1. MGT 6500: Managing Individuals and Groups
Instructor: Chris Hartwell
Class 3 & 4: Individual Differences

2. Announcements
You should have received individual feedback from the initial course survey.
We will discuss some aggregated averages today for comparison.

3. Objectives Understand three different facets of job performance
Compare and contrast the following terms: self-concept, self-esteem, self-efficacy, and self-monitoring.
Identify and describe the Big Five personality traits, and how they relate to job performance.
Understand internal and external locus of control.
Compare and contrast knowledge, skills, abilities, and other attributes (KSAOs) and how they each impact job performance.
Describe and understand general intelligence and emotional intelligence.
Discuss the practical significance of emotional contagion and emotional labor.

4. Job Performance
Task Performance (In-role Performance): One’s performance that is directly related to the job role and compensation.
Organizational Citizenship Behaviors (OCB): Behaviors that are beyond one’s formal job role and are not directly compensated. These behaviors positively affect the organization and/or other employees.
Counterproductive Work Behaviors (CWB): Behaviors that harm other employees and/or the organization.

5. Self-Concept Self-Concept
An individual’s self-perception of him/herself as a physical, social, and spiritual/moral being.
Self-Concept

6. Self-Esteem Self-Esteem Self-Concept
An overall affective evaluation about one’s own self-worth, value, or importance.
Self-Esteem
Self-Concept

7. Self-Efficacy Self-Esteem Task-Specific Self-Efficacy Self-Concept
An individual’s perceptions of his/her ability to successfully perform a specific task.
Self-Esteem
Task-Specific
Self-Efficacy
Self-Concept

8. Generalized Self-Efficacy
An individual’s perception of his/her ability to perform across a variety of different situations.
Self-Esteem
Generalized
Self-Efficacy
Task-Specific
Self-Efficacy
Self-Concept

9. Self-Monitoring
The extent to which an individual is aware of his/her own behavior and adapts such behavior to the demands of the specific situation.

10. Locus of Control
An individual’s determination of their control over events that affect him/her.
Internal locus of control: A belief that one controls events him/herself
External locus of control: A believe that one does not control events
Internal Locus of Control  Proactive Personality

11. Big Five Personality Traits

12. Theory of Thin Slices
Thin slicing: The unconscious ability to find patterns and draw valid conclusions based on small exposure to experience and/or information.
Marriage study: Increased negative emotions lead to increased likelihood of divorce
Bedroom study: Strangers observing a person’s dorm room could make valid personality interferences (Big 5)

13. Potential Problems in Personality Testing
Faking (Deceptive Impression Management)
Cheating
Illegal Discrimination
Adverse Impact

14. KSAOs
Knowledge – The formally organized body of information (i.e., facts and procedures)
Skill – A specific capacity to physically accomplish a task
Ability – Broad and stable characteristic responsible for maximum mental or physical performance
Other attributes – Personal characteristics that do not fit the former categories

15. How KSAOs Affect Performance
Ability
Effort
Job Performance
Skill
Other
Know-ledge

16. Task-specific cognitive abilities
Intelligence
One’s capacity for constructive thinking, reasoning, and problem solving.
General Mental Ability (g)
Verbal
Word
Number
Spatial
Memory
P.S.
I.R.
Task-specific cognitive abilities

17. Emotional Intelligence
The ability to understand and control one’s own emotions, and constructively manage relationships with others.
Emotional Intelligence
Personal
Competence
Social
Competence
Self-Awareness
Self-Management
Social Awareness
Relationship Management

18. Emotional Contagion Emotional Labor
The tendency of individuals to “catch,” or be affected by, the emotions of others.
This effect has been found with both positive and negative emotions.
Displaying one emotion, while feeling a different emotion.
In organizations, employees manage emotions in accordance to defined rules and expectations.
Surface Acting: When the displayed emotion is at odds with the felt emotion.
Deep Acting: Where the felt emotion is changed to align with the displayed emotion.
Have any of you ever experienced emotional labor? What was the situation and how did it make you feel?
Why would either of these concepts be important for managers to be aware of?

19. Final Notes Next Class: Thursday, September 7
TOPIC: Values, Job Attitudes, and Job Performance