Thẻ ghi nhớ: Chapter 5 Personality and Individual Differences | Quizlet

personality-job fit theory

A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines
satisfaction and turnover.

Realistic

Prefers physical activities that require skill, strength, and coordination

Investigative

Prefers activities that involve thinking, organizing, and understanding

Artistic

Prefers ambiguous and unsystematic activities that allow creative expression

Social

Prefers activities that involve helping and developing others

Enterprising

Prefers verbal activities in which there are opportunities to influence others and attain power

Conventional

Prefers rule-regulated orderly, and unambiguous activities

Person-Organization Fit

A theory is that people are attracted to and selected by organizations that match their values and leave when there is no compatibility.

Other Dimensions of Fit

-Person-group fit

is important in team settings, where the dynamics of team interactions significantly affect work outcomes.

-Person-supervisor fit

has become an important area of research because poor fit in this dimension can lead to lower job satisfaction and reduced performance.

personality

The total number of ways in
which an individual reacts to and interacts with the world around them.

personality traits

Enduring characteristics that describe an individual's behavior.

Measuring Personality

Personality tests are useful in hiring
decisions and help managers forecast who is best for a job
- The most common means of measuring personality is through self-report surveys in which individuals evaluate themselves on a series of factors, such as "I worry a lot about the future".

Myers-Briggs Type Indicator (MBTI)

a personality test that taps four characteristics and classifies people into 1 of 16 personality types:

- Extroverted (E) versus Introverted (I)

- Sensing (S) versus Intuitive

- Thinking (T) versus Feeling (F).

- Judging (J) versus Perceiving (P)

Điểm Yếu: MBTI may lack strong supporting evidence

The Big Five Personality Model

A personality model that proposes five basic dimensions encompass most of the differences in human personality.
- Conscientiousness
- Emotional stability.
- Extroversion
- Openness to experience
- Agreeableness

conscientiousness - Sự tận tâm

A personality dimension that describes someone who is responsible, dependable, persistent, and organized.

Emotional stability

A personality dimension that characterizes someone as calm, self-confident, and secure (positive) versus nervous, anxious, and insecure
(negative).

Extroversion

A personality dimension describing someone who is sociable, gregarious, and assertive.

Openness to experience

A personality dimension that characterizes someone in terms of imagination, artistic sensitivity, and
curiosity.

agreeableness

A personality dimension that describes someone who is good natured, cooperative, and trusting.

How Do the Big Five Traits Predict Behavior at Work?

Đề Mục

Conscientiousness at Work

Employees who score higher in conscientiousness develop higher
levels of job knowledge, probably because highly conscientious people learn more and these levels correspond with higher levels of job performance and orga-
nizational citizenship behavior.

Emotional Stability at Work

People with high emotional stability can adapt to unexpected or changing demands in the workplace.68 At the other end of the spectrum, individuals with low emotional stability, who may be unable to cope with these demands, may experience burnout.

Extroversion at Work

- People with extroverted personality traits experience a small, persistent advantage in their jobs and in their careers.
- Extroverts tend to be able to better adapt to career changes. Furthermore, extroverts experience generally high job satisfaction and reduced burnout.

Openness at Work

Open people tend to be creative and innovative and are more likely to be effective leaders and more comfortable with ambiguity they cope better with organizational change and are more adaptable.

Agreeableness at Work

Agreeable individuals tend to do better in interpersonally oriented jobs such as customer service. They experience less work-family conflict and are less susceptible to turnover.81 They also engage in a high degree of OCBs and a low degree of CWBs and are less likely to be ostracized by
their work groups.

Dark Triad - undesirable traits

A constellation of negative personality traits consisting of Machiavellianism, narcissism, and psychopathy.

Machiavellianism

An individual high in Machiavellianism is pragmatic, maintains emotional distance, and believes ends can justify means. "If it works, use it" is consistent with a high-Mach perspective. High Machs manipulate more, win more, and are persuaded less by others but persuade others more than do low Machs.

narcissism

The tendency to be arrogant,
have a grandiose sense of self-importance, require excessive admiration, and possess a sense of entitlement.
- Narcissists often have fantasies of grand success, a tendency to exploit situations and people, a sense of entitlement, and a lack of empathy. However, narcissists can also be
hypersensitive and fragile.
- On the bright side, narcissists may be more charismatic than others

psychopathy

The tendency for a lack of concern for others and a lack of guilt or remorse when actions cause harm.

Other Personality Attributes Relevant to OB

other attributes that are powerful predictors of behavior in organizations:
(1) core self-evaluations
(2) self-monitoring, and
(3) proactive personality.

Core Self-Evaluations (CSEs)

Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person.

- People who have positive

CSEs like themselves and see themselves as effective and in control of their environment.

- Those with negative CSEs tend to dislike themselves, question their

capabilities, and view themselves as powerless over their environment.

- CSEs relate to job satisfaction

Self-Monitoring

A personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors.

- High self-monitors show considerable adaptability in

adjusting their behavior to external situational factors. They are highly sensitive to external cues and can behave differently in varying situations, sometimes presenting striking contradictions between their public personae and their private selves.

- Low self-monitors like Riley cannot disguise themselves in that way. They tend to display their true dispositions and attitudes in every situation;

hence, there is high consistency between who they are and what they do.

Proactive Personality

people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs

Personality and Situations

Two theoretical frameworks:
- Situation Strength Theory
- Trait Activation Theory

conscientiousness

A theory indicating that the way personality translates
into behavior depends on the strength of the situation.
- four elements
+ Clarity
+ Consistency
+ Constraints
+ Consequences

Clarity - sự rõ ràng

the degree to which cues about work duties and responsibilities are available and clear. Jobs high in clarity produce strong situations because individuals can readily determine what to do.

Consistency - sự nhất quán

the extent to which cues regarding work duties and respon-
sibilities are compatible with one another.

Constraints - ràng buộc

the extent to which individuals' freedom to decide or act is
limited by forces outside their control.

Consequences

the degree to which decisions or actions have important im-
plications for the organization or its members, clients, suppliers, and so on.

Trait Activation Theory

A theory that predicts that some situations, events, or
interventions "activate" a trait more than others.
- TAT predicts that some situations, events, or interventions "activate" a trait more than others. Using TAT, we can foresee which jobs suit certain personalities.

ability

An individual’s capacity to perform the various tasks in a job.

- intellectual abilities

- Physical Abilities

intellectual abilities

the capacity to do mental activities- thinking, reasoning, and problem solving

general mental ability (GMA)

an overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions

Physical Abilities

the capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics

values

a set of values that are central to their mission
- Basic convictions that some actions and outcomes are more morally, socially, or personally preferable than others.

value system

A hierarchy based on a ranking of an individual's values in terms of their intensity.