 INTRODUCTION

 MAJOR CONRIBUTING FACTORS IN

PERSONALITY CHANGE
 M.A.R.S. MODEL
 WORK RELATED BEHAVIOUR
 SCHWARTZ’S VALUE MODEL
 BIG FIVE MODEL
 MBIT MODEL
 TYPE-A & TYPE-B PERSONALITY
 LOCUS OF CONTROL
 REFERENCES
 “Individual Difference is learner's personal
characteristics that can affect how s/he learns.
Individual differences are often explanations for
differences
in learning and performance among learners”
 “Personality is a set of characteristics and
tendencies that determine those differences in
psychological behaviour (thoughts, feeling and
actions) of people that have continuity in time”
 Heredity - Heredity is the passing of traits to
offspring (from its parent or ancestors). These
traits are those of physique, eye colour, hair
colour, attractiveness and intellect
 Environment – individual born in different
culture expose different values, beliefs and
norms. The immediate family plays an especially
important part in the early personality
development
 .....socioeconomic level of family, family size,
birth order, race, religion, parent’s education
level also affect greater extent to the personality
of individual. Social influence like person’s
interaction with other people throughout his/her
life, starting with playmates during childhood
and social-work related environment
affect/decide the change in individual personality
 1. Motivation
• Internal forces that affect the direction, intensity, and persistence of a person‘s
voluntary choice of behaviour
- direction -- directed by goals
- intensity -- amount of effort allocated
- persistence -- amount of time that effort is exerted
 2. Ability
• Natural aptitudes and learned capabilities required to successfully complete a
task
- Aptitudes -- natural talents that help people learn more quickly and perform
better
- Learned capabilities -- acquired skills and knowledge
- Competencies -- abilities, individual values, personality traits and other
characteristics of people that lead to superior performance
- Person-job matching -- three ways to match people with jobs
*select qualified people
*develop employee abilities through training
*redesign job to fit person's existing abilities
 3. Role perceptions
• Beliefs about what behaviour is required to achieve the desired results
- understanding what tasks to perform
- understanding relative importance of tasks
- understanding preferred behaviours to accomplish tasks
• Clarifying role perceptions
- Provide information about tasks and priorities
- Provide frequent and meaningful performance feedback.
- Provide training on preferred work processes
 4. Situational factors
• Environmental conditions (example- time, people, budget, and work
facilities) that constrain or facilitate behaviour
- Beyond the individual‘s control in the short run
 1. Task performance
• Goal-directed behaviours under person‘s control
- Includes physical behaviours and mental processes
- Jobs have several performance dimensions, each requiring
specific skills and knowledge
 2. Exhibiting organizational citizenship
• Performance beyond the required job duties
Example- Avoiding unnecessary conflicts, helping
others, tolerating impositions, being involved,
performing beyond normal role requirements
 3. Counter-productive work behaviours
• Voluntary behaviour that potentially harms the organization –
e.g., abuse of others, threats, work avoidance, work sabotage,
overt acts
 4. Joining and staying with the organization

• Attracting and retaining employees’ War for Talent

• Successful firms attract employee talent by applying many OB
topics
 5. Maintaining work attendance

• Caused by:
- situational factors – weather, traffic
- motivation – job dissatisfaction, stress, access to sick leave
 Openness to change vs. Conservation
-- Openness to change – motivated to pursue innovative ways (self
direction, stimulation)
-- Conservation – preserve the status quo (conformity, security,
tradition)
 Self-enhancement vs. Self-transcendence
-- Self-enhancement – motivated by self-interest (achievement,
power)
-- Self-transcendence – motivated to promote the welfare of others
and nature (benevolence, universalism)
 Espoused values – values we want others to believe we abide by to
create a positive public image
 Enacted values – the values that actually guide our decisions and
actions
 1. Conscientiousness – characterizes people who are careful,
dependable and self-disciplined
 2. Agreeableness (vs. non-compliant/hostile) – includes traits
of being courteous, good-natured, trusting, empathetic and
caring
 3. Neuroticism (vs. emotional stability) – characterizes people
with high levels of anxiety, hostility, depressed, self-conscious
 4. Openness to experience (vs. resistant to change) – refers to
the extent to which people are sensitive, flexible and curious
 5. Extroversion (vs. introversion) – characterizes
people who are outgoing, talkative, sociable and assertive
 Extroversion versus introversion -- general orientation
 Sensing versus intuition -- collecting information
through senses versus through intuition, inspiration or
subjective sources
 Thinking versus feeling -- processing and evaluating
information & using rational logic versus personal
values
 Judging versus perceiving -- orient themselves to the
outer world & order and structure or flexibility and
spontaneity
 Type-A Personality-
-restless, move and walk rapidly, dislikes waiting,
does several things at once, tries to schedule more in
less time, usually does not complete one thing before
starting on another, does not have time to enjoy life
 Type-B Personality-

-work steadily, enjoying achievements but not

becoming stressed when they are not achieved, take
challenges, reflective approach, think for NEXT
 Internal locus of control – individuals who
believe that they are very much in charge of their
own destiny
 External locus of control – individuals who
believe that their life events are due mainly to fate
or luck
 People with a moderately internal locus of
control- perform better, have more successful
careers, more job satisfaction, better leaders, more
motivated by performance-based reward systems