Chapter 5 Personality, Intelligence, Attitudes, and EmotionsI Know She’s Smart . . . But . . .Personality, Intelligence, Attitudes and EmotionsKnowledge ObjectivesFundamentals of PersonalityDeterminants of Personality DevelopmentBig Five Personality TraitsBig Five and High- Involvement ManagementBig Five as a Selection ToolCognitive and Motivational Properties of PersonalitySlide 11Cognitive ConceptsMotivational ConceptsCautionary and Concluding Remarks“I Have Ketchup in My Veins”IntelligenceAreas of IntelligenceIntelligence and SuccessIntelligence and Intelligence Testing in the NFLAttitudesImportant ConclusionsInfluence of Attitudes on BehaviorEssential Elements of AttitudesFormation of AttitudesFormation of Consistent AttitudesImportant Workplace AttitudesJob Satisfaction OutcomesOrganizational Commitment OutcomesCausesReasons for CommitmentPersuasive CommunicationQualities For Attitude ChangeFear and BeyondCognitive DissonanceEmotionsCausal EffectsEmotional LaborEmotional IntelligenceCriticismsCharacteristics of High EIThe Strategic LensQuestions5-1Michael A. HittC. Chet MillerAdrienne ColellaChapter 5 Personality, Personality, Intelligence, Intelligence, Attitudes, and Attitudes, and EmotionsEmotionsSlides by Ralph R. Braithwaite5-2I Know She’s Smart . . . But . . .I Know She’s Smart . . . But . . .Bill Byham1. What are your thoughts on personality testing for employment?2. Should personality traits play a significant role in the hiring process?3. Did you have to take a personality test before being hired by any of your employers?TTFFAnswer the questionsExploring Behavior in Action5-3Personality, Intelligence, Personality, Intelligence, Attitudes and EmotionsAttitudes and EmotionsHerb Kelleher1. Do you agree or disagree with Herb Kelleher’s statement, “organizations can train people to do only so much; there are individual differences in people that are not easily influenced”?2. How big a role do personality traits play in a person’s performance at work?5-4Knowledge ObjectivesKnowledge Objectives1. Define personality and explain the basic nature of personality traits.2. Describe the Big Five personality traits, with particular emphasis on the relationship with job performance, success on teams, and job satisfaction.3. Discuss specific cognitive and motivational concepts of personality, including locus of control and achievement motivation.4. Define intelligence and describe its role in the workplace.5. Define an attitude and describe how attitudes are formed and how they can be changed.6. Discuss the role of emotions in organizational behavior.5-5Fundamentals of PersonalityFundamentals of PersonalityA stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations. Three basic beliefs:•Relatively enduring•Major determinants of one’s behavior•Influence one’s behavior across wide variety of situationsNot all in agreement. Some believe personalities canexperience changes and we may behave differentlyfrom situation to situation.Albert “Al” DunlapNicknamed – “Chainsaw Al”5-6Determinants of Personality Determinants of Personality DevelopmentDevelopment•Heredity•Identical twins•Newborns•Genetic effects•Environment•Social exposures•Physiological forces•Socioeconomic factors5-7Big Five Personality TraitsBig Five Personality TraitsAdapted from Exhibit 5-1: The Big Five Personality TraitsExtraversion ConscientiousnessAgreeablenessEmotional StabilityOpenness to ExperiencePersonality5-8Big Five and High-Big Five and High-Involvement ManagementInvolvement ManagementAdapted from Exhibit 5-2: The Big Five and High Involvement ManagementManager CompetenciesE C A ES ODelegating to others + + - + +Developing others + (+) ++ + (+)Motivating others ++ + (+) +Associate CompetenciesE C A ES ODecision-Making Skills + ++ - + +Self-Development + ++ + + (-)Self-Management + + (-)Teamwork + + ++ + +5-9Big Five as a Selection ToolBig Five as a Selection Tool•Can be a useful part of a portfolio of tools•Provide useful predictions of future job performance•Also need to do an in-depth job analysis•Analysis of which traits support specific job performance5-10Cognitive and Motivational Cognitive and Motivational Properties of PersonalityProperties of Personality•Cognitive Properties•Perceptual and thought processes•Affect how one typically processes information•Motivational Properties•Stable differences•Energize and maintain overt behaviors5-11Cognitive and Motivational Cognitive and Motivational Properties of PersonalityProperties of PersonalityAdapted from Exhibit 5-3: Cognitive and Motivational Concepts of PersonalityCognitive and Motivational ConceptsLocus of ControlAchievement MotivationApproval MotivationAuthoritarianismSelf-Monitoring5-12Cognitive ConceptsCognitive ConceptsLocus of ControlLocus of ControlAuthoritarianismAuthoritarianismSelf-MonitoringSelf-Monitoring5-13Motivational ConceptsMotivational ConceptsAchievementAchievementMotivationMotivationApprovalApprovalMotivationMotivation5-14Cautionary andCautionary and Concluding Remarks Concluding Remarks•Personality characteristics may change•People can adjust to situations•Training can help with personality conflicts•Focus on “normal” personality characteristics5-15ExperiencingStrategic OB““I Have Ketchup in My I Have Ketchup in My Veins”Veins”•Do you know someone like Patricia Harris?•What has helped to make her successful at McDonald’s?•Do you think more people need to have “passion” for what they do to be more successful?•What are your thoughts about the statement, “Patricia Harris exemplifies what happens whenan individual’s traits, abilities, and passion line up with the vision of theorganization”?Patricia Harris5-16IntelligenceIntelligenceGeneral mental ability to develop and understand concepts, particularly those that are more abstract and complex.5-17Areas of Areas of
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