Personality- Organizational Behavior

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PERSONALITY
ORGANISATIONAL BEHAVIOR PRESENTATION

2. +
WHAT IS
PERSONALITY?
Personality is the
particular combination
of emotional, attitudinal,
and behavioral response
patterns of an individual.

3. +
MEASURING
PERSONALITY

4. +
WHY MEASURE PERSONALITY?
 Determine workplace suitability.
 To be used in conjunction with intelligence tests to make decisions
about school suitability.
 To assist in diagnosis of a mental illness.
 To be used to court by forensic psychologists to determine
personality of a possible offender.
 Sport psychologists: to help understand their clients.
 As part of a research study or to develop tests.
 Generally used for diagnostic purposes.

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PERSONALITY
TESTS
Two different kinds or types of
personality tests: Personality
Inventories and Projective
Tests
Minnesota Multiphasic
Personality Inventory
MMPI-2
Myers-Briggs Type Indicator
Holland’s Self-Directed Search
(SDS)

6. + USE OF PERSONALITY AND
APTITUDE INVENTORIES IN
VOCATIONAL SECTION
 In the past 20 years or so there has been an increase by all types
of organisations and workplaces to use personality and aptitude
inventories for vocational selections.
 A vocation is an occupation, or position within an organisation, for
which a person is suited, trained or qualified.
 A job refers to performing a particular role within an organisation.
 Career is used to refer to the sequence of occupational positions
and jobs a person holds and performs during the course of their
working life.

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USE OF ASSESSMENTS IN
ORGANIZATIONS
 In the Graduate Recruitment Survey 2007, 67% of the 219 respondents surveyed
said that psychometric test results had “some influence” on recruitment, 24% said
they had a “very strong influence,” and 2% said they had no influence at all.
 In organizations, assessments of individual differences are carried out at the time of
selection and during other times in an employee’s career.
Personality tests can help in 6 ways :-
 Screening
 Selection
 Succession planning
 Career planning
 Team building
 Management development activities.

8. +  SCREENING : Screening is a
stage where a large number of
applicants are reduced to a
smaller group who appear to
have necessary abilities and
experience. This might involve
a test or tests and passing
some “cut score” that assesses
applicants on criteria such as
achievement and leadership.
 SELECTION : After screening,
the short-listed applicants are
selected through selection
methods like interviews and
group discussions, along with
scores and assessments on
psychometric tests, in order to
appoint the candidates in the
target jobs.

9. +  SUCCESSION PLANNING :
Assessment helps in identifying
individuals who could move up
into the target grade if a vacancy
were to occur. In addition,
Selection planning can help those
who are not quite ready to move
up a grade by identifying what
abilities they need to develop in
order to cope with the more
complex job demands of the role.
 CAREER PLANNING : Career
planning helps at transition points
in careers which have been
forced on the individuals through
redundancy. It is also helpful
when, due to various other
reasons, the individuals is
compelled to find out how well
his/her abilities are matched to
various available options.

10. +  TEAM BUILDING :
Assessment about individual
differences can provide team
members with a neutral
framework for exploring
relationship and performance
issues. Some tests have been
specially developed to support
team building activities.
 MANAGEMENT
DEVELOPMENT : Assessment
of an individual’s abilities and
personality provides an
effective starting point for the
construction of a focused and
relevant personal development
plan.

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DETERINANTS OF
PERSONALITY

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HEREDETARY
 Heredity involves all those
physiological and
psychological peculiarities,
which a person inherits from
his parents. These
peculiarities are transmitted
to us through genes. It is
indisputable that heredity
determines ones traits and
hence scientists came to
conclusion that they
determine our personality,
because its ones different
traits that make different
individuals.

13. +
ENVIRONMENT
 It is the Socio-cultural
environment rather than
physical environment.
Socio-cultural factors such
as early conditioning, norms
of the family, friends and
social group and others play
a critical role in shaping the
personality. A man’s role,
temperament, ways of
thinking, and character, all
are effected and hence
determines the personality.

14. +
SURROUNDING
 The situation influences the
effects of heredity and
environment on personality.
Sechress – Certain
situations are more relevant
than others in influencing
personality. The situation of
a person determines a
certain behavior that one
adapts in order to deal with
the situation, thus bringing
out the personality of that
person.

