Stable traits that influence how a person thinks, feels, and behaves
Attitude
Our opinions, beliefs, and feelings about aspects of our environment
Work behaviors
The actions and conduct of employees in the workplace
Planning
Vision & Mission
Strategizing
Organizing
Organization Design
Culture
Goals & Objectives
Leading
Leadership
Social Networks
Decision Making
Communications
Groups/Teams
Motivation
Controlling
Systems/Processes
Strategic Human Resources
If personality is stable, does this mean that it does not change?
Is our behavior in organizations dependent on our personality?
Five-Factor Trait Theory
Developed by Robert R. McCrae and Paul T. Costa Jr.
Personality traits
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism
Self-efficacy
A belief that one can perform a specific task successfully
Proactivepersonality
A person's inclination to fix what is wrong, change things, and use initiative to solve problems
Self-esteem
The degree to which a person has overall positivefeelings about himself or herself
Self-monitoring
The extent to which a person is capable of monitoring his or her actions and appearance in social situations
Self-efficacy is different from other personality traits in that it is job specific
Research shows that self-efficacy is related to job performance
Personality testing in employee selection
Job interviews
Personality testing
Values
People's stable life goals, reflecting what is most important to them
Values are established throughout one's life as a result of accumulating life experiences, and values tend to be relatively stable
The values that are important to a person tend to affect the types of decisions they make, how they perceive their environment, and their actual behaviors
A person is more likely to accept a job offer when the company possesses the values he or she cares about
Values people care about
Achievement
Benevolence
Conformity
Hedonism
Power
Security
Self-direction
Stimulation
Tradition
Universalism
Perception
The process by which individuals detect and formulate responses, and act accordingly
Our visual perception definitely goes beyond the physical information available to us; this phenomenon is commonly referred to as "optical illusions"
Self-perception biases
Self-enhancement bias
Self-effacement bias
False consensus error
Stereotypes often create a situation called self-fulfilling prophecy
Stereotypes persist because of a process called selective perception
As a manager, you can protect yourself against the tendency of biased perception by being aware of it and making a conscious effort to open your mind to new information
Job satisfaction
The feelings people have toward their job
Organizational commitment
The emotional attachment people have toward the company they work for
Causes of positive work attitudes
Personality
Person-environment fit
Job characteristics
Psychological contract
Organizational justice
Work relationships
Assessing work attitudes in the workplace
Attitude surveys
Exit interviews
Interactionist perspective
Behavior is a function of the person and the situation interacting with each other
Person-organization fit
The degree to which a person's personality, values, goals, and other characteristics match those of the organization
Person-job fit
The degree to which a person's knowledge, skills, abilities, and other characteristics match the job demands
Work behaviors
Job performance
Organizational citizenship
Absenteeism
Turnover
Job performance refers to the level to which an employee successfully fulfills the factors included in the job description
Organizational citizenship behaviors (OCB) are voluntary behaviors employees perform to help others and benefit the organization
Absenteeism refers to unscheduled absences from work