Agenda

1
Agenda

• Intro to Personality
• Definition Cognitive, Emotional, Behavioral
  Traits
• Measurement Objective Projective Measures
• Correlations with Performance and Satisfaction
• Management opportunities re personality

2
Course Overview
STABLE TRAITS INTELLIGENCE PERSONALITY VALUES NEED
S/PREFERENCES
JOB PERFORMANCE
Internal
JOB SATISFACTION
TEMPORARY STATES MOTIVATION EMOTION MOOD STRESS
ORGANIZATIONAL COMMITMENT
WORK CONTEXT LEADERSHIP JOB DESIGN REWARD
SYSTEM ORGANIZATIONAL CULTURE
External
3
Course Overview
STABLE TRAITS INTELLIGENCE PERSONALITY VALUES NEED
S/PREFERENCES
JOB PERFORMANCE
Internal
JOB SATISFACTION
TEMPORARY STATES MOTIVATION EMOTION MOOD STRESS
ORGANIZATIONAL COMMITMENT
WORK CONTEXT LEADERSHIP JOB DESIGN REWARD
SYSTEM ORGANIZATIONAL CULTURE
External
4
Personality is

• the relatively stable organization of a persons
  characteristics
• an enduring pattern of attributes/traits
• a deeply ingrained pattern of behavior
• developed at an early age
• the result of both genetic and environmental
  influence (Nature Nurture)

5
A story telling exercise

• On a blank piece of paper
• Reflect on your undergraduate education. Write a
  few sentences to describe your experience.
• Potential topics
• Classes, friends, campus environment, activities,
  clubs, etc.

6
Personality is not

• mood
• emotions
• feelings
• opinions
• interests
• political views

All of these things fluctuate, are subject to
change. Personality, as we know it, is much more
stable.
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Myths Ongoing Arguments about Personality

• People tend to grow sour and become mean-spirited
  with age
• A persons personality changes with the
  environment (behavior changes personality
  doesnt)
• Personality depends mostly on socialization and
  environment influence
• 50 of personality is inherited
• Study showed that identical twins reared apart
  had much in common

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What is someones personality?

• We usually refer to traits

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What is someones personality?

• We might also refer to basic needs (preferences)
• Most people in this world, psychologically, can
  be divided into two broad groups. There is that
  minority which is challenged by opportunity and
  willing to work hard to achieve something, and
  the majority which really does not care all that
  much. (McClelland, 1966)

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McClellands achievement-power

• Three basic human needs
• Need for Achievement the extent to which success
  is important and valued desire to move up in the
  company highly conscientious
• Need for Power desire to have an impact and
  influence on others interest in control,
  personal power
• Need for Affiliation general desire to get along
  with others prefers to avoid competitive and
  confrontation

McClelland recognized that people have multiple
needs you can have high need for achievement and
high need for affiliation
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McClellands achievement-power

• Need for Achievement
• Believes that success comes from ones own effort
• Likes to get concrete and critical feedback on
  performance
• Has a drive to achieve beyond standards
• Likes to be challenged Does not mind taking
  personal risks
• Seeks the advice of an expert
• Need for Power
• Likes to command the attention of others
• Hopes to have an impact on the lives of others
• Prefers to be in charge
• Would rather work alone
• Is active (and interested) in political life

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McClellands achievement-power

• Need for Affiliation
• Enjoys cooperating with others
• Seek close interpersonal relationships
• Tend to avoid conflict and confrontation
• Seeks the advice of a friend
• Tries to be a good team member
• Is keenly interested in group (organizational)
  success
• Would rather work in groups (than alone)
• Need for Closure
• Likes having clear rules and order at work
• Does not like situations that are uncertain
• A well-ordered life suits his/her temperament
• Makes decisions quickly and confidently
• Is uncomfortable with friends who are
  unpredictable

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Need for Achievement

• Whats your attitude towards achievement?

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Needs and Behaviors

• What kind of behaviors characterize a person with
  a
• High need for achievement (nAch)?
• High need for affiliation (nAff)?
• High need for power (nPow)?

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Need Theories of Personality Motivation

• Assume that people act to satisfy their needs
  (i.e., Employees attempt to resolve tension)
• Suggest that needs arise when there is some
  difference between what is needed and what is
  available (what I need ? what I have)
• Assume that unsatisfied needs dominate behavior
• May help to explain behavior in groups. Why does
  someone join a group? Why does the person decide
  to stay or leave?

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Measuring Personality

• Projective Measures
• Story Telling Exercise
• Word-association
• Sentence Completion
• Rorschach Inkblot Test
• Thematic Apperception Test
• Objective Measures
• Big Five
• Myers-Briggs

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From Rorschach Inkblot Test
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From Thematic Apperception Test
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From Thematic Apperception Test
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Projective Measures

• Present subjects with an ambiguous stimulus and
  ask them to make sense of it.
• Projective measures grant subjects considerable
  leeway in the responses limited only by the
  respondents ingenuity.
• The rationale?
• When interpreting an ambiguous stimulus, subjects
  project aspects of their personalities onto the
  stimulus.

