Organizational Behavior 11e - Stephen P. Robbins

3. © 2005 Prentice Hall Inc. All rights reserved. 4–2 After studying this chapter,you should be able to: Explain the factors that determine an individual’s personality. Describe the MBTI personality framework. Identify the key traits in the Big Five personality model. Explain the impact of job typology on the personality/job performance relationship. Differentiate emotions from moods. Contrast felt versus displayed emotions.

4. © 2005 Prentice Hall Inc. All rights reserved. 4–3 After studying this chapter,you should be able to: Explain gender-differences in emotions. Describe external constraints on emotions. Apply concepts on emotions to OB issues.

5. © 2005 Prentice Hall Inc. All rights reserved. 4–4 What is Personality?

6. © 2005 Prentice Hall Inc. All rights reserved. 4–5 The Myers-Briggs Type Indicator

7. © 2005 Prentice Hall Inc. All rights reserved. 4–6 Myers-Briggs Sixteen Primary Traits

8. © 2005 Prentice Hall Inc. All rights reserved. 4–7 The Big Five Model of Personality Dimensions

9. © 2005 Prentice Hall Inc. All rights reserved. 4–8 Major Personality Attributes Influencing OB Locus of control Machiavellianism Self-esteem Self-monitoring Risk taking Type A personality

10. © 2005 Prentice Hall Inc. All rights reserved. 4–9 Locus of Control

11. © 2005 Prentice Hall Inc. All rights reserved. 4–10 Machiavellianism

12. © 2005 Prentice Hall Inc. All rights reserved. 4–11 Self-Esteem and Self-Monitoring

13. © 2005 Prentice Hall Inc. All rights reserved. 4–12 Risk-Taking High Risk-taking Managers Make quicker decisions Use less information to make decisions Operate in smaller and more entrepreneurial organizations Low Risk-taking Managers Are slower to make decisions Require more information before making decisions Exist in larger organizations with stable environments Risk Propensity Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations.

14. © 2005 Prentice Hall Inc. All rights reserved. 4–13 Personality Types

15. © 2005 Prentice Hall Inc. All rights reserved. 4–14 Personality Types

16. © 2005 Prentice Hall Inc. All rights reserved. 4–15 Achieving Person-Job Fit

17. © 2005 Prentice Hall Inc. All rights reserved. 4–16 Holland’s Typology of PersonalityandCongruent Occupations

18. © 2005 Prentice Hall Inc. All rights reserved. 4–17 Relationships among Occupational Personality Types

19. © 2005 Prentice Hall Inc. All rights reserved. 4–18 Emotions- Why Emotions Were Ignored in OB The “myth of rationality” Organizations are not emotion-free. Emotions of any kind are disruptive to organizations. Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency.

20. © 2005 Prentice Hall Inc. All rights reserved. 4–19 What Are Emotions?

21. © 2005 Prentice Hall Inc. All rights reserved. 4–20 What Are Emotions? (cont’d)

22. © 2005 Prentice Hall Inc. All rights reserved. 4–21 Felt versus Displayed Emotions

23. © 2005 Prentice Hall Inc. All rights reserved. 4–22 Emotion Continuum The closer any two emotions are to each other on the continuum, the more likely people are to confuse them.

24. © 2005 Prentice Hall Inc. All rights reserved. 4–23 Emotion Dimensions Variety of emotions Positive Negative Intensity of emotions Personality Job Requirements Frequency and duration of emotions How often emotions are exhibited. How long emotions are displayed.

25. © 2005 Prentice Hall Inc. All rights reserved. 4–24 Gender and Emotions Women Can show greater emotional expression. Experience emotions more intensely. Display emotions more frequently. Are more comfortable in expressing emotions. Are better at reading others’ emotions. Men Believe that displaying emotions is inconsistent with the male image. Are innately less able to read and to identify with others’ emotions. Have less need to seek social approval by showing positive emotions.

26. © 2005 Prentice Hall Inc. All rights reserved. 4–25 External Constraints on Emotions

27. © 2005 Prentice Hall Inc. All rights reserved. 4–26 Affective Events Theory (AET) Emotions are negative or positive responses to a work environment event. Personality and mood determine the intensity of the emotional response. Emotions can influence a broad range of work performance and job satisfaction variables. Implications of the theory: Individual response reflects emotions and mood cycles. Current and past emotions affect job satisfaction. Emotional fluctuations create variations in job satisfaction. Emotions have only short-term effects on job performance. Both negative and positive emotions can distract workers and reduce job performance.

28. © 2005 Prentice Hall Inc. All rights reserved. 4–27 Affective Events Theory (AET)

29. © 2005 Prentice Hall Inc. All rights reserved. 4–28 OB Applications of Understanding Emotions Ability and Selection Emotions affect employee effectiveness. Decision Making Emotions are an important part of the decision-making process in organizations. Motivation Emotional commitment to work and high motivation are strongly linked. Leadership Emotions are important to acceptance of messages from organizational leaders.

30. © 2005 Prentice Hall Inc. All rights reserved. 4–29 OB Applications… (cont’d) Interpersonal Conflict Conflict in the workplace and individual emotions are strongly intertwined. Customer Services Emotions affect service quality delivered to customers which, in turn, affects customer relationships. Deviant Workplace Behaviors Negative emotions lead to employee deviance (actions that violate norms and threaten the organization). Productivity failures Property theft and destruction Political actions Personal aggression

31. © 2005 Prentice Hall Inc. All rights reserved. 4–30 Ability and Selection Emotional Intelligence (EI) Self-awareness Self-management Self-motivation Empathy Social skills Research Findings High EI scores, not high IQ scores, characterize high performers.