MGCR 222 Chapter Notes - Chapter 4: Masculinity, Organizational Culture, Job Satisfaction

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18 Feb 2013
MGCR222 Chapter 4 Notes: Personality and Values
Personality sum total of ways in which an individual reacts to and interacts with others; useful in hiring decisions and
helps managers forecast who is best for a job
Most common way to measure personality is through self-report surveys
Observer-ratings surveys provide an independent assessment of personality often better predictors
Heredity factors determined at conception
People’s dependability tends to increase over time
Everyone tends to change by the same amount, so their rank order stays roughly the same
Personality is more changeable in adolescents and more stable among adults
Personality traits characteristics exhibited in a large number of situations; the more consistent the characteristic over
time, and the more frequently it occurs in diverse situations, the more important that trait is in describing the individual
Myers-Briggs Type Indicator
Extraverted vs. introverted extraverts are outgoing, sociable and assertive. Introverts are quiet and shy
Sensing vs. intuitive sensing types are practical and prefer routine and order. They focus on details. Intuitives
rely on unconscious processes and look at the big picture
Thinking vs. feeling thinking types use reason and logic to handle problems. Feeling types rely on their personal
values and emotions
Judging vs. perceiving judging types want control and prefer their world to be ordered and structured.
Perceiving types are flexible and spontaneous
One problem that it forces a person into either one type or another
Can be a valuable tool for increasing self-awareness and providing career guidance; results tend to be unrelated to
job performance, so managers should not use it as a selection tool
Big Five Personality Model
Extraversion captures our comfort level with relationships. Extraverts tend to be gregarious, assertive, and
sociable. Introverts tend to be reserved, timid, and quiet. Defined by better interpersonal skills, greater social
dominance, more emotionally expressive. Leads to higher performance, enhanced leadership, and higher job &
life satisfaction
Agreeableness refers to an individual’s propensity to defer to others. Highly agreeable people are cooperative,
warm, and trusting. People who score low are cold, disagreeable, and antagonistic. Defined by better liked, more
compliant and conforming. Leads to higher performance, lower levels of deviant behaviour
Conscientiousness measure of reliability. A highly conscientious person is responsible, organized, dependable,
and persistent. Those who score low are easily distracted, disorganized, and unreliable. Defined by greater effort
& persistence, more drive and discipline, better organized & planning. Leads to higher performance, enhanced
leadership, greater longevity
Emotional stability taps a person’s ability to withstand stress. People with positive emotional stability tend to be
calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and
insecure. Defined by less negative thinking and fewer negative emotions, less hyper-vigilant. Leads to higher job
& life satisfaction, lower stress levels
Openness to experience addresses range of interests and fascination with novelty. Extremely open people are
creative, curious, and artistically sensitive. Those at the other end are conventional and find comfort in the
familiar. Defined by increased learning, more creative, more flexible & autonomous. Leads to training
performance, enhanced leadership, more adaptable to change
Highly conscientious people develop more job knowledge, exert greater effort, and have better performance
Emotional stability is related to job satisfaction
Extroverts tend to be happier in their jobs and have good social skills
Open people are more creative and can be good leaders
Agreeable people are good in social settings
Core Self-Evaluations
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