组织行为学精要第7版chap034829.pdf

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1、Chapter 3 Personality and Emotions 23 CHAPTER 3-PERSONALITY AND EMOTIONS CHAPTER OBJECTIVES After reading this chapter,students should be able to:1.Describe the eight categories in the Myers-Briggs Type Indicator(MBTI)personality framework.2.Identify the Big Five personality variables and their rela

2、tionship to behavior in organizations.3.Describe the impact of job typology on the personality/job performance relationship.4.Differentiate felt from displayed emotions.5.Identify the six universal emotions.6.Explain if it is possible for a person to be emotionless.7.Describe ways in which emotions

3、influence work-related behavior.LECTURE OUTLINE I.PERSONALITY A.Introduction 1.When we describe people in terms of characteristics such as quiet,passive,loud,and so on,we categorize them in terms of personality traits.2.An individuals personality,therefore,is the combination of psychological traits

4、we use to classify that person.B.The Myers-Briggs Type Indicator(MBTI)1.One of the most widely used personality frameworks.2.Essentially a 100-question personality test that asks people how they usually feel or act in particular situations.3.Individuals are classified as:a)extroverted or introverted

5、(E or I)b)sensing or intuitive(S or N)c)thinking or feeling(T or F)d)perceiving or judging(P or J)4.These classifications are then combined into sixteen personality types.a)A study that profiled thirteen contemporary business people who created super-successful firms such as Apple Computer,FedEx,Hon

6、da Motors,Microsoft,Price Club,and Sony found all thirteen to be intuitive thinkers(NTs).b)This finding is particularly interesting because intuitive thinkers represent only about five percent of the population.5.More than two million people a year take the MBTI in the United States alone.6.There is

7、 no hard evidence that the MBTI is a valid measure of personality.But lack of such evidence does not seem to deter organizations from using it.C.The Big-Five Model 1.An impressive body of research supports that five basic personality dimensions underlie all others.2.Factors in the Big-Five Model Are

8、:a)Extroversionones comfort level with relationships.b)Agreeablenessan individuals propensity to defer to others.c)Conscientiousnessa measure of reliability.d)Emotional stabilitydimension measuring a persons ability to withstand stress.Positive emotional stability(calm,enthusiastic,secure)as opposed

9、 to negative emotional stability (tense,nervous,depressed,and insecure).Part II The Individual in the Organization 24 e)Openness to experiencean individuals range of interests and fascination with novelty.3.Research on the Big Five found important relationships between these personality dimensions a

10、nd job performance.a)A broad spectrum of occupations were examined:professionals(including engineers,architects,accountants,attorneys),police,managers,sales,and semiskilled and skilled employees.b)Job performance was defined in terms of performance ratings,proficiency during training programs,and pe

11、rsonnel data such as salary level.c)Conscientiousness predicted job performance for all occupational groups.d)For the other personality dimensions,predictability depended on both the performance criterion and occupational group.D.Other Key Personality Attributes 1.Six additional personality attribut

12、es have been identified that appear to have more direct relevance for explaining and predicting behavior in organizations.a)Locus of control b)Machiavellianism c)Self-esteem d)Self-monitoring e)Risk propensity f)Type A personality 2.Locus of Control a)Some people believe they are masters of their ow

13、n fate.b)Other people see themselves as pawns of fate.c)Locus of control in the first case is internal,those who see their life as being controlled by outsiders are externals.(1)Employees who rate high in externality are less satisfied with their jobs,more alienated from the work setting,and less in

14、volved in their jobs than are internals.3.Machiavellianism a)Is named after Niccolo Machiavelli,who wrote in the sixteenth-century on how to gain and use power.b)An individual exhibiting strong Machiavellian tendencies is manipulative,maintains emotional distance,and believes that ends can justify m

15、eans.(1)“If it works,use it”is consistent with a high-Mach perspective.c)High Machs are more likely to engage in behavior that is ethically questionable than are low Machs.d)In jobs that require bargaining skills or where there are substantial rewards for winning,high Machs will be productive.4.Self

