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KiniOB2e_C03_Final.pptxCHAPTER 3
Individual Differences and Emotions
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Major Questions You Should Be Able to Answer
3.1 How does understanding the relative stability of individual differences benefit me?
3.2 How do multiple intelligences affect my performance?
3.3 How does my personality affect my performance at school and work?
3.4 How do self-evaluations affect my performance at work?
3.5 What is emotional intelligence and how does it help me?
3.6 How can understanding emotions make me more effective at work?
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How Does Who I Am Affect My Performance?
We all differ along a vast number of personal attributes.
How we differ has been shown to influence how we approach each of the following:
Work
Solving problems
Conflict
Interactions with co-workers
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The Differences Matter
Which individual differences do you think managers can influence?
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Test Your OB Knowledge (1 of 6)
Maria is a manager for Greens and Grits. Maria would like to improve job satisfaction for her employees. She can accomplish this by implementing different policies dealing with
personality.
intelligence.
cognitive ability.
emotions and attitudes.
All of the above.
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The answer is D. Emotions and attitudes, as these are relatively flexible.
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Intelligence: There Is More to the Story Than IQ (1 of 2)
Gardner’s theory of multiple intelligences (MI)
Linguistic
Logical-mathematical
Musical
Bodily-kinesthetic
Spatial
Interpersonal
Intrapersonal
Naturalist
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Howard Gardner, a professor at Harvard’s Graduate School of Education, investigated this issue for years and summarized his findings in his 1983 book Frames of Mind: The Theory of Multiple Intelligences.
The eight different intelligences he identified include not only mental abilities, but social and physical abilities and skills as well.
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Intelligence: There Is More to the Story than IQ (2 of 2)
We also have practical intelligence
The ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments
We all have strengths and weakness, so knowledge of our intelligences may help in
Choosing a career or selecting the best candidate
Development of ourselves or others
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Practical intelligence is the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments.
It involves changing oneself to suit the environment (adaptation), changing the environment to suit one’s needs or desires, (shaping), or finding a new environment within which to work (selection). One uses these skills to:
Manage oneself
Manage others
Manage tasks
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Test Your OB Knowledge (2 of 6)
George does not score particularly well on standard IQ tests yet he has a unique ability to deal with complex interpersonal situations. What would explain this phenomenon?
practical intelligence
multiple intelligences
reasoning ability
emotions and attitude
gender.
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The answer is B. Multiple intelligences, as multiple intelligences addresses interpersonal and intrapersonal intelligence.
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The Big 5 Personality Dimensions
The combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities
Extroversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience
Comprised of five dimensions
What is Personality?
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Personality is defined as the combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities.
These characteristics or traits—including how one looks, thinks, acts, and feels—are the product of interacting genetic and environmental influences and are stable over time and across situations and cultures.
Personality is a person input in the organizing framework.
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What Does It Mean to Have a Proactive Personality?
You’re someone who is relatively unconstrained by situational forces and who affects environmental change.
You’re someone who identifies opportunities and acts on them.
The many benefits
Increased job performance
Higher job satisfaction
Higher affective commitment
Entrepreneurial
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Personality and Performance (1 of 2)
The strongest effects result when when both you and your manager have proactive personalities.
Conscientiousness has the overall strongest effect on job performance.
Extroversion has a smaller positive effect on job performance.
Those higher on agreeableness are more likely to seek new opportunities.
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Personality and Performance (2 of 2)
The problem with workplace personality tests
Pre- and post-hire personality testing is fairly common
However, most personality test are not valid predictors of job performance, and here’s why
Test takers do not describe themselves accurately (faking).
Tests are bought off the shelf and given by untrained employees.
Personality tests are meant to measure personality, not what individual differences are needed to perform a particular job.
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Despite their widespread use, a panel of industrial-organizational psychologists concluded that the typical personality test is not a valid predictor of job performance.
One reason might be that many test-takers don’t describe themselves accurately but instead try to guess what answers the employer is looking for.
Another reason for the dismal results is that such tests are typically bought off the shelf and often given indiscriminately by people who aren’t trained or qualified.
While rigorous research shows that personality actually is related to performance, the effects are small. Moreover, and more importantly perhaps, the fact is that personality tests are designed to measure personality, not what individual differences are needed to perform at a high level in a particular job.
This means that managers need different and better ways to measure personality if they want to select employees based on performance-conducive personality traits.
