RSM260H1 Chapter Notes - Chapter 2: Job Satisfaction, Job Performance, Normative Social Influence

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The$relatively$stable$set$of$psychological$characteristics$that$influences$
the$way$an$individual$interacts$with$his$or$her$environment.
!
An$individual’s$personality$summarizes$ his$or$her$personal$style$of$
dealing$with$the$world.$
!
WHAT$IS$PERSONALITY?
i.e.$individuals$are$predisposed$to$behave$in$certain$ways.$
§
Individuals$possess$stable$traits$or$characteristics$that$influence$
their$attitudes$and$behaviours.
However,$research$failed$to$support$the$usefulness$ of$personality$as$
a$predictor$of$organizational$behaviour$and$job$performance
Dispositional$approach.
!
Characteristics$of$the$organizational$setting$ influence$people’s$
attitudes$and$behaviour.
E.g.$the$characteristics$of$work$tasks$
§
job$satisfaction$and$other$work-related$attitudes$are$largely$
determined$by$situational$factors,$
Situational$approach.
!
Individuals$attitudes$and$behaviour$are$a$function$of$both$
dispositions$and$the$situation.
the$most$widely$accepted$perspective$
weak%situations: is$not$always$clear$how$a$person$should$
behave
§
∴$personality$has$the$most$impact$in$weak$situations$
§
loosely$defined$roles,$few$rules$
"
e.g.,$a$newly$formed$volunteer$community$organization$
§
e.g.,$routine$military$operations$
"
personality$tends$to$have$less$impact$
"
strong%situations: there$are$clear$expectations$for$
appropriate$behaviour.$
§
∴$the$extent$to$which$personality$influences$peoples$attitudes$
and$behaviour$depends$on$the$situation.$
§
E.g.$
personality$characteristics$influence$people’s$ behaviour$when$
the$situation$calls$for$a$particular$personality$characteristic$
§
some$personality$characteristics$are$most$useful$in$
certain$organizational$situations$
"
implications$of$the$interactionist$perspective$
§
managers$ need$to$appreciate$$employee$diversity.$$
"
∴$there$is$no$one$best$personality,
§
Trait$activation$theory
Interactionist$approach.
!
PERSONALITY$AND$ORGANIZATIONAL$BEHAVIOUR
These$Big$Five$dimensions$are$known$as$the$Five-Factor$Model$(FFM)$
!
sociable,$outgoing,$energetic,$joyful,$and$assertive$
§
High$in$extraversion
that$require$a$lot$of$interpersonal$interaction$
§
E.g.$sales$and$management,$
§
Suited$job
Extraversion:%the$extent$to$which$a$person$is$outgoing$versus$shy.$
!
likely$to$have$more$effective$interactions$with$co-workers$and$
customers$
§
∵$they$tend$to$be$more$calm$and$secure$
§
Low:$self-confident$and$have$high$self-esteem$
Neuroticism:%degree$to$which$a$person$has$appropriate$emotional$
control.$
!
interaction$and$involve$helping,
§
Cooperating
§
Suited$job$that$require
Agreeableness:%the$extent$to$which$a$person$is$friendly$and$
approachable.$
!
High:$to$perform$well$on$most$jobs$
Conscientiousness:%the$degree$to$which$a$person$is$responsible$ and$
achievement$oriented.$
!
High:$tend$toward$creativity$and$innovation.$
Low:$favour$the$status$quo$
Openness%to%experience: the$extent$to$which$a$person$thinks$flexibly$and$
is$receptive$to$new$ideas.$
!
A$set$of$beliefs$about$whether$one’s$behaviour$is$controlled$mainly$
by$internal$or$external$forces
who$believe$that$the$opportunity$to$control$their$own$
behaviour$resides$within$themselves.$
§
high$internals$
who$believe$that$external$forces$determine$their$behaviour.$
§
see$the$world$as$an$unpredictable,$powerful$people$control$
their$destinies$
§
high$externals
Locus$of$Control
!
The$Five-Factor$Model$of$Personality
The$extent$to$which$people$observe$and$regulate$how$they$appear$and$
behave$in$social$settings$and$relationships
!
The$people$who$wear$their$heart$on$their$sleeve
!
low$self-monitors:
!
who$take$great$care$to$observe$around$them$and$control$the$images$
that$they$project.
!
high$self-monitors
!
Self-Monitoring
!The$degree$to$which$a$person$has$a$positive$self-evaluation.
!favourable$self-images.
!to$be$highly$motivated$to$protect$themselves$from$threats$to$their$
self-esteem.
!High
!People$with$low$self-esteem$tend$to$be$more$susceptible$to$external$
and$social$influences$than$those$who$have$high$self-esteem.
