ch 3 understanding people at work: individual differences and perception Flashcards
person-organization fit
the degree to which a person’s values, personality, goals, and other characteristics match those of the organization
person-job fit
the degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands
values
stable life goals that people have, reflecting what is most important to them
established throughout one’s life as a result of the accumulating life experiences and tend to be relatively stable
terminal values
end states people desire in life
instrumental values
views on acceptable modes of conduct
personality
the relatively stable feelings, thoughts, and behavioral patterns a person has
big five personality traits
openness
conscientiousness
extraversion
agreeableness
neuroticism
openness
the degree to which a person is curious, original, intellectual, creative, and open to new ideas
conscientiousness
the degree to which a person is organized, systematic, punctual, achievement orientated, and dependable
- the one personality trait that uniformly predicts how high a person’s performance will be
extraversion
the degree to which a person is outgoing, talkative, and sociable, and enjoys being in social situations
- tend to be effective in jobs involving sales
agreeableness
the degree to which a person is nice, tolerant, sensitive, trusting, kind and warm
- help other at work consistently, and the helping behavior is not dependent on being in a good mood
neuroticism
the degree to which a person is anxious, irritable, aggressive, temperamental, and moody
- tend to have emotional adjustment problems and experience stress and depression on a habitual basis
Myers-Briggs Type Indicator
classifies people as one of 16 types
positive affective people
experience positive moods more frequently
negative affective people
experience negative moods with greater frequency
- glass half empty
self-monitoring
the extent to which a person is capable of monitoring his or her actions and appearance in social situations
proactive personality
a person’s inclinations to fix what is perceived as wrong, change the status quo, and use initiative to solve problems
- take action to initiate meaningful change and remove obstacles they face along the way
self-esteem
the degree to which a person has overall positive feelings about themself
- high: confident, respect themselves
- low: self-doubt and questions their self worth
self-efficacy
a belief that one can perform a specific task successfully
high internal locus of control
believe that they control their own destiny and what happens to them is their own doing
high external locus of control
feel that things happen to them because of other people, luck, or a powerful being
perception
the process with which individuals detect and interpret environmental stimuli
self-enhancement bias
the tendency to overestimate our performance and capabilities and see ourselves in a more positive light than others see us
self-effacement bias
the tendency for people to underestimate their performance, undervalue capabilities, and see events in a way that puts them in a more negative light
false consensus error
we overestimate how similar we are to other people
stereotypes
generalizations based on group characteristics
self-fulfilling prophecy
when people automatically behave as if an established stereotype is accurate, which leads to reactive behavior from the other party that confirms the stereotype
selective perception
we pay selective attention to parts of the environment while ignoring other parts
attribution
the causal explanation we give for an observed behavior
internal attribution
if you believe that a behavior is die to the internal characteristics of an actor
- ex. if someone is complaining about homework, you think they are complaining because they are a negative person
external attribution
explaining someone’s behavior by referring to the situation
- ex. if you think they are complaining because the homework is difficult
self-serving bias
the tendency to attribute our failures to the situation while attributing our successes to internal causes
