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MHR 405 CH2 Notes Lec 4.docx

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Ryerson University
Human Resources
MHR 405
Robin Church

Lecture 4 MHR 405-Chapter 2 Motivation: The forces within a person that affect his or her direction, intensity and persistence of voluntary behaviour Figure 2.1 Ability: The natural aptitudes and learned capabilities required to successfully complete a task Competencies: Skills, knowledge, aptitudes, and other personal characteristics that lead to superior performance Role Perceptions: The extent to which people understand the job duties (roles) assigned to or expected of them Figure 2.2 Explained Figure 1.2 Organizational Citizenship Behaviours (OCBs): Various forms of cooperation and helpfulness to others that support the organizations social and psychological context. Counterproductive work Behaviours (CWBs): Voluntary behaviours that have the potential to directly or indirectly harm the organization Presenteeism: Attending scheduled work when one’s capacity to perform is significantly diminished by illness or other factors Personality: the relatively enduring pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological processes behind those characteristics. Lecture 4 Relatively enduring pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological processes behind those characteristics  External traits – observable behaviors  Internal states – thoughts, values, etc. inferred from behaviors  Some variability, adjust to suit the situation Influenced by Nature  Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament  Minnesota studies – twins had similar personalities Influenced by Nurture  Socialization, life experiences, learning  Personality stabilizes throughout adolescence  Executive function steers behaviour guided by our self-concept Five-Factor model (FFM): The five abstract dimensions representing most personality traits: conscientiousness, agreeableness, neuroticism, openness to experience, and extroversion Conscientiousness: A personality dimension describing people who are careful, dependable, and self- disciplined (Below is also part of emotional Stability) Motivational components of personality Strongest personality predictors of performance Neuroticism: A personality dimension describing people with high levels of anxiety, hostility, depression and self-consciousness Extroversion: A personality dimension describing people who are outgoing, talkative, sociable, & assertive. Linked to performance in sales and management Related to social interaction and persuasion Agreeableness Effective in jobs requiring cooperation and helpfulness Openness to Experience Linked to higher creativity and adaptability to change Lecture 4 Swiss psychiatrist Carl Jung Identifies preferences for perceiving the environment and obtaining/processing information commonly measured by Myers-Briggs Type Indicator (MBTI) Myers- Briggs type indicator (MBTI): An instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information. Extroversion Versus Introversion  Similar to five-factor dimension Perceiving Information  Sensing – uses senses, factual, quantitative  Intuition – uses insight, subjective experience Judging (Making Decisions)  Thinking – rational logic, systematic data collection Feeling – influenced by emotions, how choices affect others Orientation toward the External World  Perceiving – flexible, spontaneous, keeps options open  Judging – order and structure Caveats about Personality Testing 1. Poorer predictor than other selection tests 2. Assumes “more is better”, but high traits can be less than ideal, too 3. Self-report scales, subject to bias 4. Might convey unfavorable image Lecture 4 Values in the workplace  Stable, evaluative beliefs that guide our preferences  Define right or wrong, good or bad  Value system - hierarchy of values Openness to Change -Motivation to pursue innovative ways Conservation -Motivation to preserve the status quo
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