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ORGANIZATIONAL PSYCHOLOGY > PERSONALITY AND VALUES > Flashcards

PERSONALITY AND VALUES Flashcards

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1
Q

big 5 predict best

A
  1. 3 types of task performance
  2. organizational citizenship
  3. counterproductive work behavior
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2
Q

what is the best overall personality predictor for proficent task performance?

A

conscientiousness

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3
Q

two specific conscientiousness traits that are the best predictors of proficent task performance

A
  1. industriousness
  2. dutiness
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4
Q

industriousness

A
  • achivement
  • self-discipline
  • purposefulness
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5
Q

conscientious people set _________ goals and are more ___________________

A
  • higher
  • persistent
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6
Q

conscientious peopke engage more in ___________________ and less in ___________________

A
  • organizational citizenship
  • counterproductive behavior
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7
Q

conscientiousness is a weak predictor of

A
  1. adaptive performance
  2. proactive task performance
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8
Q

adaptive task performance

A
  • responding to change
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9
Q

proactive task perfromance

A
  • taking initiative toward something new
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10
Q

which 2 traits of conscientiousness suppress adaptivity?

A
  • orderliness
  • dependability
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11
Q

second best overall personality predictor of task performance

A

extraversion

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12
Q

is extraversion MUCH WEAKER predictor comapred to conscientiousness?

A

yes

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13
Q

which traits of the extraversion are the best predictors of the proficent task performance?

A
  • assertiveness
  • positive emotionality
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14
Q

assertiveness is a good predictor of which 2 task performances?

A
  1. adaptive
  2. proactive
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15
Q

the best 2 predictors of the proficent task performance

A
  1. conscientiousness
  2. extraversion
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16
Q

assertive employees tend to

A

take initiative, easily adapt - they proactively initiate change

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17
Q

what explains why effective leaders are in general more extraverted?

A
  1. tendency to influence others
  2. tendency to feel good in social settings
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18
Q

agreeableness is a strong positive predictor of

A

organizational citizenship

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19
Q

agreeableness negatively correlates with

A

counterproductive work behaviors

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20
Q

agreeableness does not predict which tsk perfroamnces very weel?

A
  • proficent
  • proactive
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21
Q

why agreeableness poorly predicts proactive and proficent task performance?

A
  • lower motivation to set goals
  • lower motivation to achive results
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22
Q

is too high agreeableness good for sharing knowledge and motivation to help the team?

A

no - just higher

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23
Q

those who score higher on agreeableness are more likely to

A
  1. share knowledge with their team
  2. help the team
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24
Q

openess is a weak prediuctor of which task perfromance

A
  • proficent
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25
Q

openess is a good predictor of which 2 types of performance

A
  • adaptive
  • proactive
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26
Q

the reason why those who score high on agreeableness are good in adaptive and proactive tasks

A
  1. more curious
  2. imagination
  3. tolerance of change
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27
Q

emotional stability is one of the best predictors for

A
  • adaptive performance
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28
Q

those who have higher emotional stability cope better with

A
  • ambiguity
  • uncertanity of change
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29
Q

those higher on neuroticism view change as a

A

threat

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30
Q

what about the emotional stability and proactive task performance?

A

still not enough information

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31
Q

higher is not always better indiates that the relationship between…..

A

personality and perfromance may be non-linear

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32
Q

is it good to have the highest scores on some traits?

A

yes, but it really depends on the task too

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33
Q

which mount of extraversion is the best for the sales jobs

A

moderate extraversion

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34
Q

which combination is the best for peer-rated contributions to teamwork

A
  1. high extraversion
  2. moderately high conscientiousness
  3. mid-point agreeableness
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35
Q

what reinforces the fallacy that the personality is static?

A

labelling people

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36
Q

does Big 5 model cover our whole personality?

A

no, only a large part

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37
Q

is Big 5 relatively stable accross the cultures?

A

yes

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38
Q

when they were deciding which adjectives should be used for describing personality (while creating Big 5), which kind of adjectives were excluded?

A
  • positive and negative valence ones
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39
Q

out of the traits with ___________________ and ___________________ ___________________ , Dark triad emerged

A
  • positive and negative valence
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40
Q

‘dark’ in the dark triad means that these traits are

A

undesirable

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41
Q

M people have a strong motivation to get what they want

A

at the expense of others

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42
Q

peoople with high M believe ___________________ to be the natural and acceptable way to achive goals

A

DECIT

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43
Q

M people use ___________________ ___________________ tactics

A

undesirable influence

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44
Q

how often to people who score high on M empathize with others or trust others

A

seldom

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45
Q

People who score high on M have a cynical disregard of

A

moral principles

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46
Q

N have an excessive need for

A

attention

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47
Q

because N have an excessive need for attenton, they engage in

A

self-promotion and exhibitionism

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47
Q

because N have an excessive need for attenton, they engage in

A

self-promotion and exhibitionism

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48
Q

because N have an excessive need for attenton, they engage in

A

self-promotion and exhibitionism

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49
Q

N are initially

A

charming

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49
Q

N are initially

A

charming

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50
Q

some characteristics of N

A
  • envious
  • arogant
  • schadenfrude
  • low empathy
  • exploit others to increase their own power and importance
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51
Q

N expploit others to

A

increase their own power and importance

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52
Q

schadenfreude

A

getting pleasure from other’s misfortune

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53
Q

can N and M feel empathy? and P?

