value

• Personality


  The sum total of ways in which an individual reacts to and interacts with others. Most often described in terms of measurable traits that a person exhibits.
• Personality determinants


  Personality reflects heredity and environment. Heredity is the most dominant factor.
• Personality (though generally stable and consistent) may change over time/in different situations
• Personality traits


  Permanent characteristics that describe an individual's behavior
• Self-report surveys


  The most common and easiest way to measure personality. Prone to error due to the fact that the individuals are reporting all the data about themselves.
• Observer-ratings Surveys


  Independent assessment. May be more accurate.
• Myers-Briggs Type Indicator


  The most widely used personality-assessment instrument in the world. A self-report inventory designed to identify a person's personality type, strengths, and preferences.
• Myers-Briggs personality types


  • Extroverted or Introverted (E/I)
  • Sensing or Intuitive (S/N)
  • Thinking or Feeling (T/F)
  • Judging or Perceiving (J/P)
• The Big Five model of personality


  There are five basic dimensions that underlie all others and encompass most of the significant variations in human personalities: Extroversion, Agreeableness, Conscientiousness, Emotional Stability, Openness to Experience.
• Core self-evaluation


  The degree to which people like/dislike themselves. Is bottom-line conclusions individuals have about their capabilities, competence, and worth as a person.
• Machiavellianism


  A person who tends to be emotionally distant and believes that the ends justify the means. They can be very persuasive in situations where there is direct interaction with minimal rules and people are distracted by emotions.
• Narcissism


  A person with a grandiose view of self, requires excessive admiration, has a sense of self-entitlement and is arrogant.
• Self-monitoring


  Adjusts behavior to meet external, situational factors. High monitors are more likely to become leaders in the workplace.
• Risk taking


  Willingness to accept risk. This quality affects how much time and information managers need to make a decision.
• Type A personality


  A person who tends to be aggressively involved in a chronic, incessant struggle to achieve more and more and in less time.
• Proactive personality


  Identifies opportunities, shows initiative, takes action and perseveres.
• Other-orientation


  This orientation reflects the extent to which decisions are affected by social influences and concerns vs. our own well-being and outcomes.
• Values


  Basic, enduring convictions that "a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence".
• Value systems


  Represent individual values prioritized based on how important the particular value is to the individual and how intense their feelings are about that particular value.
• Examples of terminal values

  • A comfortable life
  • An exciting life
  • A sense of accomplishment
  • A world of peace
  • A world of beauty
  • Equality
  • Family security
  • Freedom
  • Happiness
• Examples of instrumental values

  • Ambitious
  • Broad-minded
  • Capable
  • Cheerful
  • Clean
  • Courageous
  • Forgiving
  • Helpful
  • Honest
• Personality-job fit theory


  Satisfaction and the propensity to leave a position depend on how well individuals match their personalities to a job.
• When employees find organizations that match their values they are more likely to be selected and correspondingly be more satisfied with their work.
• Attitudes


  Evaluative statements - either favorable or unfavorable - concerning objects, people or events. Reflect how one feels about something.
• Components of attitudes


  Cognitive, affective, behavioral
• Cognitive dissonance


  Any inconsistency between two or more attitudes, or between behavior and attitudes. This incongruity is uncomfortable, and individuals will seek to reduce the dissonance to find consistency.
• Moderating variables of attitude-behavior relationship

  Importance of the attitude, correspondence of the attitude to the behavior, accessibility of the attitude, existence of social pressures on behavior, direct personal experience of the attitude.
• Job satisfaction


  A collection of positive and/or negative feelings that an individual holds toward his or her job.
• Job involvement


  Identifying with the job, actively participating in it, and considering performance important to self-worth.
• Organizational commitment


  Degree to which identify with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment).
• Perceived organizational support


  Degree to which employees believe the organization values their contributions and cares about their well-being.
• Employee engagement


  Degree to which employees are absorbed in and enthusiastic about their work.
• Discrepancies between attitudes and behavior tend to occur when social pressures to behave in certain ways hold exceptional power, as in most organizations
• The attitude–behavior relationship is likely to be much stronger if an attitude refers to something with which we have direct personal experience
• These variables will impact the ability to estimate how a certain attitude will predict behavior
• Knowing attitudes helps predict behavior
• Job attitudes


  Evaluations of one's job that express one's feelings toward, beliefs about, and attachment to one's job
• Job attitudes


  Positive or negative evaluations that employees hold about aspects of their work environment
• Most researched job attitudes

  • Job satisfaction
  • Job involvement
  • Organizational commitment
• Other job attitudes


  • Psychological empowerment
  • Perceived organizational support
  • Employee engagement