MGHB02H3 Chapter Notes - Chapter 2.1-2.5: Job Satisfaction, Job Performance, Extraversion And Introversion
Chapter Two: Personality and Learning
2.1 Define personality and discuss its general role in influencing organizational behaviour
Personality: a relatively stable set of psychological characteristics that influence how someone interacts
with their environment
Influences in organizational behaviour
• A focus on personality when hiring
• Initially thought to affect motivation, attitude, performance and leadership
2.2 Describe the dispositional, situational, and interactionist approaches to organizational behaviour and
trait activation theory.
Dispositional approach: people have stable traits that influence how they think and act (people are
predisposed to act a certain way)
Situational approach: the environment is mainly responsible for affecting attitudes and behaviour
(opposite of dispositional approach)
Interactionist approach: a mix of dispositional and situational approach and is the most widely accepted
• How people act at green or red lights is situational, but how people act for a yellow light is
dispositional
Trait activation theory: traits lead to certain behaviours only when the situation calls for those
behaviours
2.3 Discuss the Five-Factor Model of personality
O.C.E.A.N.
• Openness to experience: flexibility and likes to try new ideas; innovation and creativity vs.
status quo and conventional ways – good for jobs that require creativity and learning
• Conscientiousness: responsible and achievement-oriented; good indicator of job performance –
retention and attendance, motivation
• Extraversion: Extroverted (social able) vs Introverted (withdrawn); high contact jobs will require
more extroverted personalities such as sales – related to absenteeism
• Agreeableness: friendly and approachable; good for jobs that involve cooperation and nurturing
• Neuroticism/emotional stability: a spectrum for emotional control; self confidence vs low self
esteem, people who score better will perform better with more motivation and have higher job
satisfaction
For the most part, the better your score on openness, conscientiousness, and extraversion, the better
off, while higher neuroticism is the opposite. Agreeableness had the least affect.
2.4 Describe and discuss the consequences of locus of control, self-monitoring, and self-esteem
Locus of control: a persoalit diesio regardig hether oe’s ehaiour is otrolled iterall (I
a do it or eterall luk, soeoe else – if they believe they can control their situation, they have
higher job performances and handle stress better
Self-monitoring: how much people observe and control how they act in social settings
• Low self monitors are more impulsive and easily say what they think, high self monitors
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Document Summary
2. 1 define personality and discuss its general role in influencing organizational behaviour. Personality: a relatively stable set of psychological characteristics that influence how someone interacts with their environment. Influences in organizational behaviour: a focus on personality when hiring. Initially thought to affect motivation, attitude, performance and leadership. 2. 2 describe the dispositional, situational, and interactionist approaches to organizational behaviour and trait activation theory. Dispositional approach: people have stable traits that influence how they think and act (people are predisposed to act a certain way) Situational approach: the environment is mainly responsible for affecting attitudes and behaviour (opposite of dispositional approach) Interactionist approach: a mix of dispositional and situational approach and is the most widely accepted: how people act at green or red lights is situational, but how people act for a yellow light is dispositional. Trait activation theory: traits lead to certain behaviours only when the situation calls for those behaviours.
