment and loyalty to the firm  There are large variations in the degree to which individuals are committed (loyal) to their firms. Variations in worker’s self-esteem  High self-esteem is linked to self-efficacy (personal capability), self-respect (personal worth) and increased productivity.

7. Copyright © 2005 South-Western. All rights reserved.2–7 Demographic Diversity Difference in background factors shape worker attitudes and behaviors.  Key sources of diversity include gender, age, race and ethnicity, and physical disability.  Advantages of understanding diversity:  Capitalizing on differences  Avoiding negative stereotyping

8. Copyright © 2005 South-Western. All rights reserved.2–8 Sex and Gender Differences Sex differences  Are actual biological differences in males and females. Gender differences  Are based on perceptions of male and female roles.

9. Copyright © 2005 South-Western. All rights reserved.2–9 Gender Differences: Research Findings Men  Communicate to convey information or establish status  Emphasize immediate goals and value equity (fair treatment)  More aggressive and less sensitive to others Women  Better able to understand of nonverbal communications  More expressive of emotion  More trusting and nurturing  Communicate to establish rapport and solve problems  More courteous and polite; value equality (sharing equally)

10. Copyright © 2005 South-Western. All rights reserved.2–10 Age and Experience-Based Differences Shortages of skilled workers are likely by 2010 as baby boomers retire. Job discrimination against older workers  Is problematic for employers who need workers.  Is well-documented by AARP “testers.”

11. Copyright © 2005 South-Western. All rights reserved.2–11 Age and Experience-Based Differences (cont’d) Job-related consequences of age  Research results are mixed:  Age and experience are predictive of performance on complex jobs although age and job performance are generally unrelated.  Older workers have lower absenteeism, illness and accident rates, higher job satisfaction, and positive work values.

12. Copyright © 2005 South-Western. All rights reserved.2–12 Ethnic and Cultural Differences Ethnic group differences  Differences in individual job performance are often more attributable to a person’s cultural background than to their ethnicity.

13. Copyright © 2005 South-Western. All rights reserved.2–13 Disability Status American with Disabilities Act (1991)  Defines disability as a physical or mental condition that substantially limits an individual’s major life activities:  Learning, thinking, concentrating, interacting with others, caring for one’s self, speaking, performing manual tasks, working, and sleeping.

14. Copyright © 2005 South-Western. All rights reserved.2–14 Disability Status (cont’d) American with Disabilities Act (1991)  Requires that companies with 25 or more employees must avoid discriminatory hiring practices that rule out hiring disabled individuals who can carry out the essential functions of the job with reasonable accommodation.

15. Copyright © 2005 South-Western. All rights reserved.2–15 Mental Ability (Cognitive Intelligence) Intelligence  Is the capacity to acquire and apply knowledge, including solving problems.  Is a major source of individual differences affecting job performance and behavior.  Is difficult to measure accurately. The relative contributions of heredity and environment in fostering individual intelligence are in dispute.

16. Copyright © 2005 South-Western. All rights reserved.2–16 The Components of Intelligence Standard Theory of Intelligence s  Intelligence consists of general cognitive factors (g) and special factors (s) that contribute to problem- solving ability.  High scores on g are associated with good scholastic performance and success on the job. s  Special factors (s) are specific aptitudes that contribute to overall mental aptitude and enhance the enjoyment of work associated with that aptitude.

17. Copyright © 2005 South-Western. All rights reserved.2–17 Special Factors Contributing to Overall Mental Aptitude Verbal comprehension Word fluency Numerical Spatial relations Memory Perceptual speed Inductive reasoning EXHIBIT 2-1 Source: These seven factors stem from the pioneering work of L. L. Thurston, Primary Mental Abilities, Psychometric Monographs, 1 (1938)

18. Copyright © 2005 South-Western. All rights reserved.2–18 The Triarchic Theory of Intelligence (Emphasis on Practical Intelligence) Three mental ability subtypes:  Analytical  Traditional type of intelligence focused on problem solving involving abstract reasoning.  Creative  Intelligence needed for imagination and combining things in novel ways.  Practical  “Street smarts” needed to adapt to the environment.

19. Copyright © 2005 South-Western. All rights reserved.2–19 The Triarchic Theory of Intelligence CreativePractical Analytical EXHIBIT 2-2 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.

20. Copyright © 2005 South-Western. All rights reserved.2–20 Multiple Intelligences Howard Gardner’s theory of mental abilities  People know and understand the world in different ways and through different lenses.  Individuals possess eight intelligences (faculties) to varying degrees which create distinct individual intelligence profiles that influence behaviors: Linguistic Logical-mathematical Musical Spatial Bodily/kinesthetic Intrapersonal Interpersonal Naturalist

21. Copyright © 2005 South-Western. All rights reserved.2–21 Personality Differences Personality  Is the persistent and enduring behavior patterns of an individual as expressed in wide variety of situations.  Is regarded as the core of who a person is. Personality factors are important to performance on the job and and performance as a team member.

22. Copyright © 2005 South-Western. All rights reserved.2–22 Seven Major Personality Factors and Traits Extraversion Emotional stability Agreeableness Conscientiousness Openness to experience Self-monitoring of behavior Risk taking and thrill seeking

23. Copyright © 2005 South-Western. All rights reserved.2–23 Psychological Types and Cognitive Styles Cognitive style  The mental processes that a person uses to perceive and make judgments from information.  Is defined by how a person gathers information and evaluates information (Carl Jung).

24. Copyright © 2005 South-Western. All rights reserved.2–24 Psychological Types and Cognitive Styles (Myers-Briggs) Myers-Briggs Type Indicator  A widely used test of personality and cognitive style.  Uses a four-way classification of cognitive styles:  Introverted versus Extroverted  Thinking versus Feeling  Sensing versus Intuiting  Judging versus Perceiving

25. Copyright © 2005 South-Western. All rights reserved.2–25 Four Cognitive Styles of the Myers-Briggs Typology ENTP (Conceptualizer) Quick, ingenious, will argue either side of issue for fun, may neglect routine assignments. (Good for creative work where deadlines are not crucial.) ISTJ (Traditionalist) Serious, quiet, practical, logical, dependable. (Good for work requiring careful attention to detail such as accountant or auditor.) INTJ (Visionary) Skeptical, critical, independent, determined, original. (Good for major leadership role such as CEO.) ESTJ (Organizer) Practical, realistic, has a natural mind for business or mechanics, likes to organize and run activities. (Good for plant superintendent.) Note: I = Introvert, E = Extrovert, T = Thinking, F = Feeling, S = Sensing, N = Intuitive, J = Judging, and P = Perceiving. Source: The personality descriptions are based on information from Myers-Briggs Type Indicator by Katharine C. Briggs and Isabel Briggs Myers. Copyright 1983 by Consulting Psychologists Press, Inc. All rights reserved. EXHIBIT 2-3

26. Copyright © 2005 South-Western. All rights reserved.2–26 Emotional Intelligence Concept of emotional intelligence  Understanding of one’s own feelings  Having empathy for others  Regulating emotions to enhance living Key factors of emotional intelligence  Self-awareness  Self-management  Social awareness  Relationship management