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Session 4

The document discusses personality theories and traits including trait theory, psychodynamic theory, and the big five personality traits. It also covers person-organization fit and how personality is measured using tools like the Myers-Briggs Type Indicator (MBTI).

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KANIKA GORAYA
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39 views

Session 4

The document discusses personality theories and traits including trait theory, psychodynamic theory, and the big five personality traits. It also covers person-organization fit and how personality is measured using tools like the Myers-Briggs Type Indicator (MBTI).

Uploaded by

KANIKA GORAYA
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Human Behavior in Organizations

Session 4
Personality

The relatively stable set of characteristics that

influences an individual’s behavior and lend it

consistency.
Personality Determinants

Is personality the result of heredity or


environment?

5-3
• Early research tried to identify and label enduring
personality characteristics.

– Shy, aggressive, submissive, lazy, ambitious, loyal,


and timid.
• These are personality traits.

5-4
Personality Theories

Trait Theory – understand individuals by breaking


down behavior patterns into observable traits
Psychodynamic Theory – emphasizes the
unconscious determinants of behavior
Integrative Approach – focus on both person and
situation variables
Big Five Personality Traits
Person-Organization Fit

• Person-Organization Fit
– People high on extraversion fit well with aggressive and team-
oriented cultures.
– People high on agreeableness match up better with a supportive
organizational climate than one focused on aggressiveness.
– People high on openness to experience fit better in organizations
that emphasize innovation rather than standardization.

5-7
• Other Dimensions of Fit
• Although person-job fit and person-organization fit are
considered the most salient dimensions for workplace
outcomes, other avenues of fit are worth examining.
Person-group fit
Person-supervisor fit

5-8
Personality Characteristics in
Organizations
• Core Self-Evaluations : Broad set of personality traits that
refers to self-concept.
• Comprises of:
– Locus of Control
– Self- Efficacy
– Self- Esteem
– Emotional Stability
Locus of Control

Internal External

I control what People and


happens to me! circumstances
control my fate!
Self-esteem

– People’s self-perceived competence and self-


image.
– It is applied to the organization domain called
organization-based self-esteem (OBSE), defined as
the self-perceived value that individuals have of
themselves as organization members acting within
an organization context.
Self-Esteem

Failure tends
to decrease
self-esteem

Success tends
to increase
self-esteem
Self-Efficacy

Beliefs and expectations about one’s ability to

accomplish a specific task effectively


Measuring Personality

– Managers need to know how to measure


personality.
• 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.

5-14
Myers-Briggs Type Indicator

[Based on Carl Jung’s theories]


– People are fundamentally different
– People are fundamentally alike

– Population made up of extraverted and


introverted types.
Myers-Briggs Type Indicator

[Based on Carl Jung’s theories]


– Human similarities/differences
understood by combining preferences
– No preferences better than others
– Understand, celebrate, and appreciate
differences
MBTI Preferences

Preferences Represents

Extraversion Introversion How one


re-energizes
Sensing Intuiting How one gathers
information
Thinking Feeling How one makes
decisions
Judging Perceiving How one orients to the
outer world
Extraversion and Introversion

Where do you get energy?

E I
Extravert Introvert

Characteristics - Outwardly Focused: Characteristics – Inwardly Focused:


• Attuned to outer world of people • Attuned to inner world of ideas,
and external events thoughts and concepts
• Action Oriented – • Reflection –
• Learn best through doing or • Want to reflect before acting or
discussing speaking
• Sociable and expressive • Private and contained
• Prefer to communicate by talking • Avoid being the center of attention
• Enjoy meeting and talking with new • Prefer to be alone or interact with
people people they know well
Sensing and Intuition
How do you take in information?

S N
Sensing Intuition

Characteristics - Present Focused: Characteristics – Future Focused:


• Emphasize the pragmatic – practical • Emphasize the theoretical
realities • Take in information through “sixth
• Take in information through five senses sense”
• Focus on what is real and concrete – • Focus on possibilities
Here-and-now
• Value innovation and imaginative
• Value practical applications, common
sense
insight – see trends and patterns
• Want information step-by-step and • Jump around, leap in anywhere
details • Trust inspiration, “gut feel”, “sixth”
• Trust experience, what can be measured sense
or documented • Oriented to the future
• Oriented to the present
Thinking and Feeling
How do you make decisions?

T F
Thinking Feeling

Characteristics – Objective Characteristics – Subjective Focused:


Focused:

• Use cause-and-effect reasoning • Guided by personal values


• Focus on content • Focus on affect
• Resolve problems through logic • Resolve problems by weighing values
• Look for outcome that “makes • Look for outcome that “feel right”
sense” • Strive for harmony
• Strive for impersonal, objective truth • Compassionate
• Analytical
Judging and Perceiving
How do you deal with the outside world?

J P
Judging Perceiving

Characteristics – Closure Focused: Characteristics – Options Focused:


• Structured, systematic, methodical • Spontaneous, open-ended, flexible
• Plan – Controlled • Adapt
• Like closure – have things decided • Like things loose and open to
• Avoid last-minute stress change
• • Feel energized by last-minute
Try to limit surprises
pressures
• See routines as effective
• Enjoy surprises
• See routines as limiting
MBTI Scales
ISTJ ISFJ INFJ INTJ
Introverts

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP


Extraverts
SOURCE: Modified and reproduced by
special permission of the Publisher.
Consulting Psychologists Press, Inc.
ESTJ ESFJ ENFJ ENTJ
Palo Alto, CA 94303 from Introduction
to Type, Sixth Edition by Isabel Briggs
Myers. Copyright 1998 by Consulting
Psychologists Press, Inc. All rights
reserved. Further reproduction is
prohibited without the Publisher’s
Sensing Types Intuitive Types
written consent.
The Value of MBTI
• MBTI can be used for individuals and teams and provides the
following benefits:
– A framework for improving self awareness and
management
– A vocabulary for all different types of people to improve
communication
– A tool for leadership, communication, team and
relationship development
– A method for identifying stressors and how to manage
those in yourself as well as others
– Show benefits of diversity and differences.
The Dark Triad

Machiavellianism: the degree to which an individual is


pragmatic, maintains emotional distance, and believes that
ends can justify means.

Narcissism: the tendency to be arrogant, have a grandiose


sense of self-importance, require excessive admiration, and
have a sense of entitlement.

Psychopathy: the tendency for a lack of concern for others and

a lack of guilt or remorse when their actions cause harm.


5-25
Situation Strength Theory

• The way personality translates into behavior depends on the


strength of the situation.
– The degree to which norms, cues, or standards dictate
appropriate behavior.
• Clarity
• Consistency
• Constraints
• Consequences
5-26
A strong
situation can
overwhelm the effects
of individual personalities
by providing strong cues
for appropriate behavior
Strong
personalities
will dominate
in a weak
situation
Implications for Managers

• Consider screening job candidates for high conscientiousness


—as well as the other Big Five traits—depending on the
criteria your organization finds most important. Other
aspects, such as core self-evaluation or narcissism, may be
relevant in certain situations.
• Although the MBTI has faults, you can use it for training and
development; to help employees better understand each
other, open up communication in work groups, and possibly
reduce conflicts.
5-29
Implications for Managers

• Evaluate jobs, work groups, and your organization to


determine the optimal personality fit.
• Take into account employees' situational factors when
evaluating their observable personality traits, and lower the
situation strength, to better ascertain personality
characteristics.

5-30

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