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Chapter 2

Chapter 2 Notes

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University of Toronto Scarborough
Management (MGH)

Chapter 2 Personality orthogonal to cognitive ability - stable psychological characteristics influence the way interact, feel, behave - use for selection promotion and development - has the strongest effect(a strong predictor of behaviour) in weak situations (weak reinforcement) Dispositional approach possess stable traits influence their attitudes - behave in certain ways Situational approach rewardspunishment influence peoples behaviour - characteristics of work predict job satisfaction Interactionish approach appreciate the advantages of employee diversity - person factors x environmental factors = behaviour Five-Factor Model of Personality - extraversion: sociable vs. withdrawn, shy - emotional stabilityneuroticism: stable, confident vs. depressed, anxious - agreeableness: tolerant, forgiving, cooperative vs. coldrude - conscientiousness: dependable, responsible vs. careless, impulsive - openness to experience: curious, original vs. dull, unimaginative High self-monitors take great care to observe and control the images that they project - concern for socially, gravitate to jobs, more involve, leader, perform better, more role stress, less commitment, more promotion, no ambiguous social settings, no unfamiliar cultures Competency (job) global measure of knowledge, skills, personality and motivation required for success self-report quick, efficient - reflect social desirability bias e.g. never gossip at work projective tests project own thoughts and feelings onto ambiguous stimuli - lack of reliability, validity and depence on subjective interpretation observational techniques always used in interview - depend on the observe person to rate - situational Personality tests avoid 1) cant predict job performance 2) expertise needed to interpret 3) legal implication (try to make prediction about performance) 4) faking good www.notesolution.com
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