Organizational behavior core concepts by kinicki chapter3

Learning Objectives • Explain how a person’s esteem, self-efficacy, and self-monitoring affect the person’s self-concept and behavior • Describe how people change their behavior throug

Individual Differences: What Makes Employees Unique

Learning Objectives

• Explain how a person’s esteem,

self-efficacy, and self-monitoring affect the person’s self-concept and behavior

• Describe how people change their behavior

through self-management

• Identify important personality dimensions and their relationship to job performance

• Define the individual differences of locus of

control, attitudes, and intelligence

• Summarize the role of emotions and emotional intelligence in the workplace

An OB Model for

Studying Individual Differences

Figure 3-1

From Self-Concept to Self-Management

• Self-esteem

– one’s overall self-evaluation.

Can General Self-Esteem Be

Improved?

• Low self-esteem can be raised more by

having a person think of desirable characteristics possessed rather of

undesirable characteristics from which he

is free

What is a person’s belief about his chances

of successfully accomplishing a specific task?

A Self-monitoring

B Self-reliance

C Self-efficacy

D Learned Helplessness

– debilitating lack of faith in one’s ability

to control the situation

See an article on self-efficacy by Judge and Bono

Managerial Implications

• On-the-job research evidence

encourages managers to nurture efficacy, both in themselves and in others

self-• Significant positive correlation between self-efficacy and job performance

Managerial Implications

• Recruiting/

selection/job assignments

• Self-monitoring

– extent to which a person observes their own self-expressive behavior and adapts it to the demands of the situation

• Positive relationship between high

self-monitoring and career success

Self-Management: A Social

Learning Model

• Social Learning Theory

– an individual acquires new behavior through the interplay of cognitive processes with

environmental cues and consequences

A Social Learning Model of

Self-Management

Figure 3-3 Figure 3-3

An Agenda for Self-Improvement

1 Be proactive Choose goals, and take responsibility for achieving them

2 Begin with the end in mind; be

goal-oriented

3 Put first things first Set priorities

including work and personal goals, present and future

4 Think win/win Look for mutually

beneficial solutions

An Agenda for Self-Improvement

5 Seek first to understand, then to be

understood Listen carefully

6 Synergize Generate teamwork, and

value people’s differences

7 Sharpen the saw Renew yourself

mentally, spiritually, socially/emotionally, and physically

8 Find your voice by seeking fulfillment,

acting passionately, and making a

Managing Situational Cues

• Reminders and attention focusers

Arranging Cognitive Supports

Administering Consequences

1 Individual must have control over

desired reinforcers

2 Individual must reward himself only for

meeting the conditions of success

3 Individual needs performance

standards that establish the quantity and quality of target behavior required for receiving the reward

Personality Dynamics

• Personality

– stable and mental characteristics responsible for a person’s identity

Which personality trait has the strongest

positive correlation with job and training performance?

A Extraversion

B Conscientiousness

C Openness-to-experience

D Agreeableness

Personality and Job Performance

• Conscientiousness has the strongest

positive correlation with job and training performance

• Extraversion is associated with success

for managers and salespeople

Proactive Personality

• Proactive Personality

– an action-oriented person who shows initiative and perseveres to change

things

Locus of Control

• Internal locus of control

– attributing outcomes to one’s own actions

• External locus of control

– attributing outcomes to circumstances beyond one’s control

• Attitude

– learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object

Positive and Negative Emotions

• Emotions

– complex human reactions to personal achievements and setbacks that may be felt and displayed