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Test Your OB Knowledge (3 of 6)
Martha would like to hire employees who will be strong performers in her organization. Which of the Big Five personality dimensions should she try to make sure the new employees score high on?
extraversion
agreeableness
conscientiousness
emotional stability
openness to experience
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The answer is C. Conscientousness. Those scoring high on conscientiousness have a strong sense of purpose, obligation, and persistence and generally perform better.
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Core Self-Evaluations and Your Performance
Core self-evaluations (CSEs)
A broad personality trait comprised of four narrow and positive individual traits
Generalized self-efficacy
Self esteem
Locus of control
Emotional stability
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A narrow concepts perspective enables you to more precisely describe individuals.
People with high core self-evaluations see themselves as capable and effective.
Core self-evaluations (CSEs) represent a broad personality trait comprised of four narrower and positive individual traits
Generalized self-efficacy
Self-esteem
Locus of control
Emotional stability
CSEs have desirable effects on outcomes such as increased job performance, job and life satisfaction, motivation, organizational citizenship behaviors, and better adjustment to international assignments.
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How Self-Efficacy Works
Self-efficacy is a belief about your chances of successfully accomplishing a specific task.
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Self-Esteem and Your Performance
Self-esteem is a general belief about your self-worth.
It is relatively stable across your lifetime but it can be improved.
Best to apply yourself to areas or goals that are important to you.
Why? In those areas your motivation will likely be highest and presumably you’ll work the hardest
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Self-esteem is your general belief about your own self-worth.
Personal achievements and praise tend to bolster one’s self-esteem, while prolonged unemployment and destructive feedback tend to erode it.
Self-esteem is measured by having people indicate their agreement or disagreement with both positive and negative statements about themselves.
Those who agree with the positive statements and disagree with the negative statements have high self-esteem. They see themselves as worthwhile, capable, and accepted. People with low self-esteem view themselves in negative terms. They do not feel good about themselves and are hampered by self-doubts.
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Locus of Control and My Performance (1 of 2)
Locus of Control describes how much personal responsibility someone takes for their behavior and its consequences.
I make things happen.
I can determine my future.
I accept personal responsibility for failures.
Things happen to me.
I blame others for failures.
I can’t control the future.
External Locus of Control
Internal Locus of Control
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Locus of control is a relatively stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences.
People tend to attribute the causes of their behavior primarily to either themselves or environmental factors.
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Locus of Control and My Performance (2 of 2)
In the workplace
Higher motivation
Higher expectations
Exert more effort when given difficult tasks
More anxious
Earn less, receive smaller raises
Less motivated by incentives
External Locus of Control
Internal Locus of Control
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Locus of control is a relatively stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences.
People tend to attribute the causes of their behavior primarily to either themselves or environmental factors.
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Emotional Stability and My Performance
Linked to
Relaxed
Secure
Unworried
Less likely to experience negative emotions under pressure
Higher job performance
More organizational citizenship behaviors
Few counter-productive work behaviors
People High in Emotional Stability Tend to be:
What is Emotional Stability?
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Individuals with high levels of emotional stability tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure.
In contrast, if you have low levels of emotional stability you are prone to anxiety and tend to view the world negatively.
How is this knowledge useful at work?
Employees with high levels of emotional stability have been found to
Have higher job performance, perform more organizational citizenship behaviors: OCBs—going above and beyond one’s job responsibilities.
Exhibit fewer counterproductive work behaviors: CWBs—undermining your own or others’ work.
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Test Your OB Knowledge (4 of 6)
Joe was terminated from his job and believed the reason was his boss did not like him and his hard work was not appreciated. Joe likely has
high emotional stability.
an internal locus of control.
low self-efficacy.
an external locus of control.
low self-esteem.
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The answer is D. An external locus of control. Joe is blaming his termination on his boss instead of himself.
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The Value of Being Emotionally Intelligent
Emotional intelligence (EI)
The ability to monitor one’s own emotions and those of others, to discriminate among them, and to use this information to guide one’s thinking and actions
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Emotional intelligence is the ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide one’s thinking and actions.
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Key Components of Emotional Intelligence
Personal Competence
Self-awareness
Self-management
Social Competence
Social awareness
Relationship management
Benefits/Drawbacks of EI
Better social relationships
Greater well-being
Increased satisfaction
No clear link to improved job performance
Research remains unclear
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Referred to by some as EI (used in this book) and others as EQ, emotional intelligence is a mixture of personality and emotions and has four key components
1. Self-awareness
2. Self-management
3. Social awareness
4. Relationship management
The first two constitute personal competence and the second two feed into social competence.
EI has been linked to better social relationships, well-being, and satisfaction across ages and contexts, including work.
