3 questions
ABK
3.ValuesAttitudesEmotionsCulturePart1-9.10.18-K1.pptxCh. 3: Values, Attitudes, Emotions, & Culture: The Manager as a Person- Part 1
Maryana Arvan, M.A.
9/9/2018
Overview
Case Study 1
Personality
The Five Factor Model / “The Big Five”
Other personality traits
Attitudes about work (job attitudes)
Feelings at work
Moods and emotions
Case Study 1
Due on Monday September 17th at 4:00 PM in Blackboard
Must be submitted in Word document format
No late assignments will be accepted
Rubric and directions are available in Blackboard
“The People Make the Place”
Organizations are made up of people. The way an organization functions is affected by the unique attributes of its members:
Personality
Job attitudes
Emotions
Values
Managers’ unique attributes are particularly important in shaping an organization (especially top managers), but every employee plays a role in the overall picture.
Managers (especially top managers) are responsible for:
Creating, communicating, and maintaining an organizational culture
Attracting (and retaining) employees who will “fit” with the organizational culture in terms of personality, values, norms, etc.
Let’s take a short quiz….
Indicate how accurately the each statement describes you.
1= Very inaccurate, 2= Moderately inaccurate, 3= Neutral, 4= Moderately accurate, 5= Very accurate
Am interested in people.
Have a rich vocabulary
Am always prepared.
Am not really interested in others.
Leave my belongings around.
Am the life of the party.
Have difficulty understanding abstract ideas.
Sympathize with others’ feelings.
Don’t talk a lot.
Pay attention to details.
Let’s take a short quiz….
Indicate how accurately the each statement describes you.
1= Very inaccurate, 2= Moderately inaccurate, 3= Neutral, 4= Moderately accurate, 5= Very accurate
11. Have a vivid imagination.
12. Insult people.
13. Make a mess of things.
14. Feel comfortable around people.
15. Am not interested in abstract ideas.
16. Have a soft heart.
17. Get chores done right away.
18. Keep in the background.
19. Have excellent ideas.
20. Start conversations.
Let’s take a short quiz….
Indicate how accurately the each statement describes you.
1= Very inaccurate, 2= Moderately inaccurate, 3= Neutral, 4= Moderately accurate, 5= Very accurate
21. Am not interested in other people’s problems.
22. Often forget to put things back in their proper place.
23. Have little to say.
24. Do not have a good imagination.
25. Take time out for others.
26. Like order.
27. Talk to a lot of different people at parties.
28. Am quick to understand things.
29. Feel little concern for others.
30. Shirk my duties.
Let’s take a short quiz….
Indicate how accurately the each statement describes you.
1= Very inaccurate, 2= Moderately inaccurate, 3= Neutral, 4= Moderately accurate, 5= Very accurate
31. Don’t like to draw attention to myself.
32. Use difficult words.
33. Feel others’ emotions.
34. Follow a schedule.
35. Spend time reflecting on things.
36. Don’t mind being the center of attention.
37. Make people feel at ease.
38. Am exacting in my work.
39. Am quiet around strangers.
40. Am full of ideas.
Let’s take a short quiz…
Indicate how accurately the each statement describes you.
1= Very inaccurate, 2= Moderately inaccurate, 3= Neutral, 4= Moderately accurate, 5= Very accurate
41. Often feel blue
42. Dislike myself.
43. Am often down in the dumps.
44. Have frequent mood swings.
45. Panic easily.
46. Rarely get irritated.
47. Seldom feel blue.
48. Feel comfortable with myself.
49. Am not easily bothered by things.
50. Am very pleased with myself.
Calculate your scores!
E: Add your answers to 6, 9*,14, 18*, 20, 23*, 27, 31*, 36, 39*
A: Add your answers to 1, 4*, 8, 12*, 16, 21*, 25, 29*, 33, 37
C: Add your answers to 3, 5*, 10, 13*, 17,22*, 26, 30*, 34, 38
O: Add your answers to 2, 7*, 11, 15*, 19, 24*, 28, 32, 35, 40
N: Add your answers to 41*, 42*, 43*, 44*, 45*, 46, 47, 48, 49, 50
-First, go to the questions with asterisks. Recalculate your scores: 1= 5, 2= 4, 3= 3 (no change), 4=2, 5=1
-Then add your scores.
Why do we measure personality?
Hiring decisions
13-18% of employers; a majority of Fortune 500 companies
Understanding / predicting people’s behavior in organizations*
Why do managers and employees behave the ways they do?
Which roles and tasks fit which employees best? (Who is better in a leadership role? Who is better in a customer-facing role?)
