Individual attributes Flashcards
Demographic difference
Age
Gender
Ethnic background
Competency difference
- competency: apitudes and abilities of people at work
- apitude: the capability to learn something
- abilities: the capacity to perform the tasks needed for a given job
- cognitive abilities: mental capacity to process information & solve problems (IQ)
- physical abilities
- psychological and societal abilities (EQ)
Personality difference
Personality is the overall profile or combination of traits that characterize the unique nature of a person.
Development approach to personality
Chris Argyris Model: Immaturity -> to -> maturity
Immaturity 1:
- passivity, dependence, little-self awareness, subordinate position
2:
- Limited behavior, shallow interests, short-term perspectives
Maturity 1:
- much self-awareness, activity independence, superordinate position
2:
- Diverse behavior, deep interest, long-term perspective
Key dimensions of personality (Big Five)
- extraversion - introversion
- conscientiousness
- agreeableness
- emotional stability
- openness to experience
Myers-Briggs Type Indicator (MBTI)
- focus of attention:
- evtraversion vs. introversion - collection of information
- sensing vs intuiting - evaluation of information
- thinking vs feeling - orientation to outer world
- perceiving vs judging
2)3) -> problem solving
Occupational matches for problem solving styles
- Sensation thinking
- Sensation feeling
- Intuitive thinking
- Intuitive feeling
Sensation thinking
- decisive
- dependable
- applied in thinking
- sensitive to details
(accounting, programming, engineering)
Sensation feeling
- pragmatic
- analytical
- methodical
- conscientious
(Negotiating, Selling, Direct supervision)
Intuitive thinking
- creative
- progressive
- perceptive in thinking
- many ideas
(design thinking, system analysis, law, middle/top management, business, economics)
Intuitive feeling
- charismatic
- participative
- people oriented and helpful
(Public relations, advertising, politics)
Dynamic self concept: modelled as an atom
Electron -> Self-concept (is dynamic and changes through time)
Proton -> stable self core
Atom cover -> self
Authoritarianism
A person high in authoritarianism tends to adhere rigidly to conventional values and to obey recognized authority. This person is concerned with toughness and power.
Dogmatism
For people high in dogmatism the world is a threatening place. They often regard legitimate authority as absolute and accept or reject others according to how much they agree with accepted authority.
Machiavellianism
A person high in mach
-> tendencies to approach situations logically and thoughtfully
-> ability to lie & manipulate to achieve personal goals
-> reluctance to be ruled by loyalty, friendships, past promises or the opinions of others
-> skilled influencers
Workplace values
- achievement
- helping and concern for others
- honesty and fairness
Post-materialistic values
- self-actualization
- social status and solidarity
Materialistic values
- safety
- supply
Components of attitudes
Attitude: predisposition to respond in a specific way to someone
cognitive components:
- beliefs, opinions, knowledge a person possesses
affective components:
- specific feelings regarding the personal impact of the antecedents
behavioral components:
- intentions to behave in a certain way based on a person’s specific feelings or attitudes
Beliefs
-> create
Feelings
-> that influence
Behavior
Components of job satisfaction
Organizational commitment
- degree to which person feels part of organization
Job involvement
- Degree to which person is willing to work hard and apply effort beyond normal job expectations
Facets of job satisfaction
The work (responsibility, interest and growth)
Quality of supervision (Technical help and social support)
Relationship with coworkers (social harmony and respect)
Promotion opportunities
Pay (adequacy of pay)
Forms of job (dis)satisfaction (Brugemann)
Slide 66
- positive/ negative result
- level of aspiration increase/constant/decrease
Satisfaction and Performance: Satisfaction causes good performance and vice versa
Job satisfaction and workplace behaviour
Absenteeism - turnover (people leaving)
-> job satisfaction - affects -> intrinsic motivation
Factors influencing perception
Perceptual process is affected by:
The perceiver
- needs or motives, experience, values, attitudes
The setting
- physical, social, organizational
The perceived
- contrast, intensity, size, motion
Distortions:
- Selections effects, biases, stereotypes
Implicit personality theories
Theory X:
- people have low drive and don’t like to work
-> need to be controlled/supervised
-> loathe responsibility and prefer to be led by others
Theory Y:
- work: self fulfillment -> identification with the organisation leads to self-control and initiative
-> makes external control unnecessary
-> ego-needs and self-actualization more important than financial reward
-> initiative, creativity and responsibility naturally given
Consequence: Self-fulfilling prophecy
Managing Perceptions requires
- high level of self-awareness
- seek information from others (to counter biases)
- be empathetic
- try to avoid common perceptual distortions
Locus of control
The extent to which people feel able to affect their lives (internal vs external control of locus)
Causal attributions
Internal-external
Stable-variable
global-specific (happens everywhere vs. specific for this situation)
Example: getting a good grade
Internal+stable: I am smart
Internal+variable: I studied hard for this exam
External+stable: this subject is very easy
External+variable: I was lucky this once
Dysfunctional Attribution Style
After success:
external, variable, specific
-> “I was just lucky this time, it won’t happen again”
After failure:
internal, stable, global
-> “I am a failure as always on not only this subject, in everything”
