Individual Differences: What Makes Employees Unique

2. 3 Organizational Behavior core concepts McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved. Individual Differences: What Makes Employees Unique

3. Learning Objectives • Explain how a person’s self-esteem, self-efficacy, and self-monitoring affect the person’s self-concept and behavior • Describe how people change their behavior through self-management • Identify important personality dimensions and their relationship to job performance • Define the individual differences of locus of control, attitudes, and intelligence • Summarize the role of emotions and emotional intelligence in the workplace

4. From Self-Concept to Self-Management • Self • core of one’s conscious existence • Self-concept • a person’s self-perception as a physical, social, spiritual being • Cognitions • a person’s knowledge, opinions, or beliefs

5. An OB Model for Studying Individual Differences Figure 3-1

6. From Self-Concept to Self-Management • Self-esteem • one’s overall self-evaluation.

7. Can General Self-Esteem Be Improved? • Low self-esteem can be raised more by having a person think of desirable characteristics possessed rather of undesirable characteristics from which he is free

8. Question? What is a person’s belief about his chances of successfully accomplishing a specific task? • Self-monitoring • Self-reliance • Self-efficacy • Learned Helplessness

9. Self-Efficacy • Self-efficacy • a person’s belief about his chances of successfully accomplishing a specific task • Learned Helplessness • debilitating lack of faith in one’s ability to control the situation

10. See an article on self-efficacy by Judge and Bono Self-Efficacy

11. Self-Efficacy Beliefs Pave the Way for Success or Failure Figure 3-2 Figure 3-2

12. Managerial Implications • On-the-job research evidence encourages managers to nurture self-efficacy, both in themselves and in others • Significant positive correlation between self-efficacy and job performance

13. Recruiting/ selection/job assignments Job design Self-management Training and development Creativity Coaching Leadership Rewards Goal setting and quality improvement Managerial Implications

14. Self-Monitoring • Self-monitoring • extent to which a person observes their own self-expressive behavior and adapts it to the demands of the situation • Positive relationship between high self-monitoring and career success

15. Self-Management: A Social Learning Model • Social Learning Theory • an individual acquires new behavior through the interplay of cognitive processes with environmental cues and consequences

16. A Social Learning Model of Self-Management Figure 3-3 Figure 3-3

17. An Agenda for Self-Improvement 1. Be proactive. Choose goals, and take responsibility for achieving them. 2. Begin with the end in mind; be goal-oriented. 3. Put first things first. Set priorities including work and personal goals, present and future. 4. Think win/win. Look for mutually beneficial solutions.

18. An Agenda for Self-Improvement 5.Seek first to understand, then to be understood. Listen carefully. 6. Synergize. Generate teamwork, and value people’s differences. 7. Sharpen the saw. Renew yourself mentally, spiritually, socially/emotionally, and physically. 8. Find your voice by seeking fulfillment, acting passionately, and making a significant contribution—then help others do the same.

19. Managing Situational Cues • Reminders and attention focusers • Self-observation data • Avoiding negative cues while seeking positive cues • Challenging personal goals • Self-contract

20. Arranging Cognitive Supports • Symbolic coding • human brain stores information in visual and verbal codes • Rehearsal • mental rehearsal of challenging tasks can increase one’s chance of success • Self-talk • set of evaluating thoughts that you give yourself about facts and events that happen to you

21. Administering Consequences • Individual must have control over desired reinforcers • Individual must reward himself only for meeting the conditions of success • Individual needs performance standards that establish the quantity and quality of target behavior required for receiving the reward

22. Personality stable and mental characteristics responsible for a person’s identity Personality Dynamics

23. The Big Five Personality Dimensions • Extraversion • Agreeableness • Conscientiousness • Emotional stability • Openness to experience

24. Question? Which personality trait has the strongest positive correlation with job and training performance? • Extraversion • Conscientiousness • Openness-to-experience • Agreeableness

25. Personality and Job Performance • Conscientiousness has the strongest positive correlation with job and training performance • Extraversion is associated with success for managers and salespeople

26. Proactive Personality • Proactive Personality • an action-oriented person who shows initiative and perseveres to change things

27. Locus of Control • Internal locus of control • attributing outcomes to one’s own actions • External locus of control • attributing outcomes to circumstances beyond one’s control

28. Attitudes • Attitude • learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object

29. Intelligence • Intelligence • capacity for constructive thinking, reasoning, and problem solving

30. Positive and Negative Emotions • Emotions • complex human reactions to personal achievements and setbacks that may be felt and displayed

31. Emotional Intelligence • Emotional Intelligence • ability to manage oneself and interact with others in mature and constructive ways