Military selection
Screening U.S. Army recruits for higher adaptability/ performance
Online dating
Diagnosis of personality disorders
References: siop.org, shrm.org
Understanding / predicting people’s behavior what we’re going to be focusing on.
Using personality for hiring decisions is within the purview of human resource management.
Military selection is also an HRM topic; teams of industrial psychologists help the military put together their screening instruments.
Importantly, there is a difference between normal personality and psychopathology. Oftentimes when you think about measuring personality, you think about measuring people with personality disorders (e.g., psychopathy, narcissism, etc.). But HRM / OB specialists / I-O psychologists do not deal with abnormal personality or psychopathology. We are interested in normal personality traits- ways to describe every individual’s personality, a vast majority of whom do not suffer from personality disorders.
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Personality
Enduring tendencies to feel, think, and act in certain ways
Traits, not states
Personality interacts with the situation to influence behavior
Manager’s personalities influence their behavior and their approach to managing people and resources
The Five Factor Model (FFM)
Acronym: “OCEAN”
Openness to New Experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism / Negative Affectivity
It has been replicated in dozens of cultures and appears to be relatively universal.
The FFM is the most widely accepted model of personality among personality psychologists.
Several very high-quality measures of the FFM
Makes it easy for companies to measure the personality of potential employees
References: McCrae & Terracciano (2005), Goldberg (1999), Goldberg (1993)
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Personality (2)
Personality exists on a continuum
Typologies such as the Myers-Briggs are NOT good measures of personality.
Our best model of personality: The “Big Five”
We can describe managers (and employees’) personalities by determining which point on each of the following dimensions best characterizes the individual in question.
If you use the Myers-Briggs for real-world employment decisions (e.g., selecting employees), you could face a lawsuit. It’s not a legally defensible test because it has serious psychometrics problems.
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Extraversion (E)
The tendency to be gregarious, energetic, and experience positive emotions and moods
Managers who are high on extraversion tend to be sociable, assertive, outgoing, friendly, and assertive.
Predicts managerial performance & sales performance
Example items:
I am dominant, forceful, and assertive. (+)
I often feel uncomfortable around others. (-)
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Neuroticism / Negative Affectivity (N)
The tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others.
Managers who are high on neuroticism are emotionally reactive. They often feel frustrated and dissatisfied, and tend to be pessimistic
Predictor of job performance across all occupations (-)
Example items:
I get upset easily. (+)
I am relaxed most of the time (–)
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- Neuroticism is negatively related to job performance across all occupations; however, the correlation is modest in size. It’s not a huge effect size.
In general, it’s easier to form positive working relationships with managers who are low in negative affectivity / neuroticism.
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Agreeableness
Tendency to get along well with others, and be concerned about cooperation and social harmony.
Managers who are high in agreeableness are likable, warm, and tend to care about other people.
Agreeableness predicts performance in jobs where helping, nurturing, and cooperating with others is important (human service jobs; jobs with heavy teamwork)
Example items
I sympathize with others’ feelings. (+)
I’m not interested in other people’s problems. (–)
Keep in mind that in some occupations, too much agreement can be a negative thing. Also, some managerial jobs (e.g., drill sergeants) require a low level of agreeableness.
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Conscientiousness
Tendency to be careful, self-disciplined, persevering
Managers high on conscientiousness are organized, scrupulous, and achievement striving.
Predicts job performance across a wide range of jobs for both managers and employees; important for entrepreneurs, too
Example items
I am exacting in my work. (+)
Over the years I’ve done some pretty reckless things. (–)
THE most important personality variable in predicting performance.
Conscientiousness can be broken down into facets (e.g., orderliness, achievement striving, deliberation), some of which predict performance more than others.
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Openness to Experience
Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, take risks
Managers who are high in openness to experience may be especially likely to take risks and be innovative in their planning and decision making.
Predicts performance in jobs that require creativity and the ability to adapt to change
Example items:
I spend time reflecting on things. (+)
On a vacation, I prefer to go back to a tried & true spot. (-)
Those high in openness tend to be more curious, imaginative, playful, and artistically inclined than others.
Managers who are low in this trait may be less prone to take risks and be more conservative in their planning and decision making.
Importantly, in some managerial positions, it is good to be low in risk taking. For instance,
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How do you stack up on the FFM?
Norms from a recent sample of U.S. college students: (74% female)
There are modest gender differences
Men score lower in neuroticism, agreeableness
From Jones (2014)
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Assessing U.S. Presidents Using the FFM (Rubenzer et al. 2000)
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Why care about the FFM?