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WHAT IS MBTI?
 The Myers-Briggs Type
Indicator (MBTI) assessment
is a psychometric questionnaire
designed to
measure psychological preferen
ces in how people perceive the
world and make decisions.
These preferences were
extrapolated from
the typological theories
proposed by Carl Gustav
Jung and first published in his
1921 book Psychological
Types.

17. + WHAT IS YOUR PERSONALITY TYPE?

18. + 16 PERSONALITY TYPES
SUIT YOURSELF!

20. +
WHAT IS THE BIG FIVE
PERSONALITY MODEL?
The Big Five personality traits are five broad domains or
dimensions of personality that are used to describe human
personality. The theory based on the Big Five factors is called the
Five Factor Model (FFM). The Big Five factors are openness,
conscientiousness, extraversion, agreeableness, and neuroticism.
Acronyms commonly used to refer to the five traits collectively are
OCEAN, NEOAC, or CANOE. The Big Five model is able to account
for different traits in personality without overlapping. During studies,
the Big Five personality traits show consistency in interviews, self-
descriptions and observations. Moreover, this five-factor structure
seems to be found across a wide range of participants of different
ages and of different cultures.

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HIGH AND LOW SCORERS
YOUR PERSONALITY ACCORDING TO YOUR
SCORES
DIMENSION HIGH SCORERS ARE.. LOW SCORERS ARE..
Extroversion Outgoing, enthusiastic, and
active: you seek novelty
and excitement.
Aloof, quiet and independent:
you are cautious and enjoy
time alone.
Neuroticism Prone to stress, worry and
negative emotions.
Emotionally stable but can
take unnecessary risks.
Conscientiousness Organized, self-directed,
and successful, but
controlling.
Spontaneous, careless, can be
prone to addiction.
Agreeableness Trusting, empathetic and
compliant, you are slow to
anger.
Uncooperative and hostile, find
it hard to empathize with
others.
Openness Creative, imaginative,
eccentric and open to new
experiences.
Practical, conventional,
skeptical and rational.

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MAJOR PERSONALITY
ATTRIBUTES INFLUENCING OB
1. Locus of Control- A person’s perception of the source of his/her fate is termed locus
of control.
A. Internals: People who believe that they are masters of their own fate.
B. Externals: People who believe they are pawns of fate.
Example:(For externals)
 Individuals who rate high in externality are less satisfied with their jobs,
have higher absenteeism rates, are more alienated from the work setting,
and are less involved on their jobs than are internals.
Example: (For internals)
 Internals, facing the same situation, attribute organizational outcomes to
their own actions. Internals believe that health is substantially under their
own control through proper habits; their incidences of sickness and, hence,
of absenteeism, are lower.

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2. Machiavellianism:
 Named after Niccolo Machiavelli, who wrote in the sixteenth
century on how to gain and use power.
 An individual high in Machiavellianism is pragmatic, maintains
emotional distance, and believes that ends can justify means.
High Mach manipulate more, win more, are persuaded less, and
persuade others more.
 High Mach outcomes are moderated by situational factors and
flouris when they interact face to face with others, rather than
indirectly, and when the situation has a minimum number of rules
and regulations, thus allowing latitude for improvisation.
 High Mach make good employees in jobs that require bargaining
skills or that offer substantial rewards for winning.

25. + 3. Self-esteem:
Self-esteem—the degree to which people like or dislike
themselves.
(SE) is directly related to expectations for success.
 Individuals with high self-esteem will take more risks in job
selection and are more likely to choose unconventional jobs than
people with low self- esteem.
 The most generalizable finding is that low SEs are more
susceptible to external influence than are high SEs. Low SEs are
dependent on the receipt of positive evaluations from others.
 In managerial positions, low SEs will tend to be concerned with
pleasing others.
 High SEs are more satisfied with their jobs than are low SEs.

