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UWB_OB_2020_Lec2.pptxLecture 2 Personality
personality.
The relatively stable set of psychological characteristics that influences how one feels, behaves, thinks, & interacts with others/their environment
Determined by both, genetic predisposition & long-term learning history
Personality could change, BUT over long periods of time
Why is such a concept of interest to us in organizations/organizational studies anyways?
personality in OB.
The “person-situation debate” has helped us better understand the role of personality in OB through three approaches:
Dispositional
Situational
Interactionist
Behaviour in organizations is a function of one’s dispositions AND their environment/situation
Environment/organizational system influence behaviours/attitudes
(e.g. only the characteristics of one’s job/tasks will predict their level of job satisfaction or their performance)
Emphasizes personal dispositions & personality dimensions
One’s stable traits & characteristics influence their behaviours/attitudes (i.e. we have a predisposition to act in a certain way & that way ONLY)
fit.
Traits – alone – are not sufficient
there needs to be a suitable trigger/stimulus within the situation
the trigger/stimulus activates trait expression (e.g., in one’s behaviour)
The interactionist approach informs the concept of fit
Exhibits the manifestation of trait activation processes or person-situation interactions in an applied organizational context
Person-Job
Person-Org.
Person-Group
Degree of alignment in values, goals, personality, other characteristics, etc. with one’s immediate team
Degree of alignment in values, goals, personality, other characteristics, etc.
Degree of alignment between demands of the job & one’s KSAO’s
KSAO’s - knowledge, skills, abilities & other attributes
the situation.
The extent to which personality predicts/influences one’s behaviours & attitudes is contingent on the situation & its characteristics
Some situations bring out the best in people & vice versa
Weak
Strong
Structure, norms, rules, roles, contingencies, consequences, etc. are more defined
More boundaries Less room for personality to be expressed & bear influence
Lack of structure, norms, rules, roles, contingencies, consequences, etc.
More room for personality to be expressed & bear influence
big 5 (Five-Factor Model of Personality).
Extraversion
Openness
Neuroticism
Worrying, nervous, emotional, high-strung, temperamental, insecure, self-pitying, impatient, self-conscious, vulnerable
Original, imaginative, creative, broad interests, complex, curious, daring, prefers variety, independent, analytical, liberal, untraditional
Sociable, fun loving, affectionate, friendly, spontaneous, talkative, active, passionate, warm, joiner
Agreeableness
Conscientiousness
Careful, reliable, hardworking, well organized, scrupulous, self disciplined, neat, punctual, practical, deliberate, ambitious, self-reliant, energetic, persevering, intelligent, businesslike, knowledgeable
Good natured, soft hearted, courteous, selfless, helpful, sympathetic, trusting, generous, lenient, forgiving, open minded, flexible, gullible, humble, straightforward, yielding
big 5 – job fit.
Extraversion
Openness
Neuroticism
Negatively shapes interactions with others at work.
Jobs featuring a great deal of creativity, learning, variety & need for intellectual curiosity.
Jobs needing interpersonal interaction & assertiveness, sociability, energy & ambition facilitate success.
Agreeableness
Conscientiousness
Important for the ALL jobs who doesn’t want a hardworking & diligent employee?!
Jobs featuring a great deal of interaction, helping behaviours, cooperation, nurturing & teamwork.
big 5 – employee outcomes.
Extraversion
Openness
Neuroticism
Agreeableness
Conscientiousness
Retention
Unsafe work behaviour
Absenteeism
Job Satisfaction
Team Behaviours
Org. Citizenship Behaviours (OCB)
Career Success
Motivation
Counterproductive Work Behaviours (CWB)
personality & job performance.
Each of the Big 5 predict or relate to job performance differently depending on the job
some personality traits are more influential or relevant for certain jobs (over others).
HOWEVER! Conscientiousness is the STRONGEST predictor of job performance across ALL occupations!
Bear 🐻 in mind…
personality by itself does not “paint the full picture” it cannot fully predict job performance
As a practitioner, you should make sure you are collecting other information surrounding job applicants that could help you build a more complete picture
dark personality.
Personality traits that are socially deemed to be undesirable or aversive yet have adaptive value (help us get ahead)
Fall within a normal range of functioning – for the longest time it was thought that narcissism & psychopathy only exist at clinical levels
Their expression is facilitated by charm, assertiveness, impression management & leadership
Help us better understand personal motives/goals/interests
Narcissism
Psychopathy
Machiavellianism
Impulsivity, Lack of regard/concern
Value in manipulation, Cynicism, Expediency over principle
Inflated views of oneself,
Desire for control/ success, Need for admiration
Not receptive to criticism, Respond aggressively when undermined, Don’t compromise
Skilled at impression management, Exploitative, Aversive behaviours, Lack emotional depth, Charismatic
Unethical, Not skilled at maintaining good interpersonal relations, Overestimate their own emotional intelligence, Prefer a lack of structure
other characteristics/traits.
Locus of Control (Internal vs. External)
Degree of accountability for one’s own behaviour
Beliefs about whether my behaviours/outcomes are controlled by myself or by the situation/environment
Do I have control & power over my own outcomes (life)? Or do external factors overpower?
Internals tend to: be more in control, realize greater success, take initiative, be highly motivated, experience work more positively & report better health/well-being
Affectivity (Positive vs. Negative)
Degree to which one experiences more positive (vs. negative) moods
Moods impact behaviour
other characteristics/traits.
Self-Esteem
Degree to which one has positive feelings about oneself
Is my self-evaluation high or low?
What informs or predicts one’s self-esteem level?
What are some outcomes employees high (vs. low) in self-esteem could exhibit in the workplace?
Self-Efficacy
Degree to which one believes they can perform a task successfully
Specific to the task/job (i.e., not the same across all domains)
Why do employees high in self-efficacy report greater job performance?
other characteristics/traits.
Self-Monitoring
The degree to which one observes & regulates one’s behaviours & how they appear in social environments/situations
High self-monitors are very much so in tune with how they conduct themselves & how they are being perceived by others
Generally, high self-monitors enjoy career success & others perceive them as “go-to” individuals
Are there any negatives though?
Sources: McCrae, R. R., & Costa, P. T. (1987). Validation of the five-factor model of personality across instruments and observers. Journal of personality and social psychology, 52(1), 81. “Personality and Learning.” Organizational Behaviour, by Gary Johns and Alan Saks, Prentice Hall, 2017, pp. 2–43. “Understanding People at Work: Individual Differences and Perception ”Organizational Behavior, University of Minnesota Libraries Publishing, 2017, pp. 85–127. retrieved from: https://doi.org/10.24926/8668.1501