A

yes and yes
- no

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54
Q

what is the ‘mask of psychopathy”

A

superficial charm, but are ANTISOCIAL, IMPULSIVE

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55
Q

fraudent thrill-seeking behavior is characteristic for

A

pscyhopathy

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56
Q

the chore characteristic of whe whole dark triad

A

dishonesty

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57
Q

what is the second chore characteristics of the dark triad?

A

undermining others for personal gain

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58
Q

organizational politics

A

using the influence tactics for personal gains at the expense of others and company

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59
Q

counterproductive work behaviors (CWB)

A

voluntary behaviors that have the potential to directly or indirectly harm the organization

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60
Q

are CWB voluntary?

A

yes

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61
Q

delibaretly working slowly to get overtime is an example of

A

CWB

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62
Q

stealing company’s property is an example of the

A

CWB

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63
Q

which one is a better predictor of the CWB - Big 5 or Dark triad?

A

Big 5, but Dark triad can be a predictor to some extent

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64
Q

the dark triad is especially good at predicting

A
  1. white-collar crimes
  2. unethical misconduct
  3. fraud
  4. bullying
  5. workplace aggression
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65
Q

poored both absolute and risk-adjusted investment returns are characterstic for the

A

dark triad

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66
Q

why do dark triad people take more risks?

A
  • overconfidence
  • disregard for consequences
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67
Q

do people with Dark Triad care about the consequences?

A

no

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68
Q

why are dark triad people disfunctional team members?

A
  1. dont trust others
  2. own goals at the expense of other’s
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69
Q

when to dark triad people help others?

A

at the beginning - it serves the self-interest

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70
Q

why do dark triad people help others at the beginning

A

self-interest

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71
Q

can dark triad personality traits be helpful?

A

yes - moving up the positions on the work

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72
Q

fearless dominance is a component of

A

psychopathy

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73
Q

fearless of dominance is a predictor of

A

career success

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74
Q

why some argue that fearless of dominance should not be a part of psychopathy or dark triad at all?

A

it positively correlates with the career success, while psychopathy is not

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75
Q

extraversion and intraversion

A

getting energy

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76
Q

sensing and intuitive

A

perceiving information

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77
Q

thinking and feeling

A

making decisions

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78
Q

judging and perceiving

A

orienting to the external world

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79
Q

perceving information directly through 5 senses is charactersict for

A

sensning

80
Q

sensing lies on the organized structure to acquire ____________ and ___________________ details

A
  • factual
  • quantitative
81
Q

which details are preferred for sensing?

A

quantitative

82
Q

intuition relies on the ___________________ to see the relationship between the variables

A

subjective experience

83
Q

sensing vs intuition
- which one focuses on here and now and which one on future

A

here and now - sensing
- future - intuition

84
Q

is MBTI a good predictor for the job performance?

A

no

85
Q

MBTI can predict those who would prefer virtual vs face-to-face work, but cannot predict

A

how well the team develops

86
Q

MBTI is questionable when it comes to predicting

A

LEADERSHIP

87
Q

which approach is taken by MBTI when it comes to strengths and limitations of each personality?

A

neutral (balanced)

88
Q

difference in the MBTI and Big 5 approaches

A

MBTI - neutral
Big 5 - views those with higher scores to be better

89
Q

Big 5 is more difficult to apply in

A
  1. coaching
  2. development settings
90
Q

Why is Big 5 more difficult to apply in coaching and development settings?

A

-views those with higher scores to be better

91
Q

MBTI is based on the psychology of

A

Jung

92
Q

is personality a better predictor of WORK BEHAVIOR or WORK PERFORMANCE

A

work performance

93
Q

who tends to be the best candidtae - extremes or middle of some trait

A

middle

94
Q

can personality instruments unfairly discriminate against specific groups of people?

A

yes

95
Q

most personality dimesions are better estimated by OTHERS/SELF

A

others

96
Q

the test score might not represnet individual’s personality because

A

test takers often dont know what the company is looking for

97
Q

is rating of the personality by others widely used?

A

not really

98
Q

values

A

relatively stable, evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations

99
Q

values tell us what we ______________ do

A

should

100
Q

values are perceptions about what is

A

good or bad

101
Q

how people arrange values?

