(Week 2) Organizational Behavior: Employee Selection, Personality, and Cultural Dynamics

Cognitive Complexity

Capacity to sort and organize information in a way that makes sense

Mental Abilities

An individual's intellectual capabilities closely linked to decision making and information processing

Physical Abilities

Dynamic strength, ability to exert muscular force repeatedly or continuously for a period of time

Psychomotor Abilities

Control precision, ability to make fine and controlled muscular movements to adjust a control mechanism

Personality

Stable set of characteristics and tendencies, continuities in time not solely the result of social and biological pressures

Authoritarianism

Believing it is right and proper for there to be clear status and power differences among people

Dependability

Self-reliant, responsible, cooperative, steadfast

Extraversion

Refers to someone who directs their attention to other people, objects, or events

Five Major Categories of Determinants of Personal Traits

Physiological, Cultural, Family and Social Group, Role, and Situational Determinants

The Dark Triad

A personality framework including Machiavellianism, Grandiose Narcissism, and Psychopathy

Self-Esteem

Confidence in self and self-worth; self is valuable and competent

Narcissism

Self is better and/or more important than others

Locus of Control

The tendency to attribute events affecting lives to own actions or external forces

Internal Locus of Control

Things that are happening within yourself; tend to perform better, get higher grades, more promotions

External Locus of Control

Things that are happening outside of your control

Disparate Treatment

Intentional discrimination against an individual based on race or gender

Disparate Impact

Adverse effect of selection practices on minorities regardless of intent

Culture

Collective programming of the mind which distinguishes the members of one human group from another

Personal Values

Represents an important force in organizational behavior for several reasons