16、-esteem a)People differ in the degree to which they like or dislike themselves.b)Research finds that self-esteem is directly related to expectations for success;high self-esteem employees believe that they possess the ability need to succeed at work.c)Self-esteem(SE)has also been found to affect sus

17、ceptibility to outside influences;low SEs are more susceptible to external influences than are high SEs.d)Evidence indicates that high SEs are more satisfied with their jobs than are low SEs.5.Self-monitoring a)Some people are much better than others at adjusting their behavior to changing situation

18、s.b)High self-monitors are sensitive to external cues and can behave differently in different situations.Chapter 3 Personality and Emotions 25 (1)They are chameleons able to change to fit the situation and to hide their true selves.c)On the other hand,low self-monitors are consistent.(1)They display

19、 their true dispositions and attitudes in every situation.d)High self-monitors tend to pay closer attention to the behavior of others and are capable of conforming.e)High self-monitors also tend to be better at playing organizational politics.6.Risk Propensity a)Individuals with a high-risk propensi

20、ty make more rapid decisions and use less information in making their choices than individuals with low risk propensity.7.Type A Personality a)Excessively competitive and always seem to be experiencing a chronic sense of time urgency.b)Type As are characterized by an incessant struggle to achieve mo

21、re and more in less and less time.c)They are impatient,cope poorly with leisure time,and create a life of self-imposed deadlines.(1)In the North American culture such characteristics tend to be highly prized and positively associated with ambition and the successful acquisition of material goods.d)I

22、n terms of work behavior Type As are fast workers.(1)They emphasize quantity over quality.(2)Type As are rarely creative.E.Personality and National Culture 1.There are certainly no common personality types for a given country.2.Yet a countrys culture influences the dominant personality characteristi

23、cs of its population.a)Lets build this case by looking at two personality attributeslocus of control and the Type A personality.3.Cultures differ in terms of peoples relationship to their environment.a)In North America people believe that they can dominate their environment.b)People in other societi

24、es,such as Middle Eastern countries,believe that life is essentially preordained.(1)Notice the close parallel to internal and external locus of control.4.The Prevalence of Type A Personalities a)There will be more in capitalistic countries,where achievement and material success are highly valued.(1)

25、It is estimated that about 50 percent of the North American population is Type A.(2)In cultures such as Sweden and France,where materialism is less revered,we would predict a smaller proportion of Type A personalities.F.Matching Personalities and Jobs 1.Efforts have been made to match personalities

26、with the proper jobs.2.The most-researched personality-job-fit theory is the six-personality-types model.3.This model states that an employees satisfaction with and propensity to leave his or her job depend on the degree to which the individuals personality matches his or her occupational environmen

27、t.a)The six major personality types are listed in Exhibit 3-1,along with their compatible occupations.4.A Vocational Preference Inventory Questionnaire Part II The Individual in the Organization 26 a)There are 160 occupational titles b)Respondents indicate which of these occupations they like or dis

28、like,and their answers are used to form personality profiles.c)Research strongly supports the hexagonal diagram in Exhibit 3-2.5.The theory argues that satisfaction is highest and turnover lowest where personality and occupation are in agreement.II.EMOTIONS A.Introduction 1.Example of a 42-year-old

29、software tester at a Boston-area Internet consulting firm shooting co-workers.2.Emotions are an important factor in employee behavior.3.Until very recently,the topic of emotions had been given little or no attention within the field of OB.a)The myth of rationality was one hindrance.(1)Since the late

30、 nineteenth century,organizations have been essentially designed with the objective of trying to control emotions.(2)It was believed that a well-run organization was one that successfully eliminated frustration,anger,love,hate,joy,grief and similar feelings.b)The second factor that acted to keep emo

31、tions out of OB was the belief that emotions of any kind were disruptive.(1)When emotions were considered,the discussion focused on strong negative emotionsespecially angerthat interfered with an employees ability to do his or her job effectively.(2)Emotions were rarely viewed as being constructive

