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Chapter 5

Personality, Intelligence, Attitudes, and Emotions


Michael A. Hitt C. Chet Miller Adrienne Colella
Slides by Ralph R. Braithwaite
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I Know Shes Smart . . . But . . .


1. What are your thoughts on personality testing for employment?

2. Should personality traits play a significant role in the hiring process? 3. Did you have to take a personality test before Bill Byham being hired by any of your employers?

Answer the questions

F
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Exploring Behavior in Action

Personality, Intelligence, Attitudes and Emotions


Herb Kelleher

1. Do you agree or disagree with Herb Kellehers statement, organizations can train people to do only so much; there are individual differences in people that are not easily influenced? 2. How big a role do personality traits play in a persons performance at work?

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Knowledge Objectives
1. Define personality and explain the basic nature of personality traits. 2. Describe the Big Five personality traits, with particular emphasis on the relationship with job performance, success on teams, and job satisfaction. 3. Discuss specific cognitive and motivational concepts of personality, including locus of control and achievement motivation. 4. Define intelligence and describe its role in the workplace. 5. Define an attitude and describe how attitudes are formed and how they can be changed. 6. Discuss the role of emotions in organizational behavior.
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Fundamentals of Personality
A stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations. Three basic beliefs:

Relatively enduring Albert Al Dunlap Major determinants of ones behavior Nicknamed Chainsaw Al Influence ones behavior across wide variety of
situations Not all in agreement. Some believe personalities can experience changes and we may behave differently from situation to situation.
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Determinants of Personality Development


Heredity
Identical twins Newborns Genetic effects

Environment
Social exposures Physiological forces Socioeconomic factors
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Big Five Personality Traits


Extraversion Conscientiousness

Personality
Openness to Experience

Agreeableness

Emotional Stability
Adapted from Exhibit 5-1: The Big Five Personality Traits

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Big Five and HighInvolvement Management


Manager Competencies Delegating to others E + C + A ES + O +

Developing others
Motivating others Associate Competencies Decision-Making Skills Self-Development Self-Management Teamwork

+
++ E + + + +

(+)
+ C ++ ++ + +

++
(+) A + (-) ++

+
+ ES + +

(+)

O + (-)

+
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Adapted from Exhibit 5-2: The Big Five and High Involvement Management

Big Five as a Selection Tool


Can be a useful part of a portfolio of tools Provide useful predictions of future job
performance

Also need to do an in-depth job analysis Analysis of which traits support specific job
performance

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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

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Cognitive and Motivational Properties of Personality


Authoritarianism Locus of Control

Self-Monitoring

Cognitive and Motivational Concepts


Achievement Motivation Approval Motivation

Adapted from Exhibit 5-3: Cognitive and Motivational Concepts of Personality

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Cognitive Concepts
Locus of Control

Authoritarianism

Self-Monitoring
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Motivational Concepts
Achievement Motivation

Approval Motivation

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Cautionary and Concluding Remarks



Personality characteristics may change People can adjust to situations Training can help with personality conflicts Focus on normal personality characteristics

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I Have Ketchup in My Veins


Do you know someone like Patricia Harris? What has helped to make her successful at

McDonalds? Do you think more people need to have passion for what they do to be more successful? What are your thoughts about the statement, Patricia Harris exemplifies what happens when an individuals traits, abilities, and passion line up with the vision of the organization?
Experiencing Strategic OB

Patricia Harris
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Intelligence
General mental ability to develop and understand concepts, particularly those that are more abstract and complex.

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Verbal Comprehension
Number Aptitude Perceptual Speed

Areas of Intelligence

Memory

Spatial Visualization
Deductive Reasoning
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Inductive Reasoning

Intelligence and Success

Military Jobs

Civilian Jobs

Adapted from Exhibit 5-4: Intelligence and Success

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Intelligence and Intelligence Testing in the NFL


1. What are your thoughts about the NFL conducting intelligence tests as well as strengths and agility tests?

2. The article asks, Can a player be too smart? Do you agree or disagree? Why? 3. Were you surprised by the scores for each position? 4. Were you surprised by some of the scores for other types of jobs?

Experiencing Strategic OB

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Attitudes
A persistent tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea.

