IP 348 CH5

Personality

the dynamic organisation within an individual of the psychophysical systems that determine their unique adjustments to their environment

The role of personality in emotions and moods

a primary source of emotions and moods and has a significant trait component

Two primary methods of measuring personality

Self-report surveys

Observer-ratings surveys

Self-reporting surveys

the most common method of measurement but are however susceptible to social desirability bias, cultural differences in interpretation, and intentional “faking”

Observer-ratings surveys

involve an independent assessment of an individual’s personality. when combined with self-reports, they are considered a better predictor of job success

Personality determinants

the “Hereditary vs Environment” debate

Hereditary as a determinant of personality

genetics play a dominant role. twin studies suggest that approximately 50% of personality variance and 30% of occupational and leisure interest variance are attributable to genetics

Personality traits

enduring characteristics that describe an individual’s behaviour

Personality’s influence on emotions according to Affective Events Theory (AET)

AET suggests that an individual’s personality predisposes them to respond to workplace events with greater or less emotional intensity, explaining why different individuals have different reactions to the same workplace event

Byers-Briggs Type Indicator (MBTI)

a 100-question instrument that categorises individuals into one of 16 personality types based on four dichotomies

Major personality frameworks

Myers-Briggs Type Indicator (MBTI)

The Big Five Personality Model (Five-Factor Model - OCEAN)

The MBTI four dichotomies

Extraverted (E) vs Introverted (I)

Sensing (S) vs Intuitive (N)

Thinking (T) vs Feeling (F)

Judging (J) vs Perceiving (P)

Extraverted vs Introverted

outgoing and social vs quiet and shy

Sensing vs Intuitive

practical and detail-oriented vs unconscious processes and “big picture”

Thinking vs Feeling

using reason and logic vs using personal values and emotions

Judging vs Perceiving

wanting control and structure vs being flexible and spontaneous

Limitations of MBTI

the model relied on binary “either-or” categorisation and suffers from poor test-retest reliability. non-predictive of job performance

Utility of MBTI

remains valuable for self-awareness and team-building, but it should not be used for employee selection

The Big Five Personality Model

Openness to experience

Conscientiousness

Extraversion

Agreeableness

Neuroticism/emotional stability

Openness to experience

range of interests; fascination with novelty and creativity

Openness to experience OB outcome

linked to training performance, leadership, and adaptability to change

Conscientiousness

measure of reliability: organised, dependable, and disciplined

Conscientiousness OB outcome

single best predictor of job performance. higher levels of job knowledge and OCB

Extraversion

comfort level with relationships; assertiveness and sociability

Extraversion OB outcome

predictor of leadership emergence and success in sales roles

Agreeableness

propensity to defer to others; cooperative, warm, trusting

Agreeableness OB outcome

lower levels of deviant behaviour; higher performance in service-oriented jobs

Emotional stability

the ability to withstand stress; clam, secure, and relaxed

Neuroticism

the opposite of emotional stability — anxious/insecure

Emotional stability OB outcome

high stability leads to higher job/life satisfaction and lower stress

The Dark Triad

socially undesirable traits that often accentuate under conditions of high stress or power; Machiavellianism, narcism, psychopathy

Machiavellianism

characterised by pragmatism and emotional detachment

Characteristics of Machs

believe “the ends justify the means” and “if it works, use it”

manipulate more

win more

less easily persuaded by others

Narcism

a grandiose sense of self-importance, entitlement, and a constant need for admiration

Characteristics of narcissist

charismatic

arrogant

sensitive to criticism

may engage in counterproductive work behaviours

Psychopathy

lack of concern for others and an absence of guilt or remorse when their actions cause harm

Everyday Sadism

identified in recent research — deriving pleasure from the discomfort of others

Other key organisational behaviour traits

Core Self-Evaluation (CSE)

Self-Monitoring

Proactive Personality

Core Self-Evaluation

bottom-line conclusions individuals hold about their capabilities, competence, and self-worth. combines locus of control and self-esteem

