Chapter 5 Flashcards
define the term personality
one’s total sum of behaviours, reactions, and interactions with others.
Dynamic organization of those psychophysical systems that determine his unique adjustments to his environment.
The heredity approach
argues that the ultimate explanation of an individual’s personality is the molecular structure of the genes, located in the chromosomes. Strong individual differences in dependability remain; everyone tends to change by about the same amount, so their rank order stays roughly t
There are two main models which recognise and organise traits:
- The Myers- Briggs Type Indicator
2. Big Five Model
The Myers- Briggs Type Indicator
+ vier groepen persoonlijkheid
the most common personality-assessment tool. It’s a test which consists of 100 questions related to behaviours, feelings, and attitudes in different situations at situations. After doing the test, a person can be classified to the following groups:
- Extraverted or introverted – extraverted types are gregarious, social, assertive, outgoing
- Sensing or intuitive – sensing types like routine, are practical-oriented, pay attention to details
- Thinking or feeling – thinking types are logical and analytical when facing problems
- Judging or perceiving – judging types like the ordered, structured world, need for control
Disadvantages of the Myers-Briggs Type Indicator model
a person must be classified either to one type or another
–cannot be in-between the types, and do not reflect job performance.
+ Can be a valueable tool for increasing self-awarness and career guiding.
- It is unreleated to job performance and therefore not useable for selection.
- Lack of supporting evidence.
Business success: Important and Less important
Important: persistence, attention to detail, efficiency, analystical skills and setting high standards.
Less important: Strong oral communication, teamwork, flexibility, enthusiasm, listening skills.
Conscientious people
life longer etc., happier, Still, probably because they’re so organized and structured, conscientious people don’t adapt as well to changing contexts, because focused on performing and not creative.
Emotional-stability and Extraverts
strongly related to life satisfaction, job satisfaction and low stress levels. Extraverts happier in jobs and lives. And they are risk taking, impulsive.
Agreeableness
slightly happier, everything is good and relationships to, but downside is that they have lower levels of career success (especially earnings).
Core-self evaluation
level to which one likes or dislikes himself, whether he thinks he is effective, able to perform tasks and have control over his surrounding. People with positive core-self evaluation usually perform at work better and high job satisfaction. Sometimes overconfident but they are incompetent.
Machiavellianism
level of one’s being rational & practical, goal-oriented, very good in bargaining, keeping distance with showing (experiencing) emotions, thinking that ends justify means. People with high level of Machiavellianism tend to manipulate others, appear as very persuasive, and are good in negotiations. Not very happy with job.
Narcissism
people who are high in narcissism level are good leaders, but are perceived by others as arrogant – they want the appreciation, admiration, they may think they are superior.
Self-monitoring
one’s ability to adjust himself and his behaviour to external world, various environmental circumstances. People with high level of self-monitoring are more responsive to external signs, but also their behaviour differs from situation to situation – they tend to behave differently when being in a public and differently in private. High self-monitoring means better job performance than low self-monitoring. Low self-monitoring: They tend to display their true dispositions and attitudes in every situation; hence, there is high behavioral consistency between who they are and what they do.
Risk taking
willingness to accept changes and take risks. Managers with high risk-taking level make decisions faster with less information. It makes sense to recognize these differences and even consider aligning them with specific job demands.
Type A personality
people who are highly competitive, always want to achieve more, be more efficient, they can be aggressive in pursuing their goals, even if it takes being against other people/difficulties. In US type A is associated positively, with ambition, success. Type B personality is the opposite – people with type B never hurry with anything, can be relaxed without guilt. Type A personalities do better during work interviews, are faster workers, work long hours, usually work under stress and their actions are more predictable.
Proactive personality
aking initiatives, being ahead with ideas, recognition of opportunities. Proactive people are seen as leaders, make changes within the organization, but they are more likely to leave the organization to start business on their-own, career success. Create their invirnoment.
Other-oriented personality
a personality trait that reflects the extent to which decisions are affected by social influences and concerns vs. our own well-being and outcomes. If you help they help you!
Rokech Value Survey (RVS)
The most basic categorisation of values recognises terminal and instrumental valuesand is used in RVS.
