Introduction Why are some people quiet and passive, while others are loud and aggressive? Are certain personality types better adapted than others for certain job types? We often hear people use and misuse the term personality. For our purposes, we will examine the term from a psychological standpoint as it relates to behavior and performance in the workplace

1. Personality

2. Introduction
 Why are some people quiet and passive, while
others are loud and aggressive? Are certain
personality types better adapted than others for
certain job types?
 We often hear people use and misuse the term
personality.
 For our purposes, we will examine the term from a
psychological standpoint as it relates to behavior
and performance in the workplace

3. Intro.
 Personality is the characteristics, qualities, skills,
competencies and outward appearances of
individuals.
 In other words, personality is a way to respond
people, situations, and things that are consistent
(more or less).
 In short, Personality is the psychological factor that
influences individual behavior.

4. Definition
 Personality can be defined in many ways. Perhaps one of the
more useful definitions for purposes of organizational analysis
is offered by Salvatore Maddi, who defines personality as
follows:
“. . . a stable set of characteristics and tendencies that
determine those communalities and differences in the
psychological behavior (thoughts, feelings, and actions) of
people that have continuity in time and that may not be easily
understood as the sole result of the social and biological
pressures of the moment.”
 Other definition “The sum total of ways in which an individual
reacts and interacts with others”.

5.  Several aspects of the first definition should be
noted.
 First, personality is best understood as a constellation of
interacting characteristics; it is necessary to look at the
whole person when attempting to understand the
phenomenon and its effects on subsequent behavior.
 Second, various dimensions of personality are relatively
stable across time. Although changes—especially
evolutionary ones—can occur.
 And third, the study of personality emphasizes both
similarities and differences across people.
 This is important for managers to recognize as they attempt
to formulate actions designed to enhance performance and
employee well-being.

6. Measuring
Personality
 The most important reason managers need to know how to
measure personality is that research has shown personality
tests are useful in hiring decisions and help managers
forecast who is best for a job.
 The most common means of measuring personality is
through self-report surveys, with which individuals evaluate
themselves on a series of factors, such as “I worry a lot about
the future.”
The weaknesses of this measurement :
 Respondent might lie or practice impression management to
create a good impression.
 Accuracy.

7. cont.
 Observer-ratings surveys provide an
independent assessment of personality.
 Here, a co-worker or another observer does the
rating (sometimes with the subject’s knowledge
and sometimes not).
 An analysis of a large number of observer-reported
personality studies shows that a combination of
self-report and observer-reports predicts
performance better than any one type of
information.

8. Personality
Determinants
 Early research on personality development focused on the
issue of whether heredity or environment. determined an
individual’s personality.
 The individual is viewed from the whole-person perspective,
the search for the determinants of personal traits focuses on
both heredity and environment as well as the interaction
between the two over time.
 In this regard, five major categories of determinants of
personal traits may be identified: physiological, cultural, family
and social group, role, and situational determinants.

9. Personality
Determinants
 Heredity refers to factors determined at
conception.
 The heredity approach argues that the ultimate
explanation of an individual’s personality is the
molecular structure of the genes, located in the
chromosomes.
 Early work on the structure of personality tried to
identify and label enduring characteristics that
describe an individual’s behavior, including shy,
aggressive, submissive, lazy, ambitious, loyal, and
timid.
 When someone exhibits these characteristics in a
large number of situations, we call them
personality traits of that person.

10. CONT.
 Physiological Determinants. Physiological determinants
include factors such as stature, health, and sex that often act
as constraints on personal growth and development.
 Cultural Determinants. Because of the central role of culture
in the survival of a society, there is great emphasis on
instilling cultural norms and values in children growing up.
 Family and Social Group Determinants. Perhaps the most
important influences on personal development are family and
social group determinants.
 Role Determinants. People are assigned various roles very
early in life because of factors such as sex, socioeconomic
background, and race.
 Situational Determinants. Finally, personal development
can be influenced by situational determinants, such as a
divorce or death in the family

11. The Big Five
Personality
Model
 This model consist of five basic dimensions
underlie all others and encompass most of the
significant variation in human personality.
 Moreover, test scores of these traits do a very good
job of predicting how people behave in a variety of
real-life situations.
 The following are the Big Five factors:

12. The Big Five
Personality
Model
 Extraversion. The extraversion dimension captures our
comfort level with relationships. Extraverts tend to be
gregarious, assertive, and sociable. Introverts tend to be
reserved, timid, and quiet.
 Agreeableness. The agreeableness dimension refers to an
individual’s propensity to defer to others. Highly agreeable
people are cooperative, warm, and trusting. People who
score low on agreeableness are cold, disagreeable, and
antagonistic.
 Conscientiousness. The conscientiousness dimension is
a measure of reliability. A highly conscientious person is
responsible, organized, dependable, and persistent. Those
who score low on this dimension are easily distracted,
disorganized, and unreliable.

13. Cont.
 Emotional stability. The emotional stability dimension—
often labeled by its converse, neuroticism—taps a person’s
ability to withstand stress. People with positive emotional
stability tend to be calm, self-confident, and secure. Those
with high negative scores tend to be nervous, anxious,
depressed, and insecure.
 Openness to experience. The openness to experience
dimension addresses range of interests and fascination with
novelty. Extremely open people are creative, curious, and
artistically sensitive. Those at the other end of the category
are conventional and find comfort in the familiar.

