Individual Differences and Perception PPT #4 Flashcards
Finding the right fit
Interactionist perspective: B = f(P,E)
Person to Job Venn Diagram
Person to Org Venn Diagram
Part of assessing fit = knowing your personal values
Types of Values
Terminal:
Wisdom
Freedom
Sense of accomplishment
Family Security
Happiness
Instrumental:
Logical
Helpful
Loving
Honest
Imaginative
Personal Values: Very long list
My top 5: Caring, Family Happiness, Honesty, Love, Stability
What is Personality?
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
Big Five Personality Traits: OCEAN
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.
OCEAN linked to job outcomes
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
Proactive Personality
A person’s inclination to fix what is perceived as wrong, change the status quo, and use initiative to solve problems
Core Self-Evaluation (CSE)
The positiveness of one’s self-concept, includes:
Self-Efficacy
Locus of Control
Self-Esteem
Emotional Stability
Core Self-Evaluations (CSE): High Amounts of it
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
Self-Monitoring
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
High Self Monitors: More Likely To
Get Promoted
Offer Emotional Help
Regulate Own emotions to support performance
Social Perception
The process of interpreting information about another person
Influenced by characteristics of:
The perceiver
The target
The situation
Social Perception Model
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
Barriers to Social Perception:
- Selective perception
- Stereotype
- First-impression error
- Recency effect
- Contrast effect
- Projection
- Self-fulfilling prophecy
Barriers to Self-Perception:
Up: Self-Enhancement Bias
Down: Self-Effacement Bias
False Consensus bias
Impression Management
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
Attribution Model
Information Cues –> Behavioral Observation –> Attribution –> Response to behavior
Information Cues:
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
Attribution Biases
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
Culture, personality, and perception
Values and personality traits can vary with culture
Focus of social perception can vary as well
Key Points
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