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Objective Measure of PersonalityBig Five

• Do these common traits accurately describe you
  as you are now?

Behavioral Traits traits that characterize how
you behave
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The Big Five Personality Model

• Extraversion
• Conscientiousness
• Openness to Experience
• Agreeableness
• Neuroticism (Emotional Stability)

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Big Five Personality Factors

• Extroversion (E)
• sociable, outgoing, affectionate (people
  persons)
• Increased tendency to experience positive
  emotions (energetic, excitable)
• Energetic, bold, talkative
• Best predictor of leader emergence
• Conscientiousness (C)
• A person who is disciplined and responsible
• Competent, orderly, achievement-striving,
  self-disciplined
• Efficient, organized, systematic, practical
• Live longer (30 longer) tend to be happier in
  their jobs

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Big Five Personality Factors

• Openness to Experience (O)
• Curious, imaginative, playful, non-conforming
• Deep, imaginative, philosophical, creative
• Tend to be less religious and more liberal
• Cope better with organizational change
• Agreeableness (A)
• A person is cooperative, trusting, helpful
  (nice)
• Associated with satisfaction, trust, citizenship
• Kind, relaxed, warm
• Function well in teams

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Big Five Personality Factors

• Neuroticism (N) (Emotional Stability)
• A person is prone to feeling insecure
• Associated with increased tendency to experience
  negative emotions
• Tends to lack emotional adjustment
• Envious, fretful, jealous, moody, nervous

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Five-Factor Model of Personality
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Extraversion
1. Bashful 15. Harsh 29. Sloppy 2. Bold 16.
Imaginative 30. Sympathetic 3. Careless 17.
Inefficient 31. Systematic 4. Cold 18.
Intellectual 32. Talkative 5. Complex 19.
Jealous 33. Temperamental 6. Cooperative 20.
Kind 34. Touchy 7. Creative 21. Moody 35.
Uncreative 8. Deep 22. Organized 36.
Unenvious 9. Disorganized 23. Philosophical 37.
Unintellectual 10. Efficient 24. Practical 38.
Unsympathetic 11. Energetic 25. Quiet 39.
Warm 12. Envious 26. Relaxed 40. Withdrawn 13.
Extraverted 27. Rude 14. Fretful 28. Shy
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Neuroticism
1. Bashful 15. Harsh 29. Sloppy 2. Bold 16.
Imaginative 30. Sympathetic 3. Careless 17.
Inefficient 31. Systematic 4. Cold 18.
Intellectual 32. Talkative 5. Complex 19.
Jealous 33. Temperamental 6. Cooperative 20.
Kind 34. Touchy 7. Creative 21. Moody 35.
Uncreative 8. Deep 22. Organized 36.
Unenvious 9. Disorganized 23. Philosophical 37.
Unintellectual 10. Efficient 24. Practical 38.
Unsympathetic 11. Energetic 25. Quiet 39.
Warm 12. Envious 26. Relaxed 40. Withdrawn 13.
Extraverted 27. Rude 14. Fretful 28. Shy
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Agreeableness
1. Bashful 15. Harsh 29. Sloppy 2. Bold 16.
Imaginative 30. Sympathetic 3. Careless 17.
Inefficient 31. Systematic 4. Cold 18.
Intellectual 32. Talkative 5. Complex 19.
Jealous 33. Temperamental 6. Cooperative 20.
Kind 34. Touchy 7. Creative 21. Moody 35.
Uncreative 8. Deep 22. Organized 36.
Unenvious 9. Disorganized 23. Philosophical 37.
Unintellectual 10. Efficient 24. Practical 38.
Unsympathetic 11. Energetic 25. Quiet 39.
Warm 12. Envious 26. Relaxed 40. Withdrawn 13.
Extraverted 27. Rude 14. Fretful 28. Shy
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Conscientiousness
1. Bashful 15. Harsh 29. Sloppy 2. Bold 16.
Imaginative 30. Sympathetic 3. Careless 17.
Inefficient 31. Systematic 4. Cold 18.
Intellectual 32. Talkative 5. Complex 19.
Jealous 33. Temperamental 6. Cooperative 20.
Kind 34. Touchy 7. Creative 21. Moody 35.
Uncreative 8. Deep 22. Organized 36.
Unenvious 9. Disorganized 23. Philosophical 37.
Unintellectual 10. Efficient 24. Practical 38.
Unsympathetic 11. Energetic 25. Quiet 39.
Warm 12. Envious 26. Relaxed 40. Withdrawn 13.
Extraverted 27. Rude 14. Fretful 28. Shy
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Openness to Experience
1. Bashful 15. Harsh 29. Sloppy 2. Bold 16.
Imaginative 30. Sympathetic 3. Careless 17.
Inefficient 31. Systematic 4. Cold 18.
Intellectual 32. Talkative 5. Complex 19.
Jealous 33. Temperamental 6. Cooperative 20.
Kind 34. Touchy 7. Creative 21. Moody 35.
Uncreative 8. Deep 22. Organized 36.
Unenvious 9. Disorganized 23. Philosophical 37.
Unintellectual 10. Efficient 24. Practical 38.
Unsympathetic 11. Energetic 25. Quiet 39.
Warm 12. Envious 26. Relaxed 40. Withdrawn 13.
Extraverted 27. Rude 14. Fretful 28. Shy
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Heritability of Personality
Plomin and Caspi (1999)
5 twin studies in 5 countries N24,000 (Loehlin,
1992)
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A Few Observed Heritability Coefficients
Heritability
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Genes and Obesity
Correlation between pairs in terms of Body Mass
Index (BMI)
BMI(weightlbs?703/heightin2)
Source Grilo, C. M., Pogue-Geile, M. F.
(1991). The nature of environmental influences on
weight and obesity A behavior genetics analysis.
Psychological Bulletin, 110, 520-537.
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James Lewis and James Springer