RVS is made of two sets of values:
1. terminal values are desirable goals one wants to achieve and
2. instrumental values that represent behaviours/modes which help to achieve the terminal values (terminal goals).
People in the similar occupations have similar RVS values.
Contemporary Work cohorts
Integrated several recent analyses of work values into for groups: Moreover, it is necessary to mention generational values. Researches have made the following division:
- Veterans
- Boomers
- Xers
- Nexters
Contemporary Work cohorts
Veterans
begin of the workforce in 1950s and 1960s; rather loyal, belief in authority, order, hardworking, pragmatic, traditionalists. Not for all cultures, little research on generational values, and this are imprecise categories. Despite these limitations, values do change over generations, 70 and we can gain some useful insights from analyzing values this way.
Contemporary Work cohorts
Boomers
born after the WWII; workforce from mid-1960s until mid-1980s; career-oriented, making-money attitude, distrust/dislike of authority, achievement and material success.
Contemporary Work cohorts
Xers
entered workforce from 1985 until 2000; people with team-sprit at work, who value relationships, bonds, balance their work with private life, question authority-dont sacrifice themselfs, do not like rules. (globalization and two-career parents)
Contemporary Work cohorts
Nexters
on the work market since 2000; people to whom financial success is important, they are technology-oriented at work, confident, value both self and relationships, team spirit combined with work autonomy, social responsible, becoming rich and famous. Like feedback, needy.
Disadvantages of Contemporary Work cohorts
does not apply in all cultures, little research – relying on intuition, inexact categories. Generalizations overblown and methodological problems.
Matching individual’s values and personality to the workplace: 2 theories
- Person-job fit
2. Person-organisation fit
Person-job fit
recognises 6 personality types and makes a match between particular personality fit and occupation and its environment. A successful match guarantees high job satisfaction and lower probability to resign from the job. Vocational Preference Inventory questionnaire; what they dislike or not. The possible personality types in person-job fit theory are: realistic, investigative, artistic, social, conventional (rule regulated), enterprising (verbal-lawyer). Social people match best with social occupations, artistic people with artistic jobs, etc…
Person-organisation fit
this theory claims that people are attracted to and chosen by organisations that correspond to their values and beliefs. If it is not the case, a person will leave the organization. A fit between one’s values and corporate culture and values guarantees job satisfaction, organizational commitment and low probability of leaving the firm.
Hofstede’s Framework theorie and name 5 dimensions
Values and value systems differ from culture to culture. Hofstede’s framework explains and forecasts behaviors of people from different cultures. The five dimensions of Hofstede’s theory are:
- Power distance
- Individualism
- Masculinity versus femininity
- Uncertainty avoidance
- Long-term
explain 5 dimensions of Hofstede’s Framework
- Power distance
- Individualism
- Masculinity versus femininity
- Uncertainty avoidance
- Long-term
- Power distance -> high level of it means large differences between the rich and the poor, accepts the existence of social classes, castes. Low level of it emphasizes equality in society.
- Individualism: act as individuals versus collectivism: social framework.
- Masculinity versus femininity: high masculinity rating ◊ men dominate the society in which the roles for men and women are separated and more power etc. Femininity ◊
- Uncertainty avoidance; high is increased level of anxiety about uncertainty. Low is more acceptance of ambiguity.
- Long-term: look to the future versus short-term orientation; the here and now.
Critique on Hofstede’s 5 Dimensions
out-of-date (concept developed 30 years ago, based on IBM company), many changes, world events have happened since the development of the theory (and they also shape the dimensions), some results are surprising. Cultural values were more strongly related to organizational commitment, citizenship behavior, and teamrelated attitudes than were personality scores. On the other hand, personality was more strongly related to behavioral criteria like performance, absenteeism, and turnover. Individual score better.
GLOBE Framework
The Global Leadership and Organizational Behaviour Effectiveness.
It is an on-going study in leadership and national culture across different countries representing different cultures. Some dimensions are the same as Hofstede’s, but apart from them, GLOBE has much more other aspects: humane orientation (reward individuals), performance orientation (reward performance improvement). More interests in hofstede because GLOBE confirms him.
