Individual Differences and Perception PPT #4

Question 1

Finding the right fit

Answer 1

Interactionist perspective: B = f(P,E)

Person to Job Venn Diagram
Person to Org Venn Diagram

Part of assessing fit = knowing your personal values

Question 2

Types of Values

Answer 2

Terminal:
Wisdom
Freedom
Sense of accomplishment
Family Security
Happiness

Instrumental:
Logical
Helpful
Loving
Honest
Imaginative

Question 3

Personal Values: Very long list

Answer 3

My top 5: Caring, Family Happiness, Honesty, Love, Stability

Question 4

What is Personality?

Answer 4

Personality is:
A relatively stable set of characteristics that influences an individual’s behavior
Influenced by both environment and heredity

In this class, we will focus on understanding:
Big Five model
Proactive personality
Core self-evaluation and its components
Self-monitoring

Question 5

Big Five Personality Traits: OCEAN

Answer 5

Openness: Being curious, original, intellectual, creative, and open to new ideas.

Conscientiousness: Being organized, systematic, punctual, achievement oriented, and dependable.

Extraversion: Being outgoing, talkative, sociable, and enjoying social situations.

Agreeableness: Being affable, tolerant, sensitive, trusting, kind, and warm.

Neuroticism: Being anxious, irritable, temperamental, and moody.

Question 6

OCEAN linked to job outcomes

Answer 6

Openness: Creative and adaptable (higher than slightly), no setbacks

Conscientiousness: Linked to Job Performance and OCB (Doing more than contracted to do), both very high and not very adaptable

Extraversion: Job Performance (slightly) and not very creative

Agreeableness: Job Performance (slightly) and not very creative

Emotional Stability: Job Satisfaction and Stress (more than slightly), not very strong at decision making

Question 7

Proactive Personality

Answer 7

A person’s inclination to fix what is perceived as wrong, change the status quo, and use initiative to solve problems

Question 8

Core Self-Evaluation (CSE)

Answer 8

The positiveness of one’s self-concept, includes:

Self-Efficacy
Locus of Control
Self-Esteem
Emotional Stability

Question 9

Core Self-Evaluations (CSE): High Amounts of it

Answer 9

People with high CSE:
Have a positive self-concept based on an internal locus of control, self-efficacy, self-esteem, and emotional stability

People with high CSE:
More popular
Make more money
Have higher prestige jobs
Have higher job satisfaction
Maintain better health
Pursue further education

Question 10

Self-Monitoring

Answer 10

High Self Monitor:
Flexible
Pay attention to what is appropriate and adjust behaviour accordingly
Can appear unpredictable and inconsistent
Respond to work-group norms, organizational culture, and supervisory feedback

Low Self Monitors:
Act from internal states rather than from situational cues
Show consistency
Less likely to respond to work-group norms or supervisory feedback

Question 11

High Self Monitors: More Likely To

Answer 11

Get Promoted
Offer Emotional Help
Regulate Own emotions to support performance

Question 12

Social Perception

Answer 12

The process of interpreting information about another person

Influenced by characteristics of:
The perceiver
The target
The situation

Question 13

Social Perception Model

Answer 13

Perceiver Characteristics:
Familiarity with target
Attitudes/Mood
Self-concept
Cognitive structure

Situational Characteristics:
Interaction context
Strength of situational cues

Target Characteristics:
Physical appearance
Verbal communication
Nonverbal cues
Intentions

Question 14

Barriers to Social Perception:

Answer 14

1. Selective perception
2. Stereotype
3. First-impression error
4. Recency effect
5. Contrast effect
6. Projection
7. Self-fulfilling prophecy

Question 15

Barriers to Self-Perception:

Answer 15

Up: Self-Enhancement Bias
Down: Self-Effacement Bias

False Consensus bias

Question 16

Impression Management

Answer 16

Impression Management: The process by which people try to control the impression others have of them

Use of self-enhancing techniques
e.g., name dropping

Use of other-enhancing techniques
e.g. flattery, favours

IM is linked to hiring
IM is NOT linked to actual performance

Question 17

Attribution Model

Answer 17

Information Cues –> Behavioral Observation –> Attribution –> Response to behavior

Question 18

Information Cues:

Answer 18

Consensus:
Was the same behaviour evident in other people?
Yes – external, No – internal

Consistency:
Was the same behaviour repeated over time?
Yes – internal, No – external

Distinctiveness:
Was similar behaviour evident in other situations?
Yes – internal, No - external

Question 19

Attribution Biases

Answer 19

Fundamental Attribution Error: The tendency to make attributions to internal causes when focusing on someone else’s behaviour

Self-Serving Bias: The tendency to attribute one’s own successes to internal causes and one’s failures to external causes

Question 20

Culture, personality, and perception

Answer 20

Values and personality traits can vary with culture

Focus of social perception can vary as well

Question 21

Key Points

Answer 21

Personality can have an impact on work behaviors and attitudes:
Constructs we’ve covered include: Big Five,
proactive personality, core self-evaluation,
self-monitoring

Social perception can be skewed by many factors, use caution in making decisions

Attributions are shaped by perceptions of consensus, consistency, and distinctiveness