Why use personality?

• selection
• promotion
• development

Describing Personality

The Big 5

Extro/Introversion

Emotional Stability (neuroticism)

Positive & Negative Affectivity

Can be a good thing to have some with Negative Affectivty, to question, be critical, etc, as a check

Conscientiousness

has the strongest correlation with job performance

Agreeableness

Openness to Experience

Personality tests

• Jungian tests - unrealiable, not related to job performance
• MMPI - more clinical (used by police)
• Five-Factor Model tests

Best to use standardized, developed, reliable tests

Subject Characteristics

• visual appearance

Perceiver Variables

Factors affecting Perception

• Past experiences and Expectations
• Needs & interests
• limited information processing
• Perceptual biases & stereotypes

Perceptual Biases

• Halo effect
  • judging characteristics based on the qualities of other characteristics
  • adversely affects the accuracy of perception of other characteristics
• False-consensus / similar-to-me effects
• Primacy/Recency Effect

Stereotypes

• assumption about an individual based on a characteristic they share with a larger group

Kelley's Theory o Causal Attributions

• Internal vs external
• external - high, high, (low consistency)
• Internal ?

Attributional Biases

• attribute success to us, failures to the situation

Attitudes

• helps predict performance, absenteeism, etc
• formed in memory; once formed, difficult to change

1. Cognitive component
2. Affective component
3. Behavioral component
   • behavioral intentions may be good, but actual behavior may be affected by situational factors and personal factors
   • behavior may come first, followed by forming attitude

Cognitive Dissonance theory

acting in a way that is incongruent with our attitudes

Three bases of commitment

• Affective commitment
  • expend higher effort
  • have higher performance rating
  • show more extra role behavior
  • less stress
• Continuance commitment
  • feel they have no options
• Normative commitment
  • similar to Affective but....
  • resentful, indebtedness

Self Concept (3C's)

Four "selves" of self-concept

• Self-enhancement
• Self-verification
• Self-evaluation
• Social-self

Emotions

Cognitive dissonance

Emotional dissonance

Job Satisfaction

Exit-Voice-Loyalty-Neglect dissatisfaction model

Job Stress

Behavior

Personal factors

Situational factors

Motivation is like an energetic force; hismuch effort are you willing to put in. Getting things done is based on motivation and ability

Components

• Direction
• Intensity
• Persistence

Components from Lecture Notes

• Arousal
• Direction
• Maintenance
• Goal

Maslow (Needs Theory)

Has been dismissed by most motivation experts: people do not progress through the hierarchy as the theory suggests

• Deficiency
  • Physiological
  • Safety
  • Social
• Growth
  • Self actualization
  • Esteem
• Key assumptions
  • Prepotency principle
  • Invariant ordering

McClelland (Needs Theory)

McClelland's theory is about needs that are learned through socialization

• Need for achievement: want to accomplish reasonably challenging goals through their own effort
• Need for affiliation: desire to seek approval from others, conform to their wishes and expectations, avoid conflict
• Need for power: desire to exercise control over others; concerned about maintaining their leadership position

Practical suggestions for Managers...

1. Promote healthy workforce
2. Provide financial security
3. Provide socialization opportunities
4. Recognize accomplishments

Traditional Analytical Model

• when the outcome is framed negatively, we tend to make more risks in our decision making
• events that have possibility of invoking vivid emotion causes us to thinking that the outcome may occur more frequently than it actually does

Representativeness Heuristic

• we apply our stereotypes to make decisions

Should groups be used to make decisions

• + pooling of resources
• + specialization of labour
• - wastes time
• - group conflict

Groupthink - tendency for cohesive groups to value consensus over decision quality

Groupshift - tendency for people to become more extreme on their position than they originally were

Negative mood promotes increased vigilance

Information processing problems

Implicit favorite

Anchoring heuristic

Availability heuristic

Representativeness heuristic

Group-think

Group-shift

Confirmation bias

Groups

Two or more people interacting interdependently for achieve a common goal

• security - spreading the blame
• status
• self-esteem
• power - in numbers; can control others as a group
• goal achievement - need help
• personal development -

Stages of group development

• pre-stage 1
• stage 1 - forming
• stage 2 - storming
• stage 3 - norming
• stage 4 - performing
• stage 5 - adjourning

Groups vs Teams

• Performance: G: individual contributions vs T: individual contributions & collective work products
• Accountability for outcomes rest on: G: individual outcomes vs T: mutual outcomes
• Members are interested in: G: common goals vs T: common goals and commitment to purpose
• Responsive to: G: demands of management vs T: self-imposed demands

When to use teams?

• Use teams when the task/decision is complex and/or very important
• Use teams when a variety of skill sets and competencies are needed
• Use teams for tasks that require creativity and/or innovation ??

Advantages & Disadvantages

Advantages

• make better decisions, products/services
• better information sharing
• increase employee motivation/engagement

Disadvantages

• Individuals better/faster than groups
• Process losses
• Social loafing
  • free-rider: slacks off and lets others do the work
  • sucker: might slack off if others appear to be slacking; match the common percieved effort

Importance of communication

• coordinating work activities
• vehicle for organizational learning
• critical ingredient for decision making
• influencing others - changing their behavior
• employee well-being

Communication Process Model

Choosing a medium

Hierarchy of Richness: Low to high: flyers, memos, computer, telephone, face-to-face

For non-routine ambiguous messages, use the richest possible channel

Non-verbal Communication

• body language
• style of dress
• time

Sending a clear message

• use multiple channels
• be complete and specific
• use personal pronouns
• be congruent
• simplify your language - avoid jargon
• obtain feedback

Active Listening

• sensing - listening to the tone of voice
• attending -
• responding - responding & paraphrasing back

Power provides the potential for influence

Types

• Legitimate: based on title or position
• Referential: based on personal character
• Coercive: based on threat
• Reward: based on rewards
• Expert: based on knowledge

Modern changes due to technology

Access to information

Media

Discretion and visibility

Hanging diplomas etc

Influencing others

Perception of one party's interests being opposed

Good and bad

Good

• Better decisions

Bad

• Wastes time and energy
• Dissatisfaction
• Stress

Individual influences group members toward a goal

Leader creates essential purpose for an organization

Leader vs manager

Leader

• Establish organizational mission
• Strategy
• Manager
  • Implement

Theories

Trait theory

• Weak correlation
  • Traits don't dictate behavior

Behavior theory

• Mutually exclusive aspects
  • Initiating structure ... Toenhance productivity
  • Concern

Contingency theories

• Path-goal theory
  • Leaders make goals clear tohelp followers achieve
  • Four styles -- chosen basedon the situation; is the workroutine or unstructured?What are characteristics ofthe subordinate?
    • Instrumental
    • Supportive
    • Participative
    • Achievement oriented