1. Chapter 5 personality, intelligence, attitudes, & emotions
Michael A. Hitt
C. Chet Miller
Adrienne Colella
Pages

2. ?
Knowledge Objectives
Define personality and explain the basic nature of personality traits.
Describe the Big Five personality traits, with particular emphasis on the relationship with job performance, success on teams, and job satisfaction.
Discuss specific cognitive and motivational concepts of personality, including locus of control and achievement motivation.
Define intelligence and describe its role in the workplace.
Define an attitude and describe how attitudes are formed and how they can be changed.
Discuss the role of emotions in organizational behavior.
See page 167.

3. Personality Enduring Influence Behavior Across Various Situations
Stable characteristics representing internal properties reflected in behavioral tendencies across a variety of situations.
Enduring
Influence Behavior
Across Various Situations
See page 170.

4. What Determines Personality?
Heredity
Environment
Genes
combination
50% personality
Experiences
Events
Socioeconomic circumstances
Other?
See pages

5. Openness to Experience
Big Five Personality Traits
Extraversion
Conscientiousness
Personality
Openness to Experience
Agreeableness
See page 172.
Emotional Stability
Adapted from Exhibit 5-1: The Big Five Personality Traits

6. Big Five and High- Involvement Management
Manager Competencies E C A ES O
Delegating to others + -
Developing others
(+) ++
Motivating others
Associate Competencies E C A ES O
Decision-Making Skills + ++ -
Self-Development
(-)
Self-Management
Teamwork
See page 176.
Adapted from Exhibit 5-2: The Big Five and High-Involvement Management

7. Cognitive and Motivational Concepts Achievement Motivation
Cognitive and Motivational Properties of Personality
Authoritarianism
Self-Monitoring
Locus of Control
Cognitive and Motivational Concepts
See page 177.
Achievement Motivation
Approval Motivation
Adapted from Exhibit 5-3: Cognitive and Motivational Concepts of Personality

8. Cognitive Concepts Locus of Control Authoritarianism Self-Monitoring
A person’s perception and thoughts affect how they process information.
Authoritarianism
See page
Self-Monitoring

9. Motivational Concepts
Achievement Motivation
Stable differences that energize and maintain a person’s behavior.
Approval Motivation
See pages

10. Intelligence
Does general intelligence have meaningful effects on success in the workplace?
General mental ability used in complex information processing.
See page 181.

11. What Type of Intelligence Do You Have?
Number aptitude
Verbal comprehension
Perceptual speed
Spatial visualization
Deductive reasoning
Inductive reasoning
Memory
See page 181.

12. Attitude Stable Directed at; Relates to behavior toward…
Persistent tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea.
Stable
Directed at;
object
person
idea
Relates to behavior toward…
See pages 182, 184.

13. Essential Elements of Attitudes Cognitive Affective Behavioral
what we think
what we know
Affective
how we feel
like or dislike
Affective
Behavioral
See page 185.
Behavioral
how we act
intended actions

14. Influence of Attitudes on Behavior
Object, Person, or Idea
Attitude Toward Object, Person, or Idea
Behavior Toward Object, Person, or Idea
See page 185.
Other Influences
Adapted from Exhibit 5-5: Influence of Attitudes on Behavior

15. Important Workplace Attitudes
Job Satisfaction
Organizational Commitment
High Satisfaction
positive work attitude
Low Satisfaction
negative work attitude
Strong Commitment
positive organizational attitude
Weak Commitment
negative organizational attitude
See pages

16. Causes of Satisfaction and Commitment
Role ambiguity
Supervision/leadership
Pay and benefits
Nature of the job
Organizational climate
Stress
Perceptions of fair treatment
See pages

17. Types of Commitment Affective commitment Normative commitment
strong positive attitudes toward organization
Normative commitment
feelings of obligation
Continuance commitment
lack of better opportunities
See page 189.

18. Can You Change Attitudes?
‘Persuasive Communication’
4. Target
See pages
3. Situation
2. Message
1. Communicator

19. Can You Change Attitudes?
“An uneasy feeling produced when a person behaves in a manner inconsistent with an existing attitude.”
See page 191.
‘Cognitive Dissonance’

20. Emotions Organizational Impact:
Complex subjective reactions that have both a physical and mental component.
Organizational Impact:
Direct Effect on Behavior
Emotional Labor
Emotional Intelligence
See page

21. Direct Effects of Emotion
Emotional contagion occurs when emotions experienced by one or a few members of a work group spread to other members.
Positive Emotions Influence:
Negative Emotions Influence:
Social activity
Altruism and helping behavior
Effective conflict resolution
Job satisfaction
Motivation
Organizational citizenship behavior
Aggression against co- workers
Aggression toward the organization
Workplace deviance
Job dissatisfaction
Decision making
Negotiation outcomes
See page 194.
Adapted from Exhibit 5-7: The Direct Effects of Emotion

22. Emotional Labor Outcome depends on…
Process whereby associates must display emotions that are contrary to what they are feeling.
Outcome depends on…
how supervisors enforce display rules
self-identities of associates
networks of supportive people
See page 195.

23. Emotional Intelligence
Appraise emotions
self and others
Regulate emotions
Use emotions
motivate
plan
achieve
See page 195.

24. Check out http://wileymanagementupdates.com/
Strategic lens
How can you use knowledge of personality, attitudes, intelligence, and emotions to make better hiring decisions?
How could a company use knowledge of personality, attitudes, and emotions to affect the organization’s culture in ways to enhance innovation?
How could a manager use knowledge about personality and attitudes to form a high- performance work team?
See page 196.
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