32、or able to stimulate performance-enhancing behaviors.B.What Are Emotions?1.Clarify three terms that are closely intertwined:affect,emotions,and moods.2.Affect is a generic term that covers a broad range of feelings that people experience.a)Its an umbrella concept that encompasses both emotions and m

33、oods.3.Emotions are intense feelings that are directed at someone or something.4.Moods are feelings that tend to be less intense than emotions and they lack a contextual stimulus.5.Emotions are reactions to an object,not a trait.a)They are object specific.b)Moods,on the other hand,are not directed a

34、t an object.c)Emotions can turn into moods when you lose focus on the contextual object.6.Emotional labor a)Most jobs also require emotional labor.b)This is when an employee expresses organizationally desired emotions during interpersonal transactions.c)The concept was originally developed in relati

35、on to service jobs.d)Today,the concept of emotional labor seems relevant to almost every job.C.Felt vs.Displayed Emotions 1.Emotional labor creates dilemmas for employees when their job requires them to exhibit emotions that are incongruous with their actual feelings.2.Emotions can be separated into

36、 felt vs.displayed.a)Felt emotions are an individuals actual emotions.Chapter 3 Personality and Emotions 27 b)In contrast,displayed emotions are those that are organizationally-required and considered appropriate in a given job.(1)Theyre not innate;theyre learned.3.The key point here is that felt an

37、d displayed emotions are often different.a)Many people have problems working with others simply because they naively assume that the emotions they see others display are what those others actually feel.D.The Six Universal Emotions 1.Research has identified six universal emotions:anger,fear,sadness,h

38、appiness,disgust,and surprise.a)Exhibit 3-3 illustrates that these six emotions can be conceptualized as existing along a continuum.b)The closer any two emotions are to each other on this continuum,the more likely people are to confuse them.2.These six basic emotions surface in the workplace.E.Gende

39、r and Emotions 1.Its widely assumed that women are more“in touch”with their feelings than men.a)The evidence does confirm differences between men and women when it comes to emotional reactions and ability to read others.2.Women show greater emotional expression than men.a)They experience emotions mo

40、re intensely and they more frequently express both positive and negative emotions,except anger.b)They have more comfort in expressing emotions.c)They are better at reading nonverbal cues than are men.3.Three possible answers to explain these differences.a)The different ways men and women have been s

41、ocialized.b)Women may have more innate ability to read others and present their emotions than do men.c)Women may have a greater need for social approval and,thus,a higher propensity to show positive emotions like happiness.F.Emotions and National Culture 1.Cultural norms in the United States dictate

42、 that employees in service organizations should smile and act friendly when interacting with customers.2.But this norm does not apply worldwide.a)In Israel smiling by supermarket cashiers is seen as a sign of inexperience,so cashiers are encouraged to look somber.b)In Moslem cultures smiling is freq

43、uently taken as a sign of sexual attraction,so women are socialized not to smile at men.3.This illustrates the need to consider cultural factors as influencing what is or is not considered as emotionally appropriate.a)There tends to be high agreement on what emotions mean within cultures but not bet

44、ween cultures.G.OB Applications 1.Ability and Selection a)People who know their own emotions and are good at reading others emotions may be more effective in their jobs.Part II The Individual in the Organization 28 b)Emotional intelligence(EI)refers to an assortment of noncognitive skills,capabiliti

45、es,and competencies that influence a persons ability to succeed in coping with environmental demands and pressures.c)Its composed of five dimensions:(1)Self-awareness,or the ability to know what you are feeling.(2)Self-management,or the ability to manage ones own emotions and impulses.(3)Self-motiva

46、tion,or the ability to persist in the face of setbacks and failures.(4)Empathy,or the ability to sense how others are feeling.(5)Social skills,or the ability to handle the emotions of others.2.EI may play an important role in job performance.a)The implications from the initial evidence on EI is that

47、 employers should consider it as a factor in selection,especially in jobs that demand