MGHB02H3 Chapter Notes - Chapter 2: Genetic Predisposition, Organizational Behavior, Trait Theory

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10 Jun 2016

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Ch. 2 Personality and Learning
I. Personality
1. Personality: the relatively stable set of psychological characteristics that influences the way an individual
interact with his/her environment (Genetic predisposition + Long-term learning history)
2. Approaches to OB:
1) Dispositional approach: individuals possess stable traits that influence their attitudes and behaviors
2) Situational approach: characteristics of organizational setting influence people’s attitudes and behaviors
3) Interactionist approach (interactionism): OB is a function of both dispositions and the situation
3. Trait Activation Theory: personality traits lead to certain behaviors only when the situation makes the need for
that trait salient
Weak situation: loosely-defined roles, few rules, weak reward & punishment contingencies
There is no one best personality: a key concept is fit
4. Five-Factor Model (FFM)
1) Extraversion: outgoing vs. shy
2) Emotional stability: degree of emotional control (low ES/high neuroticism is more prone to stress)
3) Agreeableness: degree of friendliness and approachableness
4) Conscientiousness: degree of responsibility and achievement-orientation
5) Openness to experience: degree of flexible thinking and receptivity to new ideas
OCB: voluntary behaviors that contributes to organizational effectiveness
Conscientiousness Emotional stability Openness to Exp.
Predictor Strongest predictor of overall job
performance (positive)
Exception: adaptive performance
Strongest predictor of motivation
NOT related to job
Strongest predictor of motivation
Strongest predictor of job
satisfaction (positive)
Antidote for counterproductive
Positively related to absenteeism
5. Locus of Control: individuals’ beliefs about the location of the factors that control their behaviors
High Internal Control High External Control
Behaviors controlled by Self-initiative, personal actions, free will Fate, luck, powerful people
6. Self-Monitoring: degree to which people observe & regulate how they appear & behave in social settings and
relationships (High self-monitors: behave like actors. E.g. law, sales, public relations, politics)
High self-monitors are likely to have more role stress and are less committed to their org.
High self-motivators are weak innovators and have difficulty resisting social pressure
7. Self-Esteem: degree of positive self-evaluations
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