A

hierrarchy of preferences

102
Q

value system is a

A

hierarchy of preferences

103
Q

how are values reinforced?

A

through socialization, friends, personal experiences…

104
Q

are values stable and long-lasting?

A

yes

105
Q

personal values

A

only within the individual

106
Q

shared values

A

groups of people who hold the same/similar values

107
Q

cultural values

A

accross the society

108
Q

what is the most important distinction between values and personality?

A

evaluative component of values

109
Q

values tell us what we ______________ do, whilw personality tells us what we ______________ to do

A

should, tend

110
Q

personality traits have a ______________ conflict with each other

A

MINIMAL CONFLICT (high agreeableness + high extraversion possible)

111
Q

is conflict bigger for the values or personality?

A

values

112
Q

which one is influenced more by socialization - values or personality

A

values

113
Q

are values influenced by our genes?

A

yes

114
Q

Schwarts values model has ______________ values clustered into ______________ categories and ______________ quadrants

A
  • 57
  • 10
  • 4
115
Q

4 quadrants

A
  1. openness to change
  2. conservation
  3. self-enhancement
  4. self-transcedence
116
Q

openness to change

A

the extent to which a person is motivated to pursue innovative ways

117
Q

self-direction includes

A
  • creativity
  • independent thought
118
Q

stimulation includes

A
  • excitement
  • challenge
119
Q

hedonism includes

A
  • gratification of desires
  • pleasure, enjoyment
120
Q

openness to change includes

A
  1. hedonism
  2. self-direction
  3. stimulation
121
Q

conservation

A

person motivated to persevere status quo

122
Q

self-enhancement is about how much a person is motivated by

A

self-interest

123
Q

achivement

A

pursuit of personal success

124
Q

power

A

dominance over others

125
Q

self-enhancement includes

A
  1. achievement
  2. power
  3. hedonism
126
Q

hedonism is a part of

A
  1. self-enhancement
  2. openness to change
127
Q

conformity

A

sticking to social norms

128
Q

moderation and perseveration of status quo

A

tradition

129
Q

self-enhancement refers to the

A

motivation to promote the welfare of OTHERS + NATURE

130
Q

benevolence means

A

concern for others in one’s life

131
Q

universalism means

A

concern for the welfare and all people and nature

132
Q

values directly motivate our actions by

A

shaping the relative attractiveness of the choices available

133
Q

valence

A

attractiveness of choices

134
Q

we experience more positive feelings toward alternatives that are

A

in line with out values

135
Q

how do values indirectly motivate our behavior?

A

by framing our perception of reality

136
Q

values indirectly notice our behavior means that they influence

A
  1. whether we notice something
  2. how we interpret sth
137
Q

our decisions are affect by

A

how we see situations

138
Q

we are motivated to act consistently with our

A
  1. self-concept
  2. self-presentation
139
Q

if we act in a certain way, we want make sure that that is consistent with our

A

values –> consistent self-concept

140
Q

the consistency of behaviours is more important for behaviours that

A

particularly underline that value

141
Q

two reasons why connection between values and behavior is not as strong

A
  1. situation (from MARS)
  2. counter-motivational-forces
  3. no active thinking about the values much of the time
142
Q

why do we not actively think about the values much of the time?

A

abstract concepts

143
Q

if daily decisions and actions occur routinely we do not tend to

A

evaluate their consistency with our values

144
Q

we need to be ______________ of our values so they can guide our decisions and actions; especially ______________

A

reminded
- explicitly

145
Q

3 groups in a study where students received a payment for each correct answer

A
  1. marked by the experimenter
  2. telling the experimenter their test scores (could lie)
  3. telling the experimenter their test scores (could lie) + sentence that reminds them to be hones
146
Q

results for a a study where students received a payment for each correct answer

A
  • some cheated in the 2nd group
  • in the 3rd group NO ONE chated
147
Q

a study where students received a payment for each correct answer shows us that

A

people are more likely to apply their values if they are explicitly reminded

148
Q

values congruence

A

how similar a person’s values hierarchy is to the values hierarchy of employee’s team or organization

149
Q

an employee’s values congruence with team members increases the

A
  1. team cohesion
  2. perfromance
150
Q

congruence with organization’s values increases

A
  1. job satisfaction
  2. loyalty
  3. organisational citizenship
151
Q

congruence with organization’s values reduces

A
  1. stress
  2. turnover
152
Q

is it the best if one’s values and organization’s values are totally congruent?

A

no, some congruence is needed!

