1. Chapter 4 Personality and Emotions

2. Learning Objectives Explain individual personality factors
Describe the MTBI personality framework
Discuss the Big Five Personality Model
Examine how job typology affects the personality-job performance relationship
Differentiate emotions from moods

3. Learning Objectives Contrast felt versus displayed emotions
Read emotions
Explain gender-differences in emotions
Describe external constraints on emotions
Apply concepts on emotions to OB issues

4. What Is Personality? Heredity Situation Environment
“The sum total of ways in which an individual reacts
and interacts with others”
Heredity
Situation
Environment

5. Enduring characteristics that describe an individual’s behavior
Personality Traits
Enduring characteristics that describe an individual’s behavior
Reserved
Less Intelligent
Affected by Feelings
Submissive
Serious
Expedient
Timid
Tough-Minded
Outgoing
More Intelligent
Emotionally Stable
Dominant
Happy-Go-Lucky
Conscientious
Venturesome
Sensitive

6. Personality Traits Trusting Practical Forthright Self-Assured
Conservative
Group-Dependent
Uncontrolled
Relaxed
Suspicious
Imaginative
Shrewd
Apprehensive
Experimenting
Self-Sufficient
Controlled
Tense

7. Myers-Briggs Type Indicator
Type of Social
Interaction
Extrovert (E)
Introvert (I)
Preference for
Gathering Data
Sensing (S)
Intuitive (N)
Preference for
Decision Making
Feeling (F)
The Meyers-Briggs Type Indicator is a 100-question personality test that asks people to select how they usually feel or act in particular situations. On the basis of their answers, they are classified as extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and perceiving or judging (P or J). Since results provide insights into what individuals enjoy doing, using this test in employee selection can minimize personality-job conflicts.
Thinking (T)
Style of
Decision Making
Perceptive (P)
Judgmental (J)

8. The Big Five Personality Model
Extraversion
The Big Five Personality Model
Agreeableness
Conscientiousness
Emotional Stability
The five-factor model of personality—the Big Five—offers a comprehensive, unifying framework for identifying personality dimensions.
The dimension of extraversion captures one’s comfort level with relationships. Extroverts tend to maintain a large number of relationships. Introverts tend to be reserved and have fewer relationships.
The dimension of agreeableness refers to a person’s propensity to defer to others. People high in this dimension value harmony more than having their own way. People low in this dimension focus on their own needs more than on the needs of others.
The dimension of conscientiousness refers to the number of goals on which a person focuses. Those high in this dimension pursue fewer goals and tend to be responsible, persistent, and achievement-oriented. Those low in this dimension tend to be more easily distracted, less focused, and more hedonistic.
Emotional stability refers a person’s ability to withstand stress. People high on this dimension tend to be calm, enthusiastic, and secure. Those low in this dimension tend to be anxious, nervous, and insecure.
Openness to experience refers to one’s range of interests. Those high in this dimension are fascinated by imaginative, creative, and intellectual activities. Those low in this dimension tend to be more conventional and prefer the familiar.
Openness to Experience

9. Personality and Job Performance
Openness to Experience
Extraversion
Agreeableness
Conscientiousness
Emotional Stability
What kinds of Jobs?

10. Personality Attributes and Org Behavior
Locus
of Control
Machiavellian
Traits
Self-Esteem
Self-Monitoring
Risk
Taking
Type A
Personality

11. Locus of Control Internal locus of control External locus of control
control what happens
External locus of control
fate and luck
Research findings and Implications
externals: higher absenteeism rate, less involved, less satisfied; active; more managerial and professional jobs
internals: higher turnover, more successful and satisfied; passive; compliant; structured and routines

12. Machiavellianism (Mach)
Pragmatic, maintains emotional distance, and beliefs that ends can justify means
Research findings and implications
High Machs: persuasive, manipulative, prefer face-to-face interaction; a minimum number of rules and regulations;

13. Self-esteem Definition research findings
Individuals’ degree of liking or disliking of themselves
research findings
high self-esteem: take more risks; more willing to take a stand; high job satisfaction
Low self-esteem: more susceptible to external influence; more prone to conform beliefs and behaviors of others; concern with pleasing others

14. Self-monitoring Definition Research Findings
Individuals’ ability to adjust his/her behavior to external, situational factors
Research Findings
High self-monitoring: disguise themselves; capable of conforming; put on different faces for different audience
Low self-monitoring: display true dispositions;

15. Type A and Type B Personality
competitive, urgency, aggressive, impatient, stressful, rarely creative
Type B
lay back, relax, methodological