• James Lewis and James Springer were identical
  twins who were separated into two adoptive
  families at just four weeks old.
• When they finally met each other at age 39, both
  were 6 feet tall and exactly 180 pounds.
• Other remarkable similarities?
• As youngsters, each Jim had a dog named "Toy."
• Each had been married two times -- the first
  wives were both names "Linda, the second wives
  names "Betty."
• One Jim had named his son "James Allan the
  other "James Alan."
• Each twin had driven his light-blue Chevrolet to
  Pas Grille beach in Florida for family vacations.
  
• Both Jims smoked Salem cigarettes and drank
  Miller Lite beer.
• Both Jims had at one time held part-time posts as
  sheriffs.
• Both were fingernail biters and suffered from
  migraine headaches.
• Each Jim enjoyed leaving love notes to his wife
  throughout the house.

http//science.howstuffworks.com/twin1.htm
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Stability of Big Five Traits
Average stability of personality over time period
Source Judge, Higgins, Thoresen, Barrick (1999)
38
Self-Peer Agreement
Source Watson (1989)
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Big Five and Motivation
SELF EFFICACY one's beliefs about his or her
capabilities to produce designated levels of
performance
Source Judge and Ilies (2002)
40
Job and Life Satisfaction
? Job satisfaction ? Life satisfaction
(Emotional Stability)
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Correlates of Life Satisfaction
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Important Research Results

• Conscientiousness (C) is related to job
  performance in all jobs
• Extraversion (E) is related to job performance in
  some jobs (sales, management, public relations),
  but not others (technician, programmer)

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Personality Performance
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Whats good about Big 5?

• The 5 factor structure is universal
• There exists cross-cultural and cross-language
  similarities in the structure of personality (5
  factors)
• The Big 5 provides a solid beginning for
  understanding personality everywhere
• Personality predicts aspects of job performance
  that may not be strongly related to knowledge,
  skills or abilities.

McCrae Costa, 1997
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Questions for Discussion

• If personality is related to performance,
  satisfaction, health, etc.
• How does this present an opportunity for
  managers?
• How does this present a dilemma?

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Astrology ? Insurance Risk

• InsuranceHotline.com conducted a study
  individuals with certain zodiac signs were more
  likely to be involved in car crashes.
• A study of driving records for 100,000 during the
  past 6 yrs
• individuals born between September 23 and October
  22 (Libras) and those born between January 20 and
  February 18 (Aquarians) received more traffic
  citations and were involved in more automobile
  crashes than any other sign of the zodiac.
• The best drivers were born July 23 through August
  22 (Leo) and those born between May 21 and June
  20 (Gemini).
• According to InsuranceHotline.com, the cutoff
  line for being considered a high risk driver is
  24 yrs of age.
• Anyone older than 24 would not be considered high
  risk unless, of course, the person was a Libra or
  Aquarian.

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Bad Drivers

• LibraDiplomatic, romantic, idealistic, sociable,
  helpful, charming, cooperative, artistic.

• Aquarius
• Broadminded, idealistic, inventive, helpful,
  intuitive, independent, tolerant,
  individualistic, progressive, creative,
  scientific, logical, intellectual, altruistic.