Characteristics of high CSE individuals

perform better

set more ambitious goals

persevere through challenges

Self-monitoring

the ability to adjust behaviour to external, situational factors

Characteristics of high self-monitors

sensitive to social cues

adapt easily

higher performance rating and promotions

lower levels of organisational commitment

Proactive personality

individuals who identity opportunities, show initiative, and take action until meaningful change occurs. linked to higher job performance, leadership, and career success

Situation Strength Theory

suggests that the degree to which norms, cues, or standards dictate appropriate behaviour determines how much personality affects behaviour. strong situations suppress personality expression, while weak situations allow it to emerge

Four dimensions of Situation Strength Theory

Clarity

Consistency

Constraints

Consequences

Clarity

the degree to which cues about work duties are available and clear

Consistency

the extent to which cues regarding work duties are compatible with one another

Constraints

the extent to which an individual’s freedom to decide or act is limited by forced outside their control

Consequences

the degree to which decisions or actions have important implications for the organisation

Trait Activation Theory

predicts that specific situations, events, or interventions “activate” specific personality traits

Values

basic convictions that a particular mode of conduct or end-state of existence is personally or socially preferable to its opposite

Value system

a hierarchy of values, ranked according to their intensity/importance

Terminal values

desirable end-states of existence — the outcomes a person ultimately wants to achieve

Examples of terminal values

freedom

prosperity

health

world peace

equality

Instrumental values

preferable modes of behaviour or means of achieving terminal values

Examples of instrumental values

honesty

ambition

self-reliance

discipline

Workplace values associated with boomers

success

achievement

ambition

dislike authority

loyal to career

Workplace values associated with Gen X

less emphasis on status

value work-life balance

skeptical of authority

loyal to relationships

Workplace values associated with millenials

confident

value financial success

self-reliant but team-oriented

high expectations

Workplace values associated with gen Z

authenticity

diversity

digital integration

Person-Job Fit Theory

states that job satisfaction and the propensity to leave a position depend on how well an individual’s personalty matches their occupational environment

The six personality types in Holland’s RIASEC Typology

Realistic

Investigative

Artistic

Social

Enterprising

Conventional

Realistic

physical activities requiring skill, strength, coordination

Investigative

activities involving thinking, organising, and understanding

Artistic

ambiguous and unsystematic activities allowing creative expression

Social

activities involving helping and developing others

Enterprising

verbal activities involving influencing others and attaining power

Conventional

rule-regulated, orderly, and unambiguous activities

Person-Organisation Fit Theory

the alignment between an individual’s values and the culture and values of the organisation. associated with higher job satisfaction and organisational commitment

Schneider’s ASA Model

attraction

selection

attrition

Attraction

individuals are attracted to organisations with similar values

Selection

organisations select applicants who fit the organisation

Attrition

individuals who do not fit eventually leave

Person-Group Fit

the alignment between an individual and their work team

Person-Supervisor Fit

the alignment between an individual and their immediate manager

The key idea behind cross-cultural values

values are not universal. they are constructs that differ significantly between cultures

Hofstede’s 6 cultural dimensions

Power distance

masculinity vs femininity

uncertainty avoidance

long-term vs short-term orientation

indulgence vs restraint

Power distance

acceptance of unequal distribution of power

Individualism vs collectivism

preference for acting as an individual vs being part of a tight-knit group

Masculinity vs femininity

preference for achievement/power vs relationships/quality of life

Uncertainty avoidance

degree to which society feels threatened by uncertain and ambiguous situations

Long-term vs short-term orientation

focus on the future/thrift vs present/tradition

Indulgence vs restraint

gratification of basic human drives vs strict social norms

GLOBE Framework

The Global Leadership and Organisational Behaviour Effectiveness (GLOBE) research programme updated Hofstede’s work and identified nine dimensions of cultural variation