3rd exam MGT104

• Perception


  A process by which we organize and interpret sensory impressions to give meaning to our environment
• What we perceive can be substantially different from objective reality
• Why perception is important in the study of OB


  People's behavior and decisions are based on their perception of what reality is, not on reality itself
• Personality


  The total number of ways in which an individual reacts to and interacts with the world around them
• Measuring personality


  • Self-Report Surveys: individuals evaluate themselves; weakness, inaccuracy
  • Observer-Ratings Survey: co-workers do the rating
• Why do we need to measure personality?
• Person-Job Fit Theory


  A theory by John Holland in which it proposes that the fit between personality type and occupational environment determines satisfaction and turnover
• Implications of Person-Job Fit Theory

  • Individualistic cultures: highly value person-job fit because they expect respect from the management
  • Collectivist cultures: person fit is not much of a predictor for job satisfaction since individuals do not have such expectations
  • Providing autonomy to redesign jobs that match their strengths is more effective for older employees than younger ones
• Person-organization Fit


  People are attracted to and are selected by organizations that match their values and they leave organizations that are not compatible with them; predicting high job satisfaction and commitment to org and low turnover
• Other dimensions of Fit

  • Person-group fit: compatibility of individuals and their workgroups
  • Person-supervisor fit: low supervisor fit can lead to lower job performance and satisfaction
• Factors affecting personality development

  • Genetics/Hereditary Origins: Individual's genetic makeup, Heredity has a very large effect on personality
  • Environmental factors: Environmental experiences including family dynamics, peer relationships, cultural influences, and life events shape the personality development of an individual
• Big Five Personality Model


  Five basic dimensions that encompass most of the differences in human personality
• Big Five Personality Dimensions

  • Openness to Experience: addresses the range of a person's interests and their fascination with novelty
  • Conscientiousness: a measure of personal consistency and reliability; high- responsible, organize, low- easily distracted, unrealiable
  • Extraversion: captures our relational approach toward the social world
  • Agreeableness: an individual's propensity to defer to others
  • Neuroticism/emotional stability: measure of personal consistency and reliability
• Myers-Briggs Type Indicator


  Widely use personality assessment instruments in the world; Strength: satisfies a desire to know more about yourself in a simple easy way; Weakness: Very little empirical evidence and research actually support the theory the MBTI is based on
• Locus of Control


  This refers to a person's belief about how much they can influence the events in their life
• Types of Locus of Control

  • Internal Locus of Control: you think that your actions and traits—like how hard you work or how smart you are—largely determine what happens to you; They demonstrate higher levels of motivation and have more positive experiences at work; lack competence, efficacy, and opportunity can become neurotic, anxious, and depressed
  • External Locus of Control: you believe that external factors like luck or other people's actions are to blame for what happens in your life; more conforming and compliant than internals; can lead easy-going, relaxed, happy lives
• Internal vs. External Locus of Control

  Internal locus is also related to one's subjective well-being and happiness in life, while being high in external locus is related to a higher rate of depression
• Self-Esteem


  The degree to which a person has overall positive feelings about him or herself; Self-esteem at work is associated with commitment to the organization and performance as shown by studies; Self-esteem helps employees improve their performance by helping them to deal with job stress, anxiety, and depression; high self-esteem means a higher level of satisfaction with one's job and high performance: low self-esteem, experience high level of self-doubt and question their self-worth
• Self-Efficacy


  Belief that one can perform a specific task successfully; They believe they possess the energy (motivation), ability, clear expectations (role perceptions), and resources (situational factors) to perform the task; High self-efficacy workers are more inclined to take on difficult jobs, persevere in the face of challenges, and recover from failure more rapidly. Increased productivity, better ability to solve problems, and more innovation may result from this; improve self-efficacy is to conduct training
• Self-Monitoring


  The extent to which a person is capable of monitoring his or her actions and appearance in social situations; high self-monitoring employees (relative to low self-monitoring employees) tend to be actively engaged in more workplace projects; tend to be more successful; in their careers; faces problems tho when they are not confrontational
• Certain personality traits can be effective across various environments or circumstances. However, the influence of these traits on an individual's behavior is significantly shaped by the specific situation they encounter.
• Situation Strength Theory


  The way personality translates into behavior depends on the strength of the situation. Situation strength is the degree to which norms, cues, or standards dictate appropriate behavior
• Components of Situation Strength

  • Clarity: the degree to which cues about work duties and responsibilities are available and clear
  • Consistency: the extent to which cues regarding work duties and responsibilities are compatible with one another
  • Constraints: the extent to which individuals' freedom to decide or act is limited by forces outside their control
  • Consequences: the degree to which decisions or actions have important implications for the organization or its members, clients, suppliers, and so on
• Organizations are considered strong situations. However, it is not always desirable for organizations to create strong situations for their employees for several reasons.
• Reasons why strong organizational situations are not always desirable

  • Perception of the implemented rules influences how the person will respond to the situation's strength
  • Jobs with tightly controlled rules and processes can be dull or demotivating
  • Strong situations may hinder innovative and creative ideas that are essential for an organization's success
• Trait Activation Theory


  This theory predicts that some situations, events, or interventions "activate" a trait more than others. Aside from that, this also provides a valuable framework for understanding how individuals' personality traits interact with the demands and characteristics of various job roles. By examining the traits that are likely to be activated or emphasized in specific work environments, employers can make more informed decisions about job fit and employee placement
• Values


  Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations
• Value system


  • People arrange values into a hierarchy of preferences
• Types of values


  • Instrumental values
  • Terminal values
  • Social values
  • Moral values
• Sources of values


  • Family
  • Society
  • Personal factors
  • Culture
  • Religion
  • Life experiences
  • Role demands
  • Constitution
• Personality traits


  Describe what we naturally tend to do
• Values


  Tell us what we ought to do
• Some values are opposed to other values, whereas personality traits have minimal conflict with each other
• Values are influenced more by socialization whereas heredity has a stronger influence on an individual's personality traits
• Terminal values


  Desirable end-states of existence; the goals a person would like to achieve during their lifetime
• Instrumental values


  Preferable modes of behavior or means of achieving one's terminal values
• How values influence behavior

  • Directly motivate our actions by shaping the relative attractiveness of the choices available
  • Indirectly motivate behavior by framing our perceptions of reality
  • Motivate us to act consistently with our self-concept and public self-presentation
• Values congruence


  How similar a person's values hierarchy is to the values hierarchy of another entity, such as the employees' team or organization
• Values congruence increases job satisfaction, loyalty, and organizational citizenship, and reduces stress and turnover
• Ethics


  The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad