Chapter 5 Personality, Intelligence, Attitudes, and Emotions

1. Chapter 5Personality, Intelligence, Attitudes, and Emotions Michael A. Hitt C. Chet Miller Adrienne Colella Slides by Ralph R. Braithwaite

2. I Know She’s Smart . . . But . . . Bill Byham Answer the questions T F Exploring Behavior in Action • What are your thoughts on personality testing for employment? • Should personality traits play a significant role in the hiring process? • Did you have to take a personality test before being hired by any of your employers?

3. Personality, Intelligence, Attitudes and Emotions Herb Kelleher • 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”? • How big a role do personality traits play in a person’s performance at work?

4. Knowledge Objectives • Define personality and explain the basic nature of personality traits. • Describe the Big Five personality traits, with particular emphasis on the relationship with job performance, success on teams, and job satisfaction. • Discuss specific cognitive and motivational concepts of personality, including locus of control and achievement motivation. • Define intelligence and describe its role in the workplace. • Define an attitude and describe how attitudes are formed and how they can be changed. • Discuss the role of emotions in organizational behavior.

5. Albert “Al” Dunlap Fundamentals of Personality A 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 situations Nicknamed – “Chainsaw Al” Not all in agreement. Some believe personalities canexperience changes and we may behave differentlyfrom situation to situation.

6. Determinants of Personality Development • Heredity • Identical twins • Newborns • Genetic effects • Environment • Social exposures • Physiological forces • Socioeconomic factors

7. Conscientiousness Extraversion Personality Openness to Experience Agreeableness Emotional Stability Big Five Personality Traits Adapted from Exhibit 5-1: The Big Five Personality Traits

8. Big Five and High-Involvement Management Adapted from Exhibit 5-2: The Big Five and High Involvement Management

9. Big 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 performance

10. Cognitive and Motivational Properties of Personality • Cognitive Properties • Perceptual and thought processes • Affect how one typically processes information • Motivational Properties • Stable differences • Energize and maintain overt behaviors

11. Authoritarianism Locus of Control Self-Monitoring Cognitive and Motivational Concepts Approval Motivation Achievement Motivation Cognitive and Motivational Properties of Personality Adapted from Exhibit 5-3: Cognitive and Motivational Concepts of Personality

12. Locus of Control Authoritarianism Self-Monitoring Cognitive Concepts

13. AchievementMotivation ApprovalMotivation Motivational Concepts

14. Cautionary and Concluding Remarks • Personality characteristics may change • People can adjust to situations • Training can help with personality conflicts • Focus on “normal” personality characteristics

15. “I Have Ketchup in My Veins” Patricia Harris • 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”? ExperiencingStrategic OB

16. Intelligence General mental ability to develop and understand concepts, particularly those that are more abstract and complex.

17. Areas of Intelligence VerbalComprehension NumberAptitude PerceptualSpeed SpatialVisualization Memory InductiveReasoning DeductiveReasoning

18. Military Jobs Civilian Jobs Intelligence and Success Adapted from Exhibit 5-4: Intelligence and Success

19. Intelligence and Intelligence Testing in the NFL • What are your thoughts about the NFL conducting intelligence tests as well as strengths and agility tests? • The article asks, “Can a player be too smart?” Do you agree or disagree? Why? • Were you surprised by the scores for each position? • Were you surprised by some of the scores for other types of jobs? ExperiencingStrategic OB

20. Attitudes A persistent tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea.

21. Important Conclusions • Reasonably stable • Directed toward some person, object or idea • Relates to one’s behavior toward that object or person • People tend to behave in ways that are consistent with their feelings • Behaviors are also influenced by motivational forces and situational factors

22. Object, Person, or Idea Attitude Toward Object, Person, or Idea Behavior Toward Object, Person, or Idea Other Influences Influence of Attitudes on Behavior Adapted from Exhibit 5-5: Influence of Attitudes on Behavior