§Impacted$more$by$events$and$people$in$the$organizational$
environment$
"adopting$others’$views
§seek$social$approval$from$others
§do$not$react$well$to$ambiguous$and$stressful$situations.
§react$badly$to$negative$feedback
!low$self-esteem$employees$
!Behavioural$plasticity$theory.
Self-Esteem
ADVANCES$IN$PERSONALITY
§Propensity$to$view$the$world,$including$oneself$and$other$
people,$in$a$positive$light.
higher$job$satisfaction$and$job$performance$
§
§engage$in$more$organizational$citizenship$behaviours.
Positive$affectivity$(PA)
!
§Propensity$to$view$the$world,$including$oneself$and$other$
people,$in$a$negative$light.
§be$associated$with$counterproductive$work$behaviours
!Negative$affectivity$(NA)
§influence$job$attitudes$and$work$behaviours.$
!influence$people’s$emotions$and$mood$states$at$work$
Positive$and$Negative$Affectivity
!
§Taking$initiative$to$improve$current$circumstances$or$creating$
new$ones.
§challenging$the$status$quo$rather$than$passively$adapting$to$
present$conditions
!Proactive$behaviour.
§A$stable$personal$disposition$that$reflects$a$tendency$to$take$
personal$initiative$across$a$range$of$activities$and$situations$
and$to$effect$positive$change$in$one’s$environment.
§unconstrained$by$situational$forces$and$act$to$change$and$
influence$their$environment.
!Proactive$personality.$
§E.g.$$implementing$solutions$to$organizational$or$departmental$
problems$or$spearheading$ new$programs.
!search$for$and$identify$opportunities,$show$initiative,$take$action,$
and$persevere$until$they$bring$about$meaningful$change
§be$passive$and$to$react$and$adapt$to$their$environment
!Who$don't$have$a$proactive$personality$
!Proactive$Personality
AND$ORGANIZATIONAL$BEHAVIOUR
Chapter$2
#$%&'()*+, -)*,./+,01.2
3405,6-
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The$relatively$stable$set$of$psychological$characteristics$that$influences$
the$way$an$individual$interacts$with$his$or$her$environment.
!
An$individual’s$personality$summarizes$ his$or$her$personal$style$of$
dealing$with$the$world.$
!
WHAT$IS$PERSONALITY?
i.e.$individuals$are$predisposed$to$behave$in$certain$ways.$
§
Individuals$possess$stable$traits$or$characteristics$that$influence$
their$attitudes$and$behaviours.
However,$research$failed$to$support$the$usefulness$ of$personality$as$
a$predictor$of$organizational$behaviour$and$job$performance
Dispositional$approach.
!
Characteristics$of$the$organizational$setting$ influence$people’s$
attitudes$and$behaviour.
E.g.$rewards$and$punishment
E.g.$the$characteristics$of$work$tasks$
§
job$satisfaction$and$other$work-related$attitudes$are$largely$
determined$by$situational$factors,$
Situational$approach.
!
Individuals$attitudes$and$behaviour$are$a$function$of$both$
dispositions$and$the$situation.
the$most$widely$accepted$perspective$
weak%situations: is$not$always$clear$how$a$person$should$
behave
§
∴$personality$has$the$most$impact$in$weak$situations$
§
loosely$defined$roles,$few$rules$
"
e.g.,$a$newly$formed$volunteer$community$organization$
§
e.g.,$routine$military$operations$
"
personality$tends$to$have$less$impact$
"
strong%situations: there$are$clear$expectations$for$
appropriate$behaviour.$
§
∴$the$extent$to$which$personality$influences$peoples$attitudes$
and$behaviour$depends$on$the$situation.$
§
E.g.$
personality$characteristics$influence$people’s$ behaviour$when$
the$situation$calls$for$a$particular$personality$characteristic$
§
some$personality$characteristics$are$most$useful$in$
certain$organizational$situations$
"
implications$of$the$interactionist$perspective$
§
managers$ need$to$appreciate$$employee$diversity.$$
"
∴$there$is$no$one$best$personality,
§
Trait$activation$theory
Interactionist$approach.
!
PERSONALITY$AND$ORGANIZATIONAL$BEHAVIOUR
These$Big$Five$dimensions$are$known$as$the$Five-Factor$Model$(FFM)$
!
sociable,$outgoing,$energetic,$joyful,$and$assertive$
§
High$in$extraversion
that$require$a$lot$of$interpersonal$interaction$
§
E.g.$sales$and$management,$
§
Suited$job
Extraversion:%the$extent$to$which$a$person$is$outgoing$versus$shy.$
!
likely$to$have$more$effective$interactions$with$co-workers$and$
customers$
§
∵$they$tend$to$be$more$calm$and$secure$
§
Low:$self-confident$and$have$high$self-esteem$
Neuroticism:%degree$to$which$a$person$has$appropriate$emotional$
control.$
!
interaction$and$involve$helping,
§
Cooperating
§
Suited$job$that$require
Agreeableness:%the$extent$to$which$a$person$is$friendly$and$
approachable.$
!