16. Personality and National Culture
Relationship
to the
Environment
Achievement
and Material
Success

17. Holland’s Personality-Job Fit Theory
Type
Personality
Occupations
Realistic
Shy, Stable, Practical
Mechanic, Farmer,
Assembly-Line Worker
Investigative
Analytical, Independent
Biologist, Economist,
Mathematician
Social
Sociable, Cooperative
Social Worker,
Teacher, Counselor
Conventional
Practical, Efficient
Accountant, Manager
Bank Teller
Holland’s personality job-fit model is based on the notion of fit between an individual’s personality and his or her occupational environment. Holland identified six personality types: realistic, investigative, social, conventional, enterprising, and artistic. Each of the six personality types has a congruent occupational environment, as shown in the table above.
Enterprising
Ambitious, Energetic
Lawyer, Salesperson
Artistic
Imaginative, Idealistic
Painter, Writer,
Musician

18. Occupational Personality Types
Realistic R
Investigative I
Conventional C A
Artistic
Holland developed a Vocational Preference Inventory questionnaire that contains 160 occupational titles. Respondents indicate which of those occupations they like or dislike, and their answers are used to form personality profiles. The figure above shows that the closer two fields or orientations are in the hexagon, the more compatible they are. Adjacent categories are quite similar, whereas those diagonally opposed are highly dissimilar.
The bottom line, according to Holland, is that satisfaction is highest and turnover is lowest when personality and occupation are in agreement. For instance, a realistic person in a realistic job is in a more congruent situation than a realistic person in an investigative job. A realistic person in a social job is the most incongruent situation possible. E S
Enterprising
Social

19. What Are Emotions? Affect Moods Emotions A broad range of Feeling
lack of contextual
Stimulus
Emotions
Object specific
Before we proceed with our analysis, we need to clarify three terms that are closely related. Affect is a generic term that covers a broad range of feelings that people can experience. This term encompasses both emotions and moods. Emotions are intense feelings directed at someone or something. Moods are feelings that tend to be less intense than emotions and that lack a contextual stimulus.

20. Emotions and Organizational Behavior
Displayed
Emotions
Felt
Emotional
Labor
Every employee expends physical and mental labor in the workplace. Most jobs also require emotional labor which occurs when an employee expresses organizationally desired emotions during interpersonal transactions. Emotions can be separated into those that are felt versus those that are displayed. Felt emotions are an individual’s actual emotions. In contrast, displayed emotions are those that are organizationally required and considered appropriate in a given job. They are not innate; rather, they are learned.

21. Six Universal Emotions
Happiness
Fear
Anger
Research has identified six universal emotions: anger, fear, sadness, happiness, disgust, and surprise. These emotions can be conceptualized as existing along a continuum. The closer any two emotions are on this continuum, the more people are likely to confuse them. For example, happiness and surprise are often mistaken, but happiness and disgust are rarely confused.
People give different responses to identical emotion-provoking stimuli. In some cases, this can be attributed to the individual’s personality. At other times, it is a result of job requirements.
Cultural norms in the United States dictate that employees working in service organizations should smile and act friendly when interacting with customers. In some cultures, smiling is seen as a sign of inexperience or flirtatiousness. So cultural factors will influence what is or is not emotionally appropriate. What is acceptable in one culture may seem unusual or dysfunctional in another. And cultures influence how emotions are interpreted. As a result, there is high agreement on what emotions mean within cultures but not between them.
Surprise
Sadness
Disgust

22. Emotions In The Workplace
Gender
and Emotions
Intensity
of Emotions
Frequency
and Duration
Emotionless
People

23. External Constraints on Emotions
Organizational
Influences
(i.e., Disney)
Cultural
Influences

24. Emotions and O B Applications
Ability and
Selection
Leadership
Deviant
Behavior
Motivation
Decision
Making
The first way in which emotions affect OB pertains to ability and selection. People who are in touch with their own emotions and can read the emotions of others may be more effective in their jobs. That, in essence, is the theme underlying recent research on emotional intelligence: an assortment of non-cognitive skills, capabilities, and competencies that influence a person’s ability to cope with environmental demands and pressures.
Leadership is a fundamental quality sought by organizations. Effective leaders rely on the expression of feelings to help convey their messages. They link emotions to an appealing vision in order to increase the chances of managers and employees accepting change.
Traditional approaches to the study of decision making in organizations have emphasized rationality. Yet it is naïve to assume that decisions are not influenced by one’s feelings.
Few issues are more intertwined with emotions than the topic of interpersonal conflict. If a manager wants to resolve conflicts, he or she must identify the emotional elements in the conflict and get the parties to work through their emotions.
The dominant approaches to the study of motivation propose that individuals are motivated to the extent that their behavior is expected to lead to desired outcomes and that they essentially trade effort for pay, security, and promotions. The perceptions and calculations of people, however, are filled with emotional content that influences how much effort they exert.
Negative emotions can lead to deviant behavior in the workplace. Employee deviance involves actions that violate established norms and threaten the organization, its members, or both.
Interpersonal
Conflict

25. Discussion
“Traits are powerful predictors of behavior” (p.113) – individuals are highly adaptive or consistent
Disposition predictors
Contextual predictors
Case Incident (p. 115)