Fundamentals of organizational behavior 2e by dubrin ch02

Chapter Individual Differences, Diversity, Ability, and Personality Fundamentals of Organizational Behavior 2e Andrew J DuBrin PowerPoint Presentation by Charlie Cook Learning Objectives Explain how individual differences influence the behavior of people in organizations Describe the key factors contributing to demographic diversity Explain how mental ability relates to job performance Identify major personality variables that influence job performance Explain how emotional intelligence is an important part of organizational behavior A J Dubrin, Fundamentals of Organizational 2–2 Individual Differences Personal characteristics of individuals produce variations in their behavioral responses to the same situations:  Behavior is a function of the person interacting with the environment  B = ƒ(P x E)  Behavior is determined (moderated) by the interactive effects of the person and the environment A J Dubrin, Fundamentals of Organizational 2–3 Consequences of Individual Differences Variations in Productivity  The more complex the job, the larger the impact of individual productivity differences on work output Ability and Talent  Having the right skills and abilities directly affects job performance Propensity for Achieving High-Quality Results  Some workers take pride and pursue excellence in their work while others not Empowerment and Involvement  Workers differ in their desires to be fulfilled by and involved in their work A J Dubrin, Fundamentals of Organizational 2–4 Consequences of Individual Differences Preferred leadership style  Some workers prefer or require more supervision than others Need for contact with other people  Workers differ in the need to relate to others on the job Commitment and loyalty to the firm  There are large variations in the degree to which individuals are committed (loyal) to their firms Variations in worker’s self-esteem  High self-esteem is linked to self-efficacy (personal capability), self-respect (personal worth), and increased productivity A J Dubrin, Fundamentals of Organizational 2–5 Demographic Diversity Difference in background factors shape worker attitudes and behaviors  Key sources of diversity include gender, age, race and ethnicity, and physical disability  Advantages of understanding diversity:  Capitalize on differences  Avoid negative stereotyping A J Dubrin, Fundamentals of Organizational 2–6 Sex and Gender Differences Sex differences  are actual biological differences in males and females Gender differences  are based on perceptions of male and female roles Research findings indicate that:  Men – Communicate to convey information or establish status – Emphasize immediate goals and value equity (fair treatment) – More aggressive and less sensitive to others  Women – Communicate to convey and establish rapport and to solve problems – More courteous and polite; value equality (sharing equally) A J Dubrin, Fundamentals of Organizational 2–7 Age- and Experience-Based Differences Shortages of skilled workers are likely by 2010 Job discrimination against older workers  is problematic for employers who need workers  is well-documented by AARP “testers.” Job-related consequences of age  Research results are mixed:  Age and experience are predictive of performance on complex jobs although age and job performance are generally unrelated  Older workers have lower absenteeism, illness and accident rates, higher job satisfaction, and positive work values A J Dubrin, Fundamentals of Organizational 2–8 Racial and Ethnic Differences Racioethnicity  Term refers to a variety of racial and ethnic differences  Racioethnic differences in individual job performance are more attributable to culture than to racial or ethnic background A J Dubrin, Fundamentals of Organizational 2–9 Disability Status American with Disabilities Act (1991)  Defines disability as a physical or mental condition that substantially limits an individual’s major life activities:  learning, thinking, concentrating, interacting with others, caring for one’s self, speaking, performing manual tasks, working, and sleeping  Companies with 25 or more employees must avoid discriminatory hiring practices that rule out hiring disabled individuals who can carry out the essential functions of the job with reasonable accommodation A J Dubrin, Fundamentals of Organizational 2–10 Mental Ability Intelligence  Is the capacity to acquire and apply knowledge, including solving problems  Is a major source of individual differences affecting job performance and behavior  Is difficult to measure accurately The relative contributions of heredity