PSY 3113 Chapter 3

Psychological Contract

Psychological Contract

A person's overall set of expectations regarding what he or she will contribute to the organization and what the organization, in return, will provide to the individual

-Individuals contribute effort, skills, ability, time, loyalty

-Organizations provide inducements in the form of

tangible/intangible rewards

What can individuals contribute to an organization? And what can the organization give back in return?

Person-job fit

the fit between a person's abilities and the demands of the job and the fit between a person's desires and motivations and the attributes and rewards of a job

Individual differences

personal attributes that vary from one person to another

Person-Job Fit

Person-Group Fit

Person-Organization Fit

Person-Vocation Fit

Types of Fit (4)

Person-Job Fit

Possible Dimensions Include:

Intelligence

Job-related skills

Job knowledge

Previous work experience

Personality related to performing job tasks

Person-Job Fit

the extent to which the contributions made by the individual match the inducements offered by the organization

Person-Group Fit

Possible Dimensions Include:

Teamwork skills

Knowledge and ability relative to other

team members

Conflict management style

Preference for teamwork

Communication skills

Personality related to working well with others

Person-Group Fit

The extent to which an individual fits with the workgroup's and supervisor's work styles, skills, and goals

Person-Organization Fit

Possible Dimensions Include:

Alignment between personal motivations

and the organization's culture, mission,

and purpose

Values

Goals

Person-Organization Fit

The degree to which a person's values, personality, goals, and other characteristics match those of the organization.

Person-Vocation Fit

Possible Dimensions Include:

Aptitudes

Interests

Personal values

Long-term goals

Person-Vocation Fit

the fit between a person's interests, abilities, values, and personality and a profession

Realistic Job Previews

Involve the presentation of both positive and potentially negative information to job

candidates

Personality

The relatively stable set of psychological attributes that distinguish one person from another

Big Five Personality Traits

A set of five fundamental traits that are especially relevant to organizations

Agreeableness

refers to a person's ability to get along with others

Conscientiousness

refers to the extent to which a person can be counted on to get things done.

Neuroticism

Characterized by a person's tendency to

experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability

Extraversion

reflects a person's comfort level with relationships.

Introversion

The tendency to be less comfortable in

relationships and social situations

Openness

The capacity to entertain new ideas and to change as a result of new information

The Myers-Briggs framework

A personality framework based upon Carl Jung's work on psychological types and measured by the Myers-Briggs Type

Indicator (MBTI)

Extroverts

are energized by things and people

they are interactors and "on the fly" thinkers whose motto is "ready, fire, aim."

Introverts

find energy in ideas, concepts, and abstractions.

they can be social but also need quiet time to recharge their batteries. They are reflective thinkers whose motto is "ready, aim, aim."

Sensing

detail oriented and they want and

trust facts.

Intuitive

seek out patterns and relationships among the facts that they have learned.

they trust their intuition and look for the "big picture."

Thinkers

value fairness and decide things impersonally based on objective criteria and logic.

Feelers

value harmony and focus on human values and needs as they make decisions or judgments.

Judging

are decisive and tend to plan. They focus on completing tasks, take action quickly, and want to know the essentials. They develop plans and follow them, adhering to deadlines.

Perceptive

are adaptable, spontaneous, and curious. They start many tasks and often find it difficult to complete them. Deadlines are meant to be stretched.

Extraversion/Introversion

Sensing/Intuition

Thinking/Feeling

Judging/Perceiving

The Four Scales of the MBTI Framework

Locus of Control

The extent to which one believes one's

circumstances are a function of either one's

own actions or of external factors beyond one's control

People Who Have an Internal Locus of Control

People who believe that individuals

are in control of their lives.

People Who Have an External Locus of Control.

People who think that forces beyond their control dictate what happens to them.

Authoritarianism

The belief that power and status differences are appropriate within hierarchical social systems such as organizations

1. Internals are generally more satisfied with their job, pay, supervisor, and coworkers.

2. Internals are more committed and have lower absenteeism.

3. Internals have greater task motivation, job involvement, and self-confidence than do externals.

4. Internals tend to have higher job performance than externals.

5. Internals tend to earn a higher salary than do externals.

6. Internals report lower role conflict, work-family conflict, burnout, and stress than do externals

7. Internals tend to be more socially integrated at work and report more favorable relationships with their supervisors

Discuss and Contrast Internals and Externals in the following Organizational Outcomes:

1. Job satisfaction

2. Commitment

3. Job motivation

4. Job performance

5. Career success

6. Conflict and stress

7. Social integration

Machiavellianism

A trait causing a person to behave in ways to gain power and control the behavior of others.

Tolerance for Risk or Risk Propensity

The degree to which a person is comfortable with risk and is willing to

take chances and make risky decisions

Tolerance for Ambiguity

Reflects the tendency to view ambiguous

situations as either threatening or desirable

Type A personality

Impatient, competitive, ambitious, and uptight

Type B personality

More relaxed and easygoing and less

overtly competitive

Workplace Bullying

Repeated mistreatment of another employee through verbal abuse; conduct that is threatening, humiliating, or intimidating; or sabotage that interferes

with the other person's work

General Mental Ability

The capacity to rapidly and fluidly acquire,

process, and apply information

Information Processing Capacity

Involves the way individuals process and

organize information

Multiple Intelligences

Suggests that there are several distinct forms of intelligence that everyone

possesses in varying degrees

1. Linguistic: words and language

2. Logical-mathematical: logic and numbers

3. Musical: music, rhythm, and sound

4. Bodily-kinesthetic: body movement and control

5. Spatial-visual: images and space

6. Interpersonal: other people's feelings

7. Intrapersonal: self-awareness

The 7 Types of Intelligence Are?