153
Q

employees who have diverse values often offer different perspectives and that leads to

A

better decision making

154
Q

corporate cult means that there is too much

A

congruence

155
Q

corporate cult undermines

A
  1. creativity
  2. organisational flexibility
  3. business ethics
156
Q

when asked what are the most important attributes of the leader, most people answered that it is

A

integrity

157
Q

utilitarism

A

seek good for the greatest number of people

158
Q

one problem is that utilitarism requires ––––––– analysis

A

cost-benefit analysis

159
Q

utilitarism requires cost-benefit analysis and the problem is that

A

many outcomes are not measurable

160
Q

anothe rproblem with utilitarism

A

it considers what is good for the majority, but what about the minority? it may oppose their values

161
Q

individual rights

A

-everyone has the SAME set of the natural rights

162
Q

set of the natural rights

A
  1. freedom of movement
  2. physical security
  3. freedom of speech
  4. fair trial
163
Q

one proble. with the individual rights

A

they may conflict with each other

164
Q

the individual rights extend beyond

A

legal rights to human rights (everyone granted by them as a moral norm of society)

165
Q

legalr rights to human rights are granted for …………….., by the ……………..

A
  • everyone
  • moral norm of SOCIETY
166
Q

distributive justice

A

benefits and burdens of similar individuals should be the SAME or PROPORTIONAL

167
Q

’ individuals who contribute similarly to their work should be awarded the same’ is the example of which ethical principle?

A

distributive justice

168
Q

according to the distributive justice, when are the inequalities acceptable?

A

when they benefit the LEAST WELL-OFF f in society

169
Q

problem with the distributive justice

A
  1. agreeing on who is similar
  2. agreeing on which factors are relevant
170
Q

ethic of care

A

everyone must help those within their environment to GROW + SELF-ACTUALIZE

171
Q

according to the ethic of care, everyone must help those within their environment to

A
  1. grow
  2. self-actualize
172
Q

ethics of care recognize that caring for others is the

A

fundamental characteristic of humanity

173
Q

utilitarism, individual rights and distributive justice emphasise which type of rules?

A

impartial

174
Q

which rules are emphasised by ethic of care?

A

partial

175
Q

what does it mean when we sat that ethic of care emphasises the partial rules?

A

we favour those with whom we have relationship

176
Q

the ethics of care is a …………………., not a ………………….

A
  1. practice
  2. set of principles
177
Q

ethics of care examples

A
  1. attentive to one’s needs
  2. empathy
178
Q

empathy is best explained by which ethical principle?

A

ethic of care

179
Q

what is the core principle of how organizations should work with their stakeholders and how leaders should serve the employees?

A

ETHICS OF CARE

180
Q

moral intensity

A

degree to which an issue demands the application of the ethical principles

181
Q

decisions with high moral intensity usually affect

A

many people

182
Q

when is the moral intensity higher?

A
  1. the consequences can be very good or bad
  2. high degree of others that the outcomes are very good or bad
  3. high probability that good or bad outcomes will occur
  4. many people will experience the consequences
183
Q

moral sensitivity

A

person’s ability to recognise the PRESENCE of an ethical issue and determine its relative importance

184
Q

people with high morl sensitivity are also quicker and more accurate to recognize the

A

moral intensity

185
Q

moral sensitivity JUST means that people with higher ms will are more likely to ……………………., but tells us nothing about ………………………………

A
  • recognize (un)ethical behavior
  • their behaviro!
186
Q

factors associated with moral sensitivity

A
  1. expertise about the norms and rules
  2. previous experience with specific moral dilemmas
  3. ability to empathize with those affected by the decision
  4. a strong self-view of being a morally sensitive person
  5. a high degree of situational minfulness
187
Q

past incidents likely generate ……………… that trigger awareness of future ethical dilemmas

A

internal cues

188
Q

who has higher moral sensitivity and why - men or women

A
  • women because they have higher empathy
189
Q

those who strongly define their MORAL IDENTITY tend to put more energy to maintain their

A

contigency

190
Q

mindfulness

A

person’s receptive + impartial ATTENTION to and AWARNESS of the present situation and one’s own thoughts and emotions

191
Q

why does minfulness increase moral sensitivity? because it involves

A
  1. actively monitoring of the environment
  2. being sensitive to our responses to that environment
192
Q

mindfulness requires what in order to evaluate our thoughts and emotions?

A

skill + effort

193
Q

what is our problem when it comes to mindfulness?

A

we tend to minimize the effort

194
Q

employees fail to recognize many ethical violations because they

A

dont pay attention to those assumed to have high ethical standards

195
Q

when it comes to the situational factors in which conditions is there a higher pressure from the top management to lie?

A

high-income/ banking executives (23%)

196
Q

one of the most basic steps in supporting ethical behavior is to make a

A

code of ethical conduct

197
Q

code of ethical conduct

A

a statement about:
1. desired activities,
2. rules of conduct,
3. organizations’ relationship with stakeholders and environment

198
Q

code of ethical conduct do little to reduce

A

unethical conduct

199
Q

two ways to improve ethical conduct

A
  1. train and regularely evaluate employees
  2. code of ethical conduct

ORGANIZATIONAL PSYCHOLOGY (4 decks)

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