Indecisive, flirtatious, gullible,
self-indulgent, apathetic, peace at any price,
moody, easily deterred, lazy.
Absentminded, reclusive, eccentric, detached,
unpredictable, radical, temperamental, bored by
detail, rebellious.
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Good Drivers

• Leo
• Magnanimous, enthusiastic, loyal, affectionate,
  showman, ambitious, optimistic, idealistic,
  proud, creative, dignified, romantic, generous,
  self-assured.

• Gemini
• Adaptable, versatile, quick mind, inquisitive,
  curious, expressive, intelligent, quick-witted,
  clever

Inconsistent, superficial, high strung,
impatient, scatterbrained, restless, lacking in
concentration and follow through
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Machiavellianism

• Niccolo Machiavelli, The Prince (1513)
• Denied the relevance of morality in political
  affairs
• Held that craft and deceit are justified in
  pursuing and maintaining political power
• His name has become synonymous with deviousness
  and willfully destructive rationality
• A term used to describe a persons tendency to
  deceive and manipulate others for personal gain

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High Machs (gt 60 on MACH IV)

• Take a detached, calculating approach in their
  interaction with other people.
• Believe most people are concerned only with their
  own well-being.
• Believe the best way to get by is to use
  deception, rewards, promises, flattery, and even
  punishments to manipulate others into doing their
  bidding. To them, power may be more important
  than love.
• Charming, confident and glib, but also arrogant,
  calculating and cynical prone to manipulate and
  exploit
• High Machs tend to be low on agreeableness and
  low on conscientiousness.

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Low Machs (lt60 on MACH-IV)

• Take a more personal, empathetic approach in
  their interaction with other people.
• Tend to be more trusting of others, more honest.
• Believe humans are essentially good natured.
• At the extreme, low Machs are passive,
  submissive, and highly agreeable.
• True low Machs can be kind of dependent,
  submissive and socially inept.

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Personality and the Environment

• Recall, Behavior is the result of some
  interaction of Personal Characteristics (e.g.
  Personality) and Environmental Characteristics B
  P x E
• Personality itself may not change with the
  environment, but the extent to which your
  personality comes through does change

53
Are Traits Powerful Predictors of Behavior?

• Yes
• People with particular traits tend to be
  consistent in attitudes and behavior
• Primary traits predict employee behavior
• Traits typically remain stable over time
• Focus employee selection on certain traits

• No
• Organizational settings and adaptive human
  behavior have a great impact on our behavior
• Formal and informal org. settings minimize effect
  of personality traits
• Regularly adjust behavior to reflect requirements
  of various situations

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Personality and the Environment

• Strong situation very structured, strict rules,
  task demands limit behavior, tight standards,
  clear expectations
• Weak situation loose, few rules or
  expectations, uncertainty, low structure
• Personality reveals itself in weak situations

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Think of different situations

• Strong situations
• Military
• Library
• Assembly Line
• Prison
• Business settings
• Broadway play
• Extremist groups
• Clearly defined norms
• Specific assignments

• Weak situations
• At a Party
• Hanging out with friends
• Creative teams
• Uncertain environment
• Improv theater
• General job descriptions
• Merger Acquisition
• Downsizing
• New Product Introductions

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Why does this matter?

• Situations can be adjusted to restrict or reveal
  personality differences
• Within-person differences in observed behavior
  may be the result of the situation, the
  environment
• People seek situations that match their
  personality
• Think outgoing social butterfly vs. shy,
  quiet, home body

57
Course Overview
STABLE TRAITS INTELLIGENCE PERSONALITY VALUES NEED
S/PREFERENCES
JOB PERFORMANCE
JOB SATISFACTION
TEMPORARY STATES MOTIVATION EMOTION MOOD STRESS
ORGANIZATIONAL COMMITMENT
WORK CONTEXT JOB DESIGN REWARD SYSTEM ORGANIZATION
AL CULTURE
58
Summary

• Personality can be categorized and measured with
• Cognitive Traits Optimism, Self Efficacy
• Behavioral Traits Organized, efficient,
  talkative
• Emotional Traits Enthusiastic, energetic,
  nervous
• A valuable portion of between-subjects variance
  can be explained by stable, enduring traits
  (personality, needs)
• In general (and I do mean in general)
• Cognitive Emotional traits predict attitudes
  (e.g., motivation, satisfaction, commitment)
• Behavioral traits better predict behaviors
• (e.g., performance)

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Questions for Discussion

• What can managers do to facilitate (encourage)
  the expression of personality?
• To suppress (limit) personality?
• Why would job candidates have a positive reaction
  to use of personality testing during the
  selection process?
• A negative reaction?

60
Quick Summary

• Personality is
• Stable over time
• Developed at an early age and consistent
• Not subject to great fluctuation over time
• The result of genetic and environmental influence
• Usually measured by traits
• Reveals itself most often in weak situations
• Interacts with the environment to shape behavior
• Best measured with objective tests