High:$to$perform$well$on$most$jobs$
Conscientiousness:%the$degree$to$which$a$person$is$responsible$ and$
achievement$oriented.$
!
High:$tend$toward$creativity$and$innovation.$
Low:$favour$the$status$quo$
Openness%to%experience: the$extent$to$which$a$person$thinks$flexibly$and$
is$receptive$to$new$ideas.$
!
A$set$of$beliefs$about$whether$one’s$behaviour$is$controlled$mainly$
by$internal$or$external$forces
who$believe$that$the$opportunity$to$control$their$own$
behaviour$resides$within$themselves.$
§
high$internals$
who$believe$that$external$forces$determine$their$behaviour.$
§
see$the$world$as$an$unpredictable,$powerful$people$control$
their$destinies$
§
high$externals
Locus$of$Control
!
The$Five-Factor$Model$of$Personality
The$extent$to$which$people$observe$and$regulate$how$they$appear$and$
behave$in$social$settings$and$relationships
!
The$people$who$wear$their$heart$on$their$sleeve
!
low$self-monitors:
!
who$take$great$care$to$observe$around$them$and$control$the$images$
that$they$project.
!
high$self-monitors
!
Self-Monitoring
!The$degree$to$which$a$person$has$a$positive$self-evaluation.
!favourable$self-images.
!to$be$highly$motivated$to$protect$themselves$from$threats$to$their$
self-esteem.
!High
!People$with$low$self-esteem$tend$to$be$more$susceptible$to$external$
and$social$influences$than$those$who$have$high$self-esteem.
§Impacted$more$by$events$and$people$in$the$organizational$
environment$
"adopting$others’$views
§seek$social$approval$from$others
§do$not$react$well$to$ambiguous$and$stressful$situations.
§react$badly$to$negative$feedback
!low$self-esteem$employees$
!Behavioural$plasticity$theory.
Self-Esteem
ADVANCES$IN$PERSONALITY
§Propensity$to$view$the$world,$including$oneself$and$other$
people,$in$a$positive$light.
higher$job$satisfaction$and$job$performance$
§
§engage$in$more$organizational$citizenship$behaviours.
Positive$affectivity$(PA)
!
§Propensity$to$view$the$world,$including$oneself$and$other$
people,$in$a$negative$light.
§be$associated$with$counterproductive$work$behaviours
!Negative$affectivity$(NA)
§influence$job$attitudes$and$work$behaviours.$
!influence$people’s$emotions$and$mood$states$at$work$
Positive$and$Negative$Affectivity
!
§Taking$initiative$to$improve$current$circumstances$or$creating$
new$ones.
§challenging$the$status$quo$rather$than$passively$adapting$to$
present$conditions
!Proactive$behaviour.
§A$stable$personal$disposition$that$reflects$a$tendency$to$take$
personal$initiative$across$a$range$of$activities$and$situations$
and$to$effect$positive$change$in$one’s$environment.
§unconstrained$by$situational$forces$and$act$to$change$and$
influence$their$environment.
!Proactive$personality.$
§E.g.$$implementing$solutions$to$organizational$or$departmental$
problems$or$spearheading$ new$programs.
!search$for$and$identify$opportunities,$show$initiative,$take$action,$
and$persevere$until$they$bring$about$meaningful$change
§be$passive$and$to$react$and$adapt$to$their$environment
!Who$don't$have$a$proactive$personality$
!Proactive$Personality
AND$ORGANIZATIONAL$BEHAVIOUR
Chapter$2
#$%&'()*+, -)*,./+,01.2 3405,6-
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Document Summary

The relatively stable set of psychological characteristics that influences the way an individual interacts with his or her environment. An individual"s personality summarizes his or her personal style of dealing with the world. Individuals possess stable traits or characteristics that influence their attitudes and behaviours. i. e. individuals are predisposed to behave in certain ways. However, research failed to support the usefulness of personality as a predictor of organizational behaviour and job performance. Characteristics of the organizational setting influence people"s attitudes and behaviour. E. g. rewards and punishment job satisfaction and other work-related attitudes are largely determined by situational factors, Individuals" attitudes and behaviour are a function of both dispositions and the situation. the most widely accepted perspective. E. g. weak situations: is not always clear how a person should behave. The extent to which personality influences people"s attitudes and behaviour depends on the situation. and behaviour depends on the situation.

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