It predicts key outcomes for companies
General job performance (high C), leadership emergence (high E), creative performance (high O), job satisfaction (low N), service performance (high A)
Although there are trends, successful managers and employees can occupy a variety of positions on the Big 5 personality trait continua
Whether a trait is effective or ineffective often depends
It helps managers to be aware of (1) their own and (2) their employees’ personality traits
Understanding personality traits can shed light on how managers behave and on their approach to planning, leading, organizing, and controlling
When you understand and appreciate the fundamental ways people differ from one another on personality, it can help you work together more effectively
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How do we know which personality traits are important for a given job?
Can get some insight into this question from subject matter experts (SMEs)- people who are experts about the job (usually job incumbents)
O*NET: Online source of job analysis information
Sponsored by the U.S. Department of Labor
Provides in-depth information on roughly 1k occupations
Some of this information can be used to infer some of the personality traits that are critical on the job (e.g., work activities, work styles)
O*NET demonstration
O*NET demonstration
Type “Psychiatrist” in the Occupation Quick Search bar
Click on “Psychiatrists”
Using the Summary tab at the top, click on:
“Work Activities” to see the central / critical activities performed in these occupations (rated by SMEs)
“Work Styles” to see the work styles required by people in these occupations (rated by SMEs)
This information can give us a sense of the types of personality traits that are especially important in the job
In-class activity
Get into groups of 3-4 people
Choose an occupation
Look it up on O*NET
Find its most critical / central work activities and required work styles
Using this information, choose 1-2 personality traits that you think are the most important for employees in that occupation to have.
Justify your answer(s) in full-sentence format.
Write down your answers on a piece of paper
Make sure your names are clearly written at the top
Other personality traits
Internal locus of control (LOC)
The tendency to locate responsibility for one’s fate within oneself, and see one’s own actions and behaviors as decisive determinants of important outcomes
Predicts performance across a wide range of jobs
Especially critical for managerial effectiveness
Helps ensure ethical behaviors and decision-making
External LOC
The tendency to locate responsibility for one’s fate in outside forces, and to believe one’s own behavior has little impact on outcomes
Tend to not intervene to try to change situations
Other personality traits (2)
Emotional intelligence (EI)
The ability to understand and manage one’s own emotions and the moods and emotions of others
A compound of certain personality traits (e.g., low N) and general cognitive ability
“I always know my friends’ emotions from their behavior.”
“I have good control of my own emotions.”
Managers with a high level of EI:
More likely to understand how they are feeling and why
More able to effectively manage their feelings so that they do not get in the way of effective decision making
More able to understand and relate well to other people
EU
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Attitudes about / feelings at work
Job attitudes: a relatively stable collection of feelings and beliefs about a target.
Job satisfaction
Organizational commitment
Feelings at work: relatively short-term
Moods
Emotions
These job attitudes and emotions / moods influence your behaviors at work and key personal and company outcomes
Job satisfaction
A collection of feelings and beliefs (thoughts) that individuals have about their current jobs
Managers and employees high on job satisfaction:
Believe their jobs have many desirable features or characteristics
Believe they are fairly treated
Enjoy what they do
In general, upper-level managers tend to be more satisfied with their jobs than entry-level employees
Talk to a partner (or two)!
Consider the statement “All in all, I am satisfied with my job.”
Imagine that people can strongly disagree, disagree, feel neutral, agree, or strongly agree.
What do you think are the top 3 factors that would play into how an employee (or perhaps you, if you have a job) would respond to that item?
Share your results with a partner.
Facet-based job satisfaction
Common facets in order of importance to overall job satisfaction
Nature of work
Supervision
Coworkers
Fringe benefits
Communication
Working conditions
Promotion opportunities
Pay (last!)
Did your reasons align with these?
Cultural differences in JS
Most satisfied
(#1) Canada
Sweden
Israel
Estonia
India
U.S.
Most dissatisfied
(#1) England
Japan
Hong Kong
China
South Africa
This slide is just for fun! Will not test you on this.
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JS and cultural dimensions
Individualism/Collectivism
Degree to which people in a country prefer to act as individuals rather than as members of groups
Individualism: Australia, Canada, UK higher JS
Collectivism: China, Korea; Ecuador, Guatemala lower JS
Power distance
Extent to which a society accepts the fact that power in institutions and organizations is distributed unequally due to differences in heritage, individuals’ capabilities
High power distance lower JS
Low power distance higher JS
Organizational commitment
The collection of feelings and beliefs that individuals have about their organization as a whole
Employees and managers who have high organizational commitment:
Believe in what their organizations are doing
Are proud of what their organizations stand for
Are more likely to go above and beyond the call of duty
Are less likely to quit