14. How Do the Big
FiveTraits
Predict
Behavior at
Work?
 Research has found relationships between these personality
dimensions and job performance.
 Conscientious individuals who are more interested in learning
than in just performing on the job are also exceptionally good at
maintaining performance in the face of negative feedback.
 Conscientiousness is as important for managers as for front-line
employees.
 Interestingly, conscientious people live longer because they take
better care of themselves (they eat better and exercise more) and
engage in fewer risky behaviors like smoking, drugs,,,.
 Still, probably because they’re so organized and structured,
conscientious people don’t adapt as well to changing contexts.

15. Cont.
 Of the Big Five traits, emotional stability is most strongly
related to life satisfaction, job satisfaction, and low stress
levels. This is probably true because high scorers are more
likely to be positive and optimistic and experience fewer
negative emotions.
 Extraverts tend to be happier in their jobs and in their lives
as a whole.
 They experience more positive emotions than do introverts,
and they more freely express these feelings.
 They also tend to perform better in jobs that require
significant interpersonal interaction, perhaps because they
have more social skills.
 Finally, extraversion is a relatively strong predictor of
leadership emergence in groups.

16. Cont.
 Individuals who score high on openness to experience are
more creative in science and art than those who score low.
Because creativity is important to leadership, open people are
more likely to be effective leaders, and more comfortable with
ambiguity and change.
 Agreeable individuals are better liked than disagreeable
people, which explains why they tend to do better in
interpersonally oriented jobs such as customer service.
 They also are more compliant and rule abiding and less likely
to get into accidents as a result. People who are agreeable
are more satisfied in their jobs and contribute to
organizational performance.

17. Other
Personality
Traits Relevant
to OB
 There are more specific attributes that are powerful predictors
of behavior in organizations.
 The first relates to our core self-evaluation.
 The others are Machiavellianism, narcissism, self-monitoring,
propensity for risk taking, proactive personality, and other-
orientation.

18. Core Self-
Evaluation
 People who have positive core self-evaluations like
themselves and see themselves as effective, capable, and in
control of their environment.
 Those with negative core self-evaluations tend to dislike
themselves, question their capabilities, and view themselves
as powerless over their environment.
 People with positive core self-evaluations perform better than
others because they set more ambitious goals, are more
committed to their goals, and persist longer in attempting to
reach these goals.
 Discussed before in related with job satisfaction.

19. Machiavellianis
m
 The personality characteristic of Machiavellianism (often
abbreviated Mach ) is named after Niccolo Machiavelli.
 An individual high in Machiavellianism is pragmatic, maintains
emotional distance, and believes ends can justify means. “If it
works, use it” is consistent with a high-Mach perspective.
 considerable amount of research has found high Machs
manipulate more, win more, are persuaded less, and
persuade others more than do low Machs.
 They like their jobs less, are more stressed by their work,
and engage in more deviant work behaviors.

20. Cont.
 High Machs flourish:
(1) when they interact face to face with others rather than
indirectly;
(2) when the situation has minimal rules and regulations,
allowing latitude for improvisation; and
(3) when emotional involvement with details irrelevant to
winning distracts low Machs.
 Thus, in jobs that require bargaining skills (such as labor
negotiation) or that offer substantial rewards for winning (such
as commissioned sales), high Machs will be productive.

21. Narcissism
 In psychology, narcissism describes a person who has a
grandiose sense of self-importance, requires excessive
admiration, has a sense of entitlement, and is arrogant.
 Evidence suggests that narcissists are more charismatic
and thus more likely to emerge as leaders, and they may
even display better psychological health (at least as they self-
report)

22. Self-
monitoring
 Self-monitoring refers to an individual’s ability to adjust his
or her behavior to external, situational factors.
 Individuals high in self-monitoring show considerable
adaptability in adjusting their behavior to external situational
factors.
 They are highly sensitive to external cues and can behave
differently in different situations, sometimes presenting
striking contradictions between their public persona and their
private self.
 They also receive better performance ratings, are more likely
to emerge as leaders, and show less commitment to their
organizations.
 In addition, high self- monitoring managers tend to be more
mobile in their careers, receive more promotions (both
internal and cross-organizational), and are more likely to
occupy central positions in an organization.

23. RiskTaking
 High risk-taking managers made more rapid
decisions and used less information than did the
low risk takers.
 Interestingly, decision accuracy was the same for
both groups.

24. Proactive
Personality
 Did you ever notice that some people actively take the initiative
to improve their current circumstances or create new ones?
These are proactive personalities.
 Those with a proactive personality identify opportunities, show
initiative, take action, and persevere until meaningful change
occurs, compared to others who passively react to situations.
 Proactives create positive change in their environment,
regardless of, or even in spite of, constraints or obstacles.
 They are more likely than others to be seen as leaders and to
act as change agents.
 Proactive individuals are more likely to be satisfied with work
and help others more with their tasks, largely because they build
more relationships with others.
 If an organization requires people with entrepreneurial initiative,
proactives make good candidates; however, they’re also more
likely to leave an organization to start their own business.

25. Other –
orientation
 Some people just naturally seem to think about other people
a lot, being concerned about their well-being and feelings.
Those are called other- oriented.
 What are the consequences of having a high level of
other-orientation? Those who are other-oriented feel more
obligated to help others who have helped them (pay me
back), whereas those who are more self-oriented will help
others when they expect to be helped in the future (pay me
forward).
 Employees high in other-orientation also exert especially
high levels of effort when engaged in helping work or
prosocial behavior.
 In sum, it appears that having a strong orientation toward
helping others does affect some behaviors that actually
matter for organizations.