Organizational behavior core concepts by kinicki chapter3

3

Organizational Behavior
core concepts

Individual Differences: What
Makes Employees Unique
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McGraw-Hill/Irwin
Organizational Behavior, Core Concepts

Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved.


Learning Objectives

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• Explain how a person’s self-esteem, selfefficacy, 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

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
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An OB Model for
Studying Individual Differences

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Figure 3-1


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

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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

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

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

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Self-Efficacy Beliefs Pave the Way
for Success or Failure

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Figure 3-2

Figure 3-2


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

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Managerial Implications
• Recruiting/
selection/job
assignments
• Job design
• Self-management
• Training and
development
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•
•
•
•
•

Creativity
Coaching
Leadership
Rewards
Goal setting and
quality
improvement


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 selfmonitoring and career success

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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

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

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An Agenda for Self-Improvement
1. Be proactive. Choose goals, and take
responsibility for achieving them.
2. Begin with the end in mind; be goaloriented.
3. Put first things first. Set priorities

including work and personal goals,
present and future.
4. Think win/win. Look for mutually
beneficial solutions.
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An Agenda for Self-Improvement

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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.


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

• Self-contract

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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

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– set of evaluating thoughts that you give
yourself about facts and events that happen
to you


Administering Consequences
1. Individual must have control over
desired reinforcers
2. Individual must reward himself only for
meeting the conditions of success
3. Individual needs performance
standards that establish the quantity

and quality of target behavior required
for receiving the reward
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Personality Dynamics
• Personality
– stable and mental characteristics
responsible for a person’s identity

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The Big Five Personality
Dimensions
•
•
•
•
•

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Extraversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience

Question?
Which personality trait has the strongest
positive correlation with job and training
performance?
A. Extraversion
B. Conscientiousness
C. Openness-to-experience
D. Agreeableness
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Personality and Job Performance
• Conscientiousness has the strongest
positive correlation with job and training
performance
• Extraversion is associated with success
for managers and salespeople

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