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Important Conclusions
Reasonably stable Directed toward some person, object or idea Relates to ones behavior toward that object
or person

People tend to behave in ways that are


consistent with their feelings

Behaviors are also influenced by


motivational forces and situational factors

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Influence of Attitudes on Behavior


Object, Person, or Idea
Attitude Toward Object, Person, or Idea

Behavior Toward Object, Person, or Idea

Other Influences

Adapted from Exhibit 5-5: Influence of Attitudes on Behavior

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Essential Elements of Attitudes

Cognitive

Affective

Behavioral

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Formation of Attitudes
Learning Self-Perceptions

Need for Consistency

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Formation of Consistent Attitudes


Accounting

Dan

Dans new colleague

Formation of a consistent work attitude


Exhibit 5-6: Formation of Consistent Attitudes
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Important Workplace Attitudes

Job Satisfaction

Organizational Commitment

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Job Satisfaction Outcomes


Highly positive effect on intentions to stay in
the job Modest effect on actually staying in the job Modestly positive effect on regular attendance at work Positive effect on performance (may also be positively affected by performance) Moderately strong relationship with motivation
Job Satisfaction
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Organizational Commitment Outcomes


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

Organizational Commitment
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Causes
Role ambiguity Supervision/leadership Pay and benefits Job Nature of the job Satisfaction Organization climate Stress Perceptions of fair treatment

Organizational Commitment

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Reasons for Commitment


Normative Commitment Affective Commitment Continuance Commitment

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Persuasive Communication
Message Communicator Situation Target

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Qualities For Attitude Change


Communicators overall credibility Trust of the intentions of the
communicator

Similar interests or goals Attractiveness of the communicator Sometimes it is the message

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Fear and Beyond


Fear arousal often produces more attitude
change

Other factors also play a role:


The probability that negative consequences will
occur if no change in behavior is made The perceived effect of changing behavior The perceived ability to change behavior

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Cognitive Dissonance
An uneasy feeling produced when a person
behaves in a manner inconsistent with an existing attitude

Three key conditions for change:


The behavior must be substantially inconsistent
with the attitude The inconsistent behavior must cause harm or have a negative consequence for others The inconsistent behavior must be voluntary and not forced

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Emotions
Complex subjective reactions that have both a physical and mental component. Examples include:
Anger Happiness Anxiety

Pride

Contentment

Guilt

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Causal Effects
Social activity Job satisfaction Altruism and Motivation helping behavior Organizational Effective conflict citizenship resolution behavior Positive Emotional Contagion emotions Emotionsexperienced by one or a few membersNegative Influence of a group spread to other members. Emotions Influence Aggression against co-workers Aggression towards the organization Workplace deviance Job dissatisfaction Decision-making Negotiation outcomes
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Adapted from Exhibit 5-7: The Direct Effects of Emotion

Emotional Labor
The process whereby associates must display emotions that are contrary to what they are feeling. Can result in stress, emotional exhaustion, and burnout.

The manner in which supervisors enforce display


rules can influence the harmful nature of emotional labor Strong self-identity associate is less likely to experience negative effects Supportive networks help to mitigate the negative effects of emotional labor
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Emotional Intelligence
The ability to accurately appraise and effectively regulate ones own and others emotions and use emotion to motivate, plan, and achieve. Linked to:

Career success Leadership effectiveness Managerial performance Performance in sales jobs

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Criticisms
Not really intelligence but a set of social
skills and personality traits

Sometimes it is so broadly defined that it is


meaningless

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Characteristics of High EI
Managerial Advice

Self-awareness Self-regulation Motivation or


drive

Empathy Social skill

Do you think these skills can be trained? Do you believe developing a strong EI is a
lifelong process? What are you doing to develop your own EI?

Daniel Goleman
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The Strategic Lens


1. Specifically, how can you use knowledge of personality, attitudes, intelligence, and emotions to make better hiring decisions? 2. If top executives wanted to implement a strategy that emphasized innovation and new products (or services), how could they use knowledge of personality, attitudes, and emotions to affect the organizations culture in ways to enhance innovation?

3. How could a manager use knowledge about personality and attitudes to form a high-performance work team?

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Questions

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