Chapter 2 : Personality and Learning Flashcards
3 types of personality approach in organizational behaviour
- Dispositional Approach
- Situational Approach
- Interactionist Approach
Personality
How people interact & deal with their environment
Dispositional Approach
People possess traits / characteristics that influence their attitude & behaviour”
Situational Approach
Work setting highly influences employee’s attitude”
Interactionist Approach
To understand organizational behaviour in company, we must understand employee characteristics and the setting they work in
Personalities Framework
- Five-Factor Model of Personality (broad) (OCEAN)
- Locus of Control (narrow)
- Self-monitoring (narrow)
- Self-esteem (narrow)
- Type-a personality (neuroticism)
Five-Factor Model of Personality (broad) (OCEAN)
- Extraversion (outgoing vs shy)
- Emotional Stability / Neuroticism (high vs low emotional stability)
- Agreeableness (friendly vs less-friendly)
- Conscientiousness (are they responsible & achievement oriented) → top predictor of personality & performance cuz relevant in any situation
- Openness to Experience (do they think flexibly & open to new ideas)
Locus of Control (narrow)
beliefs whether one’s behaviour is controlled by internal / external forces
a. High internal control → behaviour determined by :
Self-intiative
Personal actions
Free will
b. High external control → behaviour determined by :
Fate
Luck
Powerful ppl
Self-monitoring (narrow)
observe how they appear & behave in social setting & relationship
Self-esteem (narrow)
the degree to which a person has positive self-evaluation
Behavioural Plasticity
ppl w/ low self-esteem are prone to external & social influence (they seek approval) than high self-esteem
Type-a personality (neuroticism)
anxiety
Personality Variables
- Positive & negative affectivity
- Proactive Personality
- General Self-Efficacy (GSE)
- Core Self Evaluations (CSE)
Positive & negative affectivity
1) Positive affectivity (PA) : always positive
- The strongest predictor of employee engagement
- Leads to more success
2) Negative affectivity (NA) :
always negative
- Leads to stress, absenteeism, turnover
Proactive personality
tendency to take initiative & have positive change in environment
General self-efficacy (GSE)
belief in their ability to perform tasks successfully
a. Experience many success → high GSE
b. Experience many failures → low GSE
Core self-evaluations (CSE)
a. 4 traits that make up a person’s core self-evaluation : self-esteem, GSE, locus of control, emotional stability
b. Ppl with higher CSE → higher satisfaction, commitment, performance
Learning
Experiences that leads to permanent change in behaviour
What do employees learn?
- Practical Skills
- Interpersonal Skills
- Intrapersonal Skills
- Cultural Awareness
Practical skills
job-specific skill, knowledge, competence
Interpersonal skills
communication, teamwork, conflict resolution
Intrapersonal skills
problem-solving, critical thinking, learning about alternative work processes, risk taking
Cultural awareness
learning organizational social norm, company goals, business operation, company expectation & priority
Two Learning Theories
1) Operant Learning Theory
2) Social Cognitive Theory
Operant Learning Theory
Subject learn to operate on the environment to achieve certain consequences
Operant Learning Theory - Reinforcement
Stimuli that strengthen behaviour
Ex : salesperson were stimulated by sales commission that strengthen their sales behaviour
Operant Learning Theory - Positive Reinforcement
increase probability of behaviour by ADDING stimulus
Ex : security analyst who developed reading financial newspaper habit because of the successful decisions they made due to that
Operant Learning Theory - Negative Reinforcement
increase the probability of behavior by REMOVAL of stimulus
Ex : employee can avoid manager nagging if they work harder
Organizational Errors Regarding Reinforcement
1) Confusing reward w/ reinforcer
2) Neglecting diversity in preferences for reinforcers
3) Neglecting important sources of reinforcement
What is confusing reward w/ reinforcer?
managers sometimes reward employees based on wrong things rather than for innovation, attendance, productivity (which are more important for the org.)
What is Neglecting important sources of reinforcement?
1) Performance feedback :
- provide info to maintain performance
- Has to be conveyed in positive manner
- Delivered immediately after observation
- Represented virtually (graph, chart)
- Specific to behaviour that is targeted for feedback
2) Social recognition : appreciate one’s work
What is Neglecting diversity in preferences for reinforcers?
adjust reinforces based on individual
Ex : millennials prefer non-monetary reward compare to gen X & baby boomer
2 types of reinforcement strategies
1) Continous, immediate reinforcement –> Fast learning
2) Partial reinforcement –> Persistent learning
Two Strategies to Reduce Probability of Behaviour
- Extinction
- Punishment
Extinction
Terminating the reinforcement
Behaviors learned through delay / partial reinforcement are MORE DIFFICULT to extinguish than the one learned from continuous, immediate reinforcementBehaviours
Punishment
following unwanted behavior w/ some unpleasant stimulus
a. Alternative should be clear (what ppl can do rather than the activity that get punishment)
b. Sometimes provoke strong reaction by the punished
c. Principles to increase punishment effectiveness :
i. Make sure punishment is aversive (berdampak)
ii. Punish immediately
iii. DON’T reward unwanted behaviour before / after punishment
Iv. DON’T accidentally punish desirable behaviour
Social Cognitive Theory (SCT)
Emphasize role of cognitive process & people’s behaviour in learning, involving 3 component :
- Observational learning
- Self-efficacy beliefs
- Self-regulation
SCT - Observational learning
observing & imitating others
SCT - Self-efficacy beliefs
belief in ability to perform a task
- Performance Mastery
Ex: Past successful work - Observation of others
Ex: Observe how others do the task - Verbal persuasion & social influence
Ex : encouragement from peers - Psychological state
Ex : relax, comfort
Self-regulation
the use of learning principles to manage one’s own behaviour
Discrepancy Reduction
when a discrepancy exist between their goal & performance, individuals are motivated to modify their behaviour in the pursuit of goal attainment
Discrepancy Production
when individuals attain their goals, they are likely to set higher goals
Organizational Learning Practices
1) Organizational Behaviour Modification (OB Mod)
2) Employee Recognition Programs
3) Training and Development Programs
Organizational Behaviour Modification (OB MOD)
systematic use of learning principles to influence organizational behaviour
Employee Recognition Programs
reward employee for specific behaviours
a. To be effective :
- Specify how a person will be recognized
- Type of behaviour being encouraged
- Public acknowledgement
- Token / icon of the event for the recipient
Peer Recognition Programs
program allowing employee to acknowledge their co-workers exceptional work
Training and Development Programs
activities to develop knowledge & skill in increasing job performance
Behaviour Modelling Training (BMT)
trainees observe a model performing task followed by opportunities to practise observed behaviour
Steps of Behaviour Modelling Training
- Describe skills to be learned
- Provide a model
- Provide opportunities for practice
- Provide feedback
- Take steps to transfer behaviour to job
