Spring 2007Personality and Attitudes1

Spring 2007Personality and Attitudes2 Motivation: Applications Individual Differences Organization Commitment Job Satisfaction Organizational Citizenship Justice

Spring 2007Personality and Attitudes3 Individual Differences Big 5 Based on solid psychological research Measured by a number of different instruments Valid for personnel selection MBTI Based on work of psychoanalyst Carl Jung Controversial Useful for team building, etc., but not valid for personnel selection Self-esteem and self-efficacy

Spring 2007Personality and Attitudes4 Individual Differences - Big 5 Extroversion (ambition, sociability) Sociable, assertive, talkative, active Emotional stability Emotional, nervous, insecure, excitable Agreeableness Courteous, flexible, trusting, good-natured, cooperative Conscientiousness Responsible, organized, planful, persevering, willing to achieve Openness to Experience Imaginative, curious,original, broad minded

Spring 2007Personality and Attitudes5  A personality inventory that assesses normal psychological functioning  A tool to help people in organizations:  The MBTI measures 4 scales: What is the MBTI ?

Spring 2007Personality and Attitudes6 MBTI - Basic Principles Individuals possess unique and different styles for the way they are energized, prefer to perceive their environments, make decisions, and how they live their lives These different styles can be categorized into 16 basic styles or psychological types Each type represents a set of strengths and weaknesses (situationally defined) Each type needs its opposite

Spring 2007Personality and Attitudes7 Extroverts Do — think — do Blurt it out External Involved with people and things Outside thrust Interaction and action

Spring 2007Personality and Attitudes8 Introverts Think - do - think Internal Keep it in Depth Work with ideas and thoughts Concentration, reflection

Spring 2007Personality and Attitudes9 Sensing The five senses Practical Present-oriented Fact, detail oriented Uses established skills Utility, step-by-step

Spring 2007Personality and Attitudes10 Intuitives “Sixth sense” What “could be” Theoretical Novelty Insights Leap around

Spring 2007Personality and Attitudes11 Thinking Head, not heart Logical Objective Justice Critique Reason Principles Firm, but fair

Spring 2007Personality and Attitudes12 Feeling Heart, not head Values oriented Subjective Mercy Compliment Empathy Harmony Compassionate

Spring 2007Personality and Attitudes13 Judging Planful Regulated Control Settled Run one's life Set goals Decisive Organized

Spring 2007Personality and Attitudes14 Perceptive Spontaneous Go with the flow Adapt Gather information Let life happen Flexible Tentative Open

Spring 2007Personality and Attitudes15 Self-Esteem and Self-Efficacy A person’s degree of liking for himself or herself; positive self-image Levels of self-esteem Global self-esteem Situational self-esteem Organization-based self esteem (OBSE) Self-efficacy: the belief that one can perform a specific task

Spring 2007Personality and Attitudes16 More on Self-Efficacy Consequences Increased likelihood of performance Increased likelihood of learning new tasks Antecedents

Spring 2007Personality and Attitudes17 Organization Commitment The individual’s affective and behavioral relationship with the organization — the individual’s willingness to remain with the organization and exert effort on its behalf. Dimensions Affective (“I want to be here”) Continuance (“I have to be here”) Normative (“I should be here”)

Spring 2007Personality and Attitudes18 Commitment: Sources and Results OC results from…. Demographics (age, tenure) Perceptions of fairness Role clarity Perceived organization support OC leads to…. Performance (to the extent that it’s under employee control Citizenship behaviors Lower intent to leave the organization

Spring 2007Personality and Attitudes19 Job Satisfaction The individual’s general attitude toward the job Components The work itself Supervision Co-workers Pay Promotion opportunities

Spring 2007Personality and Attitudes20 Satisfaction: Sources and Results Multiple sources Fair treatment Rewarding work (intrinsic or extrinsic) Perceived alternatives Results Lowered job search intentions Performance ????

Spring 2007Personality and Attitudes21 Turnover Evaluate Present Job Satisfied? Think About Quitting Evaluate Cost of Quitting Search for Alternatives Too High? Found? Compare Alternatives Stay Go Yes No

Spring 2007Personality and Attitudes22 Organization Citizenship Defined The “Good Soldier Syndrome” Pro-social behavior Activities that benefit the organization or co-workers, but are not a formal job requirement Question: can an activity help a coworker, but not benefit the organization?

Spring 2007Personality and Attitudes23 Citizenship: Sources and Results Citizenship results from…. Personality and early socialization Job satisfaction and commitment Perceived fairness Citizenship leads to… Higher levels of job performance Organization effectiveness

Spring 2007Personality and Attitudes24 Justice Perceived fair treatment by the organization Procedural Were the rules followed? Was I treated the same as other people? Distributive Was it the outcome I wanted? If procedural justice is present, people can accept unfavorable outcomes