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WORK AND PERSONALITY

WORK AND PERSONALITY. WORK HAPPENS IN A SOCIAL SETTING THE SOCIAL SETTING IS INFLUENCED BY THE PERSONALITIES IN IT THERE IS CONSIDERABLE DIVERSITY IN HUMAN PERSONALITY UNDERSTANDING PERSONALITY VARIATION HELPS US BETTER UNDERSTAND HOW TO MANAGE IT HELPS US UNDERSTAND OURSELVES

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WORK AND PERSONALITY

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  1. WORK AND PERSONALITY • WORK HAPPENS IN A SOCIAL SETTING • THE SOCIAL SETTING IS INFLUENCED BY THE PERSONALITIES IN IT • THERE IS CONSIDERABLE DIVERSITY IN HUMAN PERSONALITY • UNDERSTANDING PERSONALITY VARIATION HELPS US BETTER UNDERSTAND HOW TO MANAGE IT • HELPS US UNDERSTAND OURSELVES • HELPS US UNDERSTAND OTHERS

  2. Sources of Personality Differences(Figure 11.1) Personality Heredity Environment • Culture • Family • Group Membership • Life Experiences Chapter 2: PowerPoint 2.2

  3. The “Big Five” Personality Factors (Figure 11.2) Emotional Stability (Nervous, self-doubting, moody) (Stable, confident, effective) Agreeableness (Independent, cold, rude) (Warm, tactful, considerate) Extraversion (Shy, unassertive, withdrawn) (Gregarious, energetic, self-dramatizing) Conscientiousness (Impulsive, careless, irresponsible) (Careful, neat, dependable) Openness (Dull, unimaginative, literal-minded) (Imaginative, curious, original) Chapter 2: PowerPoint 2.3

  4. Personality Trait: Locus of Control Extent to which people believe they can control events affecting them External locus ofcontrol Internal locus ofcontrol Belief that one’s life is determined (controlled) primarily by one’s own behavior and actions. Belief that one’s own life is determined (controlled) primarily by chance, fate or other people. Chapter 2: PowerPoint 2.4

  5. Job Performance and Locus of Control • Internals do better on complex jobsthan externals • Externals do better when workrequires compliance and conformity • Internals and externals performequally well when work is simple Chapter 2: PowerPoint 2.5

  6. Personality Traits: Extroversion and Introversion Extroversion Introversion • Oriented towards other people, events and objects • Oriented inwardly with a sensitivity to abstract ideas and personal feelings Externallyoriented Internallyoriented Person • Sociable, lively, impulsive, and emotionally expressive • Quiet, introspective, and emotionally unexpressive Chapter 2: PowerPoint 2.6

  7. CLASSROOM EXERCISE: • WHICH OF THE BIG 5 PERSONALITY TRAITS DO YOU THINK WOULD BE NEEDED FOR THE FOLLOWING OCCUPATIONS? • ACA (BPR) INVESTIGATOR • PRODUCT DEVELOPMENT MANAGER • FOOTBALL TEAM CAPTAIN • MEDICAL DOCTOR • INSURANCE SALESMAN

  8. Components of Attitudes Affective component • Feeling, sentiments, moods and emotions about someone or something Behavioral component Cognitive component Attitude • Predisposition to act on a favorable or unfavorable evaluation • Beliefs, opinions, knowledge or information Chapter 2: PowerPoint 2.7

  9. Effects of Various Work Factors on Job Satisfaction Job satisfaction is enhanced when: • Work is challenging and interesting but nottiring • Rewards are equitable and provide feedback • Working conditions match physical needs andpromote goal attainment Chapter 2: PowerPoint 2.9

  10. Effects of Various Work Factors on Job Satisfaction (continued) Job satisfaction is enhanced when: • Self-esteem is high • Others hold similar views and facilitatereward attainment • Policies and procedures are clear, don’t conflict, and aid goal attainment Chapter 2: PowerPoint 2.9

  11. CASE ANALYSIS • ALL GROUPS ARE REQUIRED TO SUBMIT REPORT OF NEXT WEEK’S CASE ASSIGNMENT • ANSWER QUESTION AT THE END OF THE CASE • LENGTH 3-5 PAGES • BEGIN WITH A BRIEF SYNOPSIS OF HALF A PAGE • ANSWER THE QUESTIONS LIKE YOU ARE FACING THE SITUATION DEPICTED IN THE CASE YOURSELF • THEORIES CAN HELP YOU THINK BUT THEY ARE TOOLS AND SELDOM ARE THE SOLUTION. TOOLS DON’T SUBSTITUTE THINKING • FOR SUBSEQUENT ASSIGNMENTS, PREPARE SLIDE PRESENTATIONS OF NOT MORE THAN 6 SLIDES