Bodily-Kinesthetic

physical agility and balance; body control; hand-eye coordination

Are usually athletes, firefighters, chefs, actors, gardeners

They learn best through touch and feel, physical experience

Interpersonal

ability to relate to others and perceive their feelings; interprets behaviors of others; relates to emotional intelligence

Are usually psychologists, doctors, educators, salespeople, politicians

They learn best through human contact, teamwork

Intrapersonal

self-awareness; understands oneself and one's relationship to others and to the world; relates to emotional intelligence

Related to success in almost all

careers

They learn best through self-reflection, self-discovery

Linguistic

verbal and written language; explaining and interpreting ideas and information

Are usually authors, speakers, lawyers, TV and radio hosts, translators

They learn best through verbal and written words and language

Logical-Mathematical

logic and pattern detection; analytical; problem solving; excels at math

Are usually engineers, directors, scientists,

researchers, accountants,

statisticians

They learn best through logic and numbers

Musical

recognition of rhythm and tonal patterns; musical ability; high awareness and use of sound

Are usually musicians, DJs, music teachers,

acoustic engineers, music

producers, composers

They learn best through music, sounds, rhythm

Spatial-Visual

creation and interpretation of visual images; visual and spacial perception

Are usually artists, engineers, photographers, inventors, beauty consultants

They learn best through pictures, shapes, visually

Emotional Intelligence (EQ)

-The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

-Self-awareness

-Managing emotions

-Motivating oneself

-Empathy

-Social skills

Dimensions of EQ (5)

-Self-awareness

-Managing emotions

-Motivating oneself

The Three Personal Competencies

-Empathy

-Social skills

The Two Social Competencies

Self-awareness

being aware of what you are feeling

Self-motivation

persisting in the face of obstacles, setbacks, and failures

Self-management

managing your own emotions and impulses

Empathy

sensing how others are feeling

Social skills

effectively handling the emotions of others

Learning style

Refers to individual differences and

preferences in how we process information

while problem solving, learning, or engaging in similar activities

Sensory Modality

A system that interacts with the environment through one of the basic

senses

• Visual: learning by seeing

• Auditory: learning by hearing

• Tactile: learning by touching

• Kinesthetic: learning by doing

The Most Important Sensory Modalities (4)

Convergers

depend primarily on active experimentation and abstract conceptualization to learn. People with this style are superior in technical tasks and problems and inferior in interpersonal learning settings.

Divergers

depend primarily on concrete experience and reflective observation. People with this style tend to organize concrete situations from different perspectives and structure their relationships into a meaningful whole.

They are superior in generating alternative hypotheses and ideas and tend to be imaginative and people- or feeling-oriented.

Assimilators

depend on abstract conceptualization and reflective observation. These individuals tend to be more concerned about abstract concepts and ideas than about people. They also tend to focus on the logical soundness and preciseness of ideas, rather than the ideas' practical values; they tend to work in research and planning units.

Accommodators

rely mainly on active experimentation and concrete experiences and focus on risk taking, opportunity seeking, and action. They tend to deal with people easily and specialize in action oriented jobs, such as marketing and sales.

Attitudes

-A person's complexes of beliefs and feelings about specific ideas, situations, other people

- Affect

- Cognitions

- Intention

Structural Components of Attitudes (3)

Affect

a person's feelings toward something

Cognitions

the knowledge a person presumes to have

about something

Intention

a component of an attitude that guides a

person's behavior

Cognitive Dissonance

-The anxiety a person experiences when he/she simultaneously possesses two sets of knowledge or perceptions that are contradictory or incongruent

-Availability of new information

-Changes in the object of the attitude

-Object of the attitude becomes less important

-To reduce cognitive dissonance

• Why Attitudes Change (4)

Job satisfaction

The extent to which a person is gratified or

fulfilled by his or her work

Organizational commitment (job commitment)

A person's identification with and attachment to an organization

Positive affectivity

Upbeat and optimistic, overall sense of

well-being, seeing things in a positive light

Negative affectivity

Downbeat and pessimistic, seeing things in

a negative way, seeming to be in a bad

mood

Perception

-The set of processes by which an individual becomes aware of and interprets information about the environment

Attribution Theory

-We attribute causes to behavior based on our observations of certain characteristics of that behavior

Selective Perception

The process of screening out information that we are uncomfortable with or that contradicts our beliefs

Stereotyping

The process of categorizing or labeling

people on the basis of a single attribute

Consistency

Distinctiveness

Consensus

The Three Criteria for Attribution Theory

Workplace Behavior

-A pattern of action by the members of an organization that directly or indirectly influences organizational

effectiveness

Performance Behaviors

-All of the total set of work-related behaviors that the organization expects the individual to display

Dysfunctional Behaviors

-Behaviors that detract from organizational performance

Absenteeism

when an individual does not show up for work

Turnover

when people quit their jobs

Organizational Citizenship

-The extent to which a person's

behavior makes a positive overall

contribution to the organization