Chapter 5 Personality, Attitudes, and Values
Michael A. Hitt C. Chet Miller Adrienne Colella Slides by R. Dennis Middlemist
Knowledge Objectives 1. 2.
3.
Define personality and explain the basic nature of personality traits. Describe the Big Five personality traits, with particular emphasis on the relationship with job performance, success on teams, and job satisfaction. Discuss specific cognitive and motivational concepts of personality, including locus of control and achievement motivation.
Knowledge Objectives 4. 5. 6.
Define intelligence and describe its role in the workplace. Define an attitude and describe how attitudes are formed and how they can be changed. Discuss the meaning of values.
Personality
Personality –
A stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations
Relatively enduring Major determinants of one’s behavior Influence one’s behavior across wide variety of situations
Determinants of Personality Development
Heredity – – –
Study of identical twins Assessments of newborns Genes
Environment – – –
Social exposures Physiological forces Socioeconomic factors
Big Five Personality Traits Extraversion
Conscientiousness
Personality
Openness to experience
Agreeableness Emotional stability
Adapted from: Exhibit 5.1 The Big Five Personality Traits
Big Five Personality Traits
Extraversion –
Conscientiousness –
Outgoing and derives energy from being around people Focuses on goals and works toward them in disciplined manner
Agreeableness –
Easygoing and tolerant
Big Five Personality Traits
Emotional stability –
Easily copes with stressful situations or heavy demands
Openness to experience –
Seeks new experiences and thinks creatively about the future
Big Five and High-Involvement Management Exhibit 5-2
Competencies
The Big Five and High-Involvement Management
Description
Big Five Traits*
Patience in providing information and support when empowering others, but also the ability to confront individuals when there is a problem
E+ C+
For Managers Delegating to others
A-
ES+
O+
Developing others Interest in sharing information, ability to coach and train, and interest in helping others plan careers
E+ (C+) A++ ES+ (O+)
Motivating others
E++ C+
Ability to bring out the best in other people, desire to recognize contributions of others, and in general an interest in others
Adapted from Exhibit 6-3: Factors Affecting Goal Commitment
(A+) ES+
Big Five and High-Involvement Management Exhibit 5-2
Competencies
The Big Five and High-Involvement Management
Description
Big Five Traits*
Decision-making skills
Careful consideration of important inputs, little putting off of decisions, and no tendency to change mind repeatedly
E+ C++
A-
ES+
O+
Self-development
Use of all available resources for improvement, interest in feedback, and lack of defensiveness
E+ C++ A+
ES+
(O-)
Self-management
Little procrastination, effective time management, and a focus on targets
E+ C+
Teamwork
Willingness to subordinate personal E+ C+ interests for the team, ability to follow or lead depending on the needs of the team, and commitment to building team spirit
A++ ES+
O+
For Associates
Adapted from Exhibit 6-3: Factors Affecting Goal Commitment
(A-)
Cognitive and Motivational Properties of Personality
Cognitive properties – –
Perceptual and thought processes Affect how one typically processes information
Motivational properties – –
Stable differences Energize and maintain overt behaviors
Cognitive and Motivational Properties of Personality Authoritarianism
Locus of control
Achievement motivation
Self-monitoring
Cognitive and Motivational Concepts
Approval motivation
Adapted from: Exhibit 5-3: Cognitive and Motivational Concepts of Personality
Cognitive Concepts
Locus of control –
Tendency to attribute the cause or control of events to either
– –
Oneself Factors in the external environment
Internals believe they can control what happens to them Externals believe what happens to them is more a matter of luck or fate, rather than their own behavior
Cognitive Concepts
Authoritarianism –
Degree to which an individual believes in
–
Conventional values Obedience to authority Legitimacy of power differences in society
People scoring high on authoritarianism may be effective leaders in jobs requiring managers to make most decisions and where there are many rules governing behavior
Cognitive Concepts
Self-monitoring –
– –
Degree to which people attempt to present the image they think others want to see in the given situation High-self monitors want to be seen as others want them to be Low self monitors want to be seen as themselves, not as others want them to be
Motivational Concepts
Approval motivation – –
Concerned about presenting one-self in a socially desirable way in evaluative situations Persons high in approval motivation tend to
Be concerned about the approval of others Conform and “get along” Respond to personality tests in socially desirable ways (may fake their answers according to perceived desirability)
Motivational Concepts
Achievement motivation – – – –
The need for achievement (n-Ach) Desire to perform in terms of a standard of excellence Desire to succeed in competitive situations Persons high in the need to achieve