  12. HOW I WILL EVALUATE THE CASE? • ABILITY TO ADDRESS THE ISSUES RAISED • GOOD GRASP OF CASE AND SUBJECT MATTER • REALISM IN SOLUTIONS AND IDEAS • LOGICAL AND CONSISTENT • WELL ARGUED • SPECIFICITY • NOVELTY

  13. Role of Emotions in Performance (Figure 11.5) Goal Anticipatoryemotions Behaviors Goalattainment Outcomeemotions Chapter 2: PowerPoint 2.12

  14. EMOTIONAL INTELLIGENCE • AN ISSUE RECEIVING ATTENTION LATELY IS EMOTIONAL INTELLIGENCE. • EMOTIONAL INTELLIGENCE (E.I.) INVOLVES THE CAPACITY TO CARRY OUT REASONING IN REGARD TO EMOTIONS, AND THE CAPACITY OF EMOTIONS TO ENHANCE REASONING. • E.I. PRECEIVED TO BE IMPORTANT BECAUSE IT AFFECTS WORK PERFORMANCE.

  15. EMOTIONAL LABOUR • MOST WORK HAS SOME EMOTIONAL ELEMENTS • MOST PROFOUND IS SERVICE SECTOR WHERE SERVICE DELIVERY OFTEN REQUIRES EXPRESSIONS OF EMOTION • YET MANAGERS ARE NOT ADEQUATELY TRAINED TO MANAGE EMOTION • RESEARCH ON E.I. ALSO FOUND THAT LOW E.I. ASSOCIATED WITH INVOLVEMENT IN ABUSIVE AND DEVIANT BEHAVIOURS • ALSO HAVE GREATER DIFFICULTY IN DEVELOPING RELATIONSHIP WITH OTHERS

  16. DYNAMICS OF E.I. AND WORK PERFORMANCE • WORK ENVRNMNT • NATURE OF JOB • RQRMNT FOR EMTNL • LBR • JUGEMENT DRIVEN BHVR • QUITING/STAYING • ANTI/PRO SOCIAL BHVR • PRDCTV WORK • WORK EVENTS • DAILY HASSLES • DAILY UPLIFT • EXPERIENCED EMOTIONS • POSITIVE EMOTIONS • NEGATIVE EMOTIONS • WORK ATTITUDE • JOB STSFCTN • LOYALTY • COMMITMENT • PERSONAL DISPOSITION • TRAIT AFFECT • EMOTIONAL INTLGNC • AFFECT-DRVN BHVRS • IMPULSIVE ACTS • SPONTANEOUS HELPING • TRANSIENT EFFORT

  17. ELEMENTS OF E.I. • PERCEIVING EMOTION • SENSITIVITY TO EXPRESSION OF EMOTION • USING EMOTION TO FACILITATE THOUGHT • ABILITY TO DESCRIBE AND ASSIMILATE EMOTIONS INTO THINKING • UNDERSTANDING EMOTION • SENSE MAKING OF DIFFERENT EMOTIONS • MANAGING EMOTION • MANAGING RESPONSE IN INTERPERSONAL SITUATIONS

  18. PRACTICAL IMPLICATIONS OF E.I. ON WORK • DELIVERY OF QUALITY SERVICE • EFFECTIVE TEAMWORK AND PROBLEM SOLVING • LEADERS WITH LOW E.I. SEEN AS INSENSTIVE AND UNSUPPORTIVE • LEADING AND MANAGING CHANGE • MANAGING STRESS • IMPROVEMENT OF JOB CLIMATE • HRM SYSTEM • RECRUITMENT AND SELECTION • REWARD • JOB DESIGN

  19. MANAGING EMOTIONS • PREVENTIVE TECHNIQUES • ASSESS EMOTIONAL REQUIREMENT OF JOB • USE BHVR MODELING • ENCOURAGE POSITIVIE EMOTIONS THRU REWARDS • USE E.I. IN SELECTION • TRAIN IN E.I. SKILLS AND EMOTION EXPRESSION • RESTORATIVE TECHNIQUES • CULTURE CHANGE • JOB CHANGE AND REDESIGN • PERSON CHANGE

  20. WHAT YOU SHOULD HAVE UNDERSTOOD? • KEY INFLUENCES SHAPING OUR PERSONALITY • KEY ELEMENTS OF PERSONALITY • HOW VARIOUS ASPECTS OF PERSONALITY AFFECT JOB SATISFACTION AND PERFORMANCE? • THE ROLE OF EMOTION IN WORK • WHY MANAGERS NEED EMOTIONAL INTELLIGENCE?

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