23. Cognitive Affective Behavioral Essential Elements of Attitudes

24. Formation of Attitudes Learning Self-Perceptions Need for Consistency

25. Formation of Consistent Attitudes Accounting + - - + Dan Dan’s new colleague Formation of a consistent work attitude Exhibit 5-6: Formation of Consistent Attitudes

26. Important Workplace Attitudes JobSatisfaction OrganizationalCommitment

27. Job Satisfaction Outcomes • Highly positive effect on intentions to stay in the job • Modest effect on actually staying in the job • Modestly positive effect on regular attendance at work • Positive effect on performance (may also be positively affected by performance) • Moderately strong relationship with motivation JobSatisfaction

28. Organizational Commitment Outcomes • Positive effects on intentions to stay in the job • Modest effects on actually staying in the job and attending work regularly • Significantly related to motivation • Positive effects on job performance OrganizationalCommitment

29. Causes JobSatisfaction OrganizationalCommitment • Role ambiguity • Supervision/leadership • Pay and benefits • Nature of the job • Organization climate • Stress • Perceptions of fair treatment

30. Reasons for Commitment NormativeCommitment AffectiveCommitment ContinuanceCommitment

31. Persuasive Communication Message Situation Communicator Target

32. Qualities For Attitude Change • Communicator’s overall credibility • Trust of the intentions of the communicator • Similar interests or goals • Attractiveness of the communicator • Sometimes it is the message

33. Fear and Beyond • Fear arousal often produces more attitude change • Other factors also play a role: • The probability that negative consequences will occur if no change in behavior is made • The perceived effect of changing behavior • The perceived ability to change behavior

34. Cognitive Dissonance • An uneasy feeling produced when a person behaves in a manner inconsistent with an existing attitude • Three key conditions for change: • The behavior must be substantially inconsistent with the attitude • The inconsistent behavior must cause harm or have a negative consequence for others • The inconsistent behavior must be voluntary and not forced

35. Emotions Complex subjective reactions that have both a physical and mental component. Examples include: Anger Happiness Anxiety Pride Contentment Guilt

36. Causal Effects • Social activity • Altruism and helping behavior • Effective conflict resolution • Job satisfaction • Motivation • Organizational citizenship behavior Negative Emotions Influence Positive Emotions Influence • Aggression against co-workers • Aggression towards the organization • Workplace deviance • Job dissatisfaction • Decision-making • Negotiation outcomes Emotional Contagion – emotions experienced by one or a few members of a group spread to other members. Adapted from Exhibit 5-7: The Direct Effects of Emotion

37. Emotional Labor The process whereby associates must display emotions that are contrary to what they are feeling. Can result in stress, emotional exhaustion, and burnout. • The manner in which supervisors enforce “display” rules can influence the harmful nature of emotional labor • Strong self-identity associate is less likely to experience negative effects • Supportive networks help to mitigate the negative effects of emotional labor

38. Emotional Intelligence The ability to accurately appraise and effectively regulate one’s own and others’ emotions and use emotion to motivate, plan, and achieve. Linked to: • Career success • Leadership effectiveness • Managerial performance • Performance in sales jobs

39. Criticisms • Not really intelligence but a set of socialskills and personality traits • Sometimes it is so broadly defined that it is meaningless

40. Characteristics of High EI ManagerialAdvice Daniel Goleman • Self-awareness • Self-regulation • Motivation or drive • Empathy • Social skill • Do you think these skills can be trained? • Do you believe developing a strong EI is a lifelong process? • What are you doing to develop your own EI?

41. The Strategic Lens • Specifically, how can you use knowledge of personality, attitudes, intelligence, and emotions to make better hiring decisions? • If top executives wanted to implement a strategy that emphasized innovation and new products (or services), how could they use knowledge of personality, attitudes, and emotions to affect the organization’s culture in ways to enhance innovation? • How could a manager use knowledge about personality and attitudes to form a high-performance work team?

42. Questions