and environment in fostering individual intelligence are in dispute A J Dubrin, Fundamentals of Organizational 2–11 Components of Intelligence Standard Theory of Intelligence  Intelligence consists of general cognitive factors ( g) and special factors (s) that contribute to problem-solving ability  High scores on g are associated with good scholastic performance and success on the job  Special factors contributing to overall mental aptitude: • Verbal comprehension • Memory • Word fluency • Perceptual speed • Numerical • Inductive reasoning • Spatial Source: These seven factors stem from the pioneering work of L L Thurston, Primary Mental Abilities, Psychometric Monographs, (1938) A J Dubrin, Fundamentals of Organizational 2–12 The Triarchic Theory of Intelligence (Emphasis on Practical Intelligence) Three mental ability subtypes:  Analytical Traditional type of intelligence focused on problem solving involving abstract reasoning  Creative Intelligence needed for imagination and combining things in novel ways  Practical “Street smarts” needed to adapt to the environment A J Dubrin, Fundamentals of Organizational 2–13 The Triarchic Theory of Intelligence Analytical Creative EXHIBIT 2-2 Practical Source: Based on information in Robert J Trotter, “Three Heads Are Better Than One,” Psychology Today, August 1986, pp 56–62; modified and updated with information from Robert J Sternberg, book review in Personnel Psychology, Summer 1999, pp 471–476 A J Dubrin, Fundamentals of Organizational 2–14 Multiple Intelligences Howard Gardner’s theory of mental abilities  People know and understand the world in different ways and through different lenses  Individuals possess eight intelligences (faculties) to varying degrees which create distinct individual intelligence profiles that influence behaviors: • Linguistic • Bodily/kinesthetic • Logical-mathematical • Intrapersonal • Musical • Interpersonal • Spatial • Naturalist A J Dubrin, Fundamentals of Organizational 2–15 Personality Differences Personality  Is the persistent and enduring behavior patterns of an individual as expressed in wide variety of situations  Is regarded as the core of who a person is  Personality factors are important to performance on the job and to performance as a team member Seven major personality factors and traits: • Extraversion • Openness to experience • Emotional stability • Self-monitoring of behavior • Agreeableness • Risk taking and thrill seeking • Conscientiousness A J Dubrin, Fundamentals of Organizational 2–16 Psychological Types and Cognitive Styles (Myers-Briggs) Cognitive style  Is the mental processes a person uses to perceive and make judgments from information  Is defined by how a person gathers information and evaluates information (Carl Jung) Myers-Briggs Type Indicator  Is a widely used test of personality and cognitive style  Uses a four-way classification of cognitive styles:  Sensation / Thinking  Intuitive / Thinking  Sensation / Feeling  Intuitive / Feeling A J Dubrin, Fundamentals of Organizational 2–17 Four Problem-Solving Styles and Work Match-Up Sensation / Thinking Sensation / Feeling Decisive, dependable, alert to details Pragmatic, analytical, methodical, conscientious Accounting, bookkeeping Computer programming Manufacturing technology Supervision Selling Negotiating Intuitive / Thinking Intuitive / Feeling Creative, progressive, perceptive Colorful, people oriented, helpful Design of systems Law, paralegal work Middle manager Customer service Business communications Human resources EXHIBIT 2-3 Source: John R Schermerhorn, Jr., James G Hunt, and Richard N Osburn, Managing Organizational Behavior, 5th ed (New York: John Wiley, 1994):119 A J Dubrin, Fundamentals of Organizational 2–18 Emotional Intelligence Concept of emotional intelligence  Understanding of one’s own feelings  Having empathy for others  Regulating emotions to enhance living Key factors of emotional intelligence  Self-awareness  Self-regulation  Motivation  Empathy  Social skill A J Dubrin, Fundamentals of Organizational 2–19 ... important part of organizational behavior A J Dubrin, Fundamentals of Organizational 2–2 Individual Differences Personal characteristics of individuals produce variations in their behavioral responses... Managing Organizational Behavior, 5th ed (New York: John Wiley, 1994):119 A J Dubrin, Fundamentals of Organizational 2–18 Emotional Intelligence Concept of emotional intelligence  Understanding of. .. intelligence are in dispute A J Dubrin, Fundamentals of Organizational 2–11 Components of Intelligence Standard Theory of Intelligence  Intelligence consists of general cognitive factors ( g)