Set goals Accept responsibility for both success and failure Focus on task excellence rather than on power
Intelligence
What is it? – – – – – – –
Number aptitude Verbal comprehension Perceptual speed Spatial visualization Deductive reasoning Inductive reasoning Memory
General mental ability used in complex information processing
Intelligence and Success Exhibit 5-4
Intelligence and Success
Job Military Jobs*
Effects of Intelligence Percentage of Success in Training Attributable to General Intelligence
Nuclear weapons specialist
77%
Air crew operations specialist
70%
Weather specialist
69%
Intelligence specialist
67%
Fireman
60%
Dental assistant
55%
Security police
54%
Vehicle maintenance
49%
General maintenance
28%
Adapted from Exhibit 5-4: Intelligence and Success
Intelligence and Success Exhibit 5-4
Intelligence and Success
Job Civilian Jobs**
Effects of Intelligence Degree to which General Intelligence Predicts Job Performance (0 to 1 scale)
Sales
.61
Technical assistant
.54
Manager
.53
Skilled trades and craft workers
.46
Protective professions workers
.42
Industrial workers
.37
Vehicle operator
.28
Sales clerk
.27
Adapted from Exhibit 5-4: Intelligence and Success
Attitudes
Attitude –
Persistent tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea
Three important conclusions – – –
Attitudes are reasonable stable Attitudes are directed toward some person, object or idea An attitude toward an object or person relates to one’s behavior toward that object or person
Influence of Attitudes on Behavior Object, person, or idea Attitude toward object, person, or idea Behavior toward object, person, or idea Other influences on behavior toward object, person, or idea (situational forces, motivation, and so on) Adapted from Exhibit 5-5: Influence of Attitudes on Behavior
Components of Attitudes
Essential elements of an attitude –
Cognitive
–
Affective
–
Facts we have gathered and considered about the object, person, or idea Feelings one has about the object or person
Behavioral
Intention to act in certain ways toward the object of the attitude
Formation of Attitudes
Ways in which attitudes may be formed – – –
Learning (experience and interaction with the object of the attitude) Self-perceptions (observations of one’s own behavior) Need for consistency (preference for one’s attitudes to be consistent with one another)
Formation of Consistent Attitudes Accounting
-
+ Dan
-
Dan’s new colleague
Formation of a consistent work attitude Exhibit 5-6 Formation of Consistent Attitudes
Important Workplace Attitudes
Job satisfaction – –
High level of satisfaction is a positive attitude toward one’s job Low level of satisfaction is a negative attitude toward one’s job
Organizational commitment – –
Broad attitude toward the organization as a whole How strongly one identifies with and values being associated with the organization
Attitudes and Workplace Outcomes Attitudes and Outcomes in the Workplace
Attitude Job Satisfaction
Organizational Commitment
Workplace Outcomes Highly positive effect on intentions to stay in the job Modest effect on actually staying in the ob Modestly positive effect on regular attendance at work Positive effect on performance (may also be positively affected by performance) Moderately strong relationship with motivation Positive effects on intentions to stay in the job Modest effects on actually staying in the job and attending work regularly Significantly related to motivation Positive effects on job performance
Attitude Change
Managers may change others’ attitudes by –
Persuasive communication
–
Communicator Message Situation Target
Cognitive dissonance
Introducing inconsistency in attitudes held by others People prefer consistency in their own attitudes
Values
Abstract ideals related to proper life goals and methods for reaching those goals More general than attitudes Not related to specific objects or situations Abstract ideals May underlie groups of attitudes
Types of Values
• • • • • •
Means values
End values
(Behaviors one ought to use)
(Personal goals one ought to have)
Ambition and hard work Open-mindedness Cheerfulness Competence Cleanliness and others
• • • • • •
Prosperity Stimulating, active life Achievement World peace Harmony in nature and art and others
Types of Personal Values Exhibit 5-7
Types of Personal Values
End (Goal) Values Prosperity Stimulating, active life Achievement World peace Harmony in nature and art Equality Personal and family security Freedom Happiness
Means (Behavior) Values Ambition and hard work Open-mindedness Competence Cheerfulness Cleanliness Courageousness Forgiving nature Helpfulness Honesty
Adapted from Exhibit 5-6 Formation of Consistent Attitudes
Types of Personal Values Exhibit 5-7
Types of Personal Values
End (Goal) Values Inner peace Mature love National security Pleasure and enjoyment Religion and salvation Self-respect Social respect Friendship Wisdom
Means (Behavior) Values Imagination Independence and self-reliance Intelligence Rationality Affection and love Obedience and respect Courtesy Responsibility Self-discipline
Adapted from Exhibit 5-6 Formation of Consistent Attitudes