Behavior in organizations 10th by greenberg chapter04

Differentiate among cognitive intelligence, emotional intelligence, and practical intelligence, and explain their influences on behavior in organizations... Interactionist PerspectiveP

Individual Differences

Chapter 4

Learning Objectives

1 Define personality and describe its role in the

study of organizational behavior.

2 Identify the Big 5 dimensions of personality and

elements of core self-evaluations, and describe

how they are related to key aspects of

organizational behavior.

3 Distinguish between positive and negative

affectivity and describe their effects on

organizational behavior.

Learning Objectives

4 Define achievement motivation and distinguish

between learning, performance, and avoidance goal

orientations.

5 Describe Machiavellianism and the differences

between morning and evening persons and their role

in work-related behavior.

6 Differentiate among cognitive intelligence, emotional

intelligence, and practical intelligence, and explain

their influences on behavior in organizations.

 Definition

 Interactionist perspective

 Person-job fit

Interactionist Perspective

Personal

Influences

(i.e.,

individual

characteristic

s)

Situation Influences ( i.e., demands imposed by the

context)

Resulting Effect

Constraining

personal

influences

(e.g., individual is

predisposed to

not act a certain

way)

Constraining situational influences (e.g.,

situation discourages one from behaving a certain way)

Persons

Situation s

Don’t act

Situation 1:

Act

Person is highly unlikely to act (and to do so strongly) in this case because both his or her personal characteristics and the situation dictate.

Interactionist Perspective

Facilitating

personal

influences

(e.g individual

is predisposed

to act a certain

way).

Facilitating situational influences (e.g.,

situation encourages one

to behave in a certain way).

Constraining

personal

influences

(e.g individual

is predisposed

to act a certain

way).

Facilitating situational influences (e.g

situation encourages one

to behave in a certain way).

Act Don’t act

Situation 2:

Person is highly likely to act (and to do so strongly) in this case because both his or her personal characteristics and the situation dictate acting.

Person

Situatio n

Situation 3:

Person may or may not act in this case (and only weakly, if so) because the individual and situational forces are contradictory (balancing each other out).

Interactionist Perspective

Facilitating

personal

influences

(e.g., individual

is predisposed

to act a certain

way).

Constraining situational influences

(e.g., situation discourages one from behaving a certain way).

Don’t act Act

Situation Person

Situation 4:

Person may or may not act in this case (and only weakly,

if so) because the individual and situational forces are contradictory (balancing each other out).

Measuring Personality

 Objective tests

 Projective tests

 Test properties

• Reliability

• Validity

• Predictive validity

Big 5 Dimensions of

Personality

 Extraversion

 Agreeableness

 Conscientiousness

 Neuroticism

 Openness to experience

Affectivity

Core Self-Evaluations

Work-related Personality

Aspects

 Machiavellianism  Achievement

motivation

Work-related Personality

Aspects

Intelligence Types

 Practical

Intelligence

Physical Abilities

 Strength

 Flexibility

 Stamina

 Speed

Social Skills

 Social perception

 Impression management

 Persuasion and social influence

 Social adaptability

 Emotional awareness/control

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