MHR 405 Chapter 3: Chapter 3

• School: Ryerson University
• Department: Human Resources
• Course: MHR 405
• Professor: David Chalmers

Document Summary

Self-concept: a(cid:374) i(cid:374)di(cid:448)idual"s self-beliefs and self-e(cid:448)aluatio(cid:374)s. it"s the (cid:862)who a(cid:373) i? (cid:863) a(cid:374)d (cid:862)ho(cid:449) do i feel a(cid:271)out (cid:373)(cid:455)self? (cid:863) Self-concepts vary in their complexity, consistency and clarity: complexity: have varying degrees of complexity that is the number of distinct and important roles or identities that people perceive about themselves. Complexity is determined not only by the number of selves but also by the separation of those selves. Low-concept is when most important identities are highly interconnected such as when they are all work-related (manager, engineer, family income-earner). Cla(cid:396)it(cid:455) o(cid:272)(cid:272)u(cid:396)s (cid:449)he(cid:374) (cid:449)e a(cid:396)e (cid:272)o(cid:374)fide(cid:374)t a(cid:271)out (cid:862)(cid:449)ho (cid:449)e a(cid:396)e(cid:863), (cid:272)a(cid:374) des(cid:272)(cid:396)i(cid:271)e ou(cid:396) i(cid:373)po(cid:396)ta(cid:374)t ide(cid:374)tities to others, and provide the same description of ourselves across time. Self-concept clarity increases with age as well as with the consiste(cid:374)(cid:272)(cid:455) of the pe(cid:396)so(cid:374)"s (cid:373)ultiple sel(cid:448)es. Self-concept complexity, consistency and clarity have varied effects on behaviour and performance. Low complexity tend to have lower absenteeism and turnover.