26. + 4. Self-monitoring:
 It refers to an individual’s ability to adjust his or her behavior to external,
situational factors. Individuals high in self-monitoring show considerable
adaptability. They are highly sensitive to external cues, can behave
differently in different situations, and are capable of presenting striking
contradictions between their public persona and their private self.
 Low self-monitors cannot disguise themselves in that way. They tend to
display their true dispositions and attitudes in every situation resulting in a
high behavioral consistency between who they are and what they do.
The research on self-monitoring is in its infancy, so predictions must be
guarded. Preliminary evidence suggests:
a. High self-monitors tend to pay closer attention to the behavior.
b. High self-monitoring managers tend to be more mobile in their careers.
c. High self-monitor is capable of putting on different “faces” for different
situations.

27. + 5. Risk taking:
 The propensity to assume or avoid risk has been shown to have
an impact on how long it takes managers to make a decision and
how much information they require before making their choice.
 High risk-taking managers made more rapid decisions and used
less information in making their choices.
 While managers in organizations are generally risk-aversive,
there are still individual differences on this dimension. As a result,
it makes sense to recognize these differences and even to
consider aligning risk-taking propensity with specific job demands.
6. Narcissism:
 Narcissism is a term that originated with Narcissus in Greek
mythology who fell in love with his own image reflected in a pool
of water. Currently it is used to describe the pursuit of gratification
from vanity, or egotistic admiration of one's own physical or
mental attributes, that derive from arrogant pride. Narcissism has
included particular meanings in specific fields.

28. + 7. Type A:
 A Type A personality is “aggressively involved in a chronic, incessant
struggle to achieve more and more in less and less time, and, if
required to do so, against the opposing efforts of other things or other
persons.’’
 They are always moving, walking, and eating rapidly, are impatient
with the rate at which most events take place, are doing do two or
more things at once and cannot cope with leisure time. They are
obsessed with numbers, measuring their success in terms of how
many or how much of everything they acquire.
8. Type B:
 Type Bs never suffer from a sense of time urgency with its
accompanying impatience and feel no need to display or discuss
either their achievements or accomplishments unless such exposure
is demanded by the situation.
 Play for fun and relaxation, rather than to exhibit their superiority at
any cost and can relax without guilt.

29. +
SIGMUND FREUD
• Austrian, doctor
• Father of psychoanalysis.
• In this time period, as a
Jewish man, Freud’s only
career options were
medicine and law.
• He chose medicine and
specialized in neurology.
• One of the first
psychologists to study
human motivation.

30. + ID- Most primitive part of the mind; what we are born
with
 Source of all drives and urges.
 Operates according to the pleasure principle and
primary process thinking.
EGO-The part of the mind that constrains the id to
reality
 Develops around 2-3 years of age.
 Operates according to the reality principle and
secondary process thinking.
 Mediates between id, superego, and environment.
SUPEREGO-. The part of the mind that internalizes the
values, morals, and ideals of society
 Develops around age 5.
 Not bound by reality.

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 Sigmund Freud, the founder of psychoanalysis, compared
the human mind to an iceberg. The tip above the water
represents consciousness, and the vast region below the
surface symbolizes the unconscious mind. Of Freud’s three
basic personality structures—id, ego, and superego—only
the id is totally unconscious.

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 If you don’t resolve this conflict between the
ID and the EGO, you may experience
unhappiness or mental distress.
 In a healthy person, according to Freud, the
ego is the strongest so that it can satisfy the
needs of the id, not upset the superego, and still
take into consideration the reality of every
situation.
 Thus, in order to understand motivation, you
must understand what is in your unconscious
memory. This is the basis for
PSYCHOANALYSIS.

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ID EGO SUPEREGO
Wants what it wants
when it wants.
The id is a primitive
feeling , it contains the
basic needs and
feelings.
An overactive id can
cause a person to be
uncaring towards
others feelings.
Wants to follow the
rules and the moral
standards in the
culture.
Stores and enforces
the rules it will deny to
follow the rules.
If the superego is too
strong it can result into
a person who feels too
guilty all the time and
is too obsessed with
obtaining perfection.
Has to make the
decision of which
“voice” to follow.
Understands that you
cannot always have
what you want.
If the ego is too
strong it can result into
an adult that is rational
and efficient , but also
cold and boring.

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THANK YOU!
CREATED BY-
ANUSTHA KISHOR
DEVIKA CHURIWAL
ISHITA KAPOOR
MASOOM AGARWAL
NAYAB AKIL
OJASVEE KASHYAP
PAYAL MAHESHWARI
PRANJLA DEVSHALI