Considered together, the results of EI research are mixed. To date, the research just isn’t clear.
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Emotions and Performance
What are emotions?
Emotions are complex, relatively brief responses aimed at a particular person, information, experience, or event.
Emotions can change our psychological and physiological states.
There are both positive and negative emotions plus past versus future emotions.
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Emotions are complex, relatively brief responses aimed at a particular target, such as a person, information, experience, event, or nonevent. They also can change psychological and physiological states.
Importantly, researchers draw a distinction between felt and displayed emotions. For example, if your boss screams at you when she’s angry you might feel threatened or fearful (felt emotion). You might keep your feelings to yourself or begin to cry (either response is the displayed emotion). The boss might feel alarmed (felt emotion) by your tears but could react constructively (displayed emotion) by asking if you’d like to talk about the situation when you feel calmer.
Emotions also motivate your behavior and are an important means for communicating with others.
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Managing Emotions at Work
Anger
People are angry about what happened or did not happen in the past.
Anger is a “backward-looking” or retrospective emotion.
Fear
People are afraid of things that might happen in the future.
Fear is a “forward-looking” or prospective emotion.
Knowing this, managers can guide their own actions as to how they communicate with employees knowing their reactions to events.
But, organizations have emotion display norms, or rules that dictate which types of emotions are expected and appropriate for their members to show.
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Test Your OB Knowledge (5 of 6)
Liu has a goal to work hard and eventually apply for a promotion at the Great Grain Company. Liu is most likely to exhibit positive emotions if
the emotions are congruent with his goal.
he has emotional intelligence.
the emotions are incongruent with his goal.
he feels inadequate.
he had a bad experience being promoted at his former company.
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The answer is A. The emotions are congruent with his goal. The emotions are positive if they are congruent (or consistent) with his goal.
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Test Your OB Knowledge (6 of 6)
Jessica would like to be a best-selling author. She studied OB and knows this will take at least 10,000 hours of deliberate practice. Jessica should do all of the following EXCEPT
identify aspects of performance that need improvement.
get a coach to receive feedback.
study other writers and their works.
take breaks to maintain concentration.
only practice as long as it remains fun.
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The answer is E. Only practice as long as it remains fun. Deliberate practice requires us to focus on things we are not good at doing. It would be more fun to repeat behaviors or activities at which we excel.
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Individual Differences: Putting It All in Context
Figure 3.6 Organizing Framework for Understanding and Applying OB
Jump to Appendix 3 for description
Copyright 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
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Appendix 1 The Differences Matter
Organizational, Internal Context
Important individual differences at work, moving from relatively fixed to relatively flexible:
Intelligence
Cognitive abilities
Personality
Core self-evaluations
Self-efficacy
Self-esteem
Locus of control
Emotional stability
Attitudes
Emotions
Individual level work outcomes would be job performance, job satisfaction, turnover, organizational citizenship behaviors, and counterproductive work behaviors.
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Appendix 2 How Self-Efficacy Works
The graphic outlines how self-efficacy works:
Sources of self-efficacy beliefs
Prior experience
Behavior models
Persuasion from others
Assessment of physical and emotional state
Feedback, self-efficacy beliefs
High: “I know I can do this job.”
Low: “I don’t think I can get the job done.”
Behavioral patterns under the high feedback: Be active, select best opportunities. Manage the situation, avoid or neutralize obstacles. Set goals, establish standards. Plan, prepare, practice. Try hard, preserve. Creatively solve problems. Learn from setbacks. Visualize success. Limit stress. This behavior can lead to success.
Behavioral patterns under the low self-efficacy: Be passive. Avoid difficult tasks. Develop weak aspirations and low commitment. Focus on personal deficiencies. Don’t even try, make a weak effort. Quit or become discouraged because of setbacks. Blame setbacks on lack of ability or bad luck. Worry, experience stress, become depressed. Think of excuses for failing. This behavior leads to failure.
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Appendix 3 Organizing Framework for Understanding and Applying OB
The graphic shows the relationship between the three categories Inputs, Process, and Outcomes.
Inputs
Person Factors
Intelligences
Personality
Proactive personality
Core self-evaluation
Self-efficacy
Locus of control
Self-esteem
Emotional intelligence
Situation Factors
Leads to
Processes
Individual Level
Emotions
Group/Team Level
Group/team dynamics
Organizational Level
Leads to
Outcomes
Individual Level
Task performance
Work attitudes
Well-being/flourishing
Turnover
Career outcomes
Group/Team Level
Group/team performance
Group satisfaction
Organizational Level
Financial performance
Survival
Reputation
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