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MGHB02H3 Chapter Notes -Organizational Behavior, Job Satisfaction, Organizational Learning


Department
Management (MGH)
Course Code
MGHB02H3
Professor
Xuefeng Liu

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Ch2 notes- personality and learning
Personality
- The relatively stable set of psychological characteristics that influences the way an individual
interacts with his or her environment
- An individuals personality summarizes his or her personal style of dealing with the world
Personality and organizational behavior
Dispositional approach
focuses on individual disposition and personality
individuals are predisposed to behave in certain ways
Situational approach
characteristics of the organizational setting, such as rewards and punishment, influence
peoples feelings, attitudes, and behavior
example job satisfaction are determined by situation factors such as the characteristic of
work tasks
Interactionist approach/ interactionism
organizational behavior is a function of both dispositions and the situation
to predict and understand organizational behavior, one must know something about an
individuals personality and the setting in which he or she works
this is now the most widely accepted perspective within OB
- a key concept is fit: putting the right person in the right job and exposing different employees to
different management styles
The five-factor model of personality (Big Five)
Extraversion
the extent to which a person is outgoing versus shy
high extraverts enjoy social situations, while those low on this dimension (introverts)
avoids them
extraversion is especially important for jobs that require a lot of interpersonal interaction
(sales and management)
Emotional stability/ Neuroticism
the degree to which a person has appropriate emotional control
people with high emotional stability are self-confident and have high self-esteem
person who score high on emotional stability are likely to have more effective interactions
with co-workers and customers because they tend to be more calm and secure

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Agreeableness
the extent to which a person is friendly and approachable
more agreeable people are warm, considerate, friendly, cooperative and eager to help
others
it is most likely to contribute to job performance in jobs that require interaction and
involve helping, cooperating, and nurturing others, as well as in jobs that involve
teamwork and cooperation
Conscientiousness
the degree to which a person is responsible and achievement-oriented
more conscientious people are dependable and positively motivated
people who are high on conscientiousness are likely to perform well on most jobs given
their tendency towards hard work and achievement
Openness to experience
the extent to which a person thinks flexibly and is receptive to new ideas
more open people tend toward creativity and innovation
they are likely to do well in jobs that involve learning and creativity
- there is evidence that each of the Big Five is related to job performance, other work behavior,
work motivation, job satisfaction, job search and career success
More specific characteristic that influence organizational behavior
Locus of control
a set of beliefs about whether ones behavior is controlled mainly by internal or external
forces
this variable refers to individuals belief about the location of the factors that control their
behavior
externals see the world as an unpredictable, chancy place in which luck, fate, or powerful
people control their destinies
internals tend to see stronger links between effort and performance level that they achieve
they are more likely to be aware of and to take advantage of information that will enable
them to perform effectively
people who are high on internal control are more satisfied with their jobs, earn more money,
and achieve higher organizational positions
they seem to perceive less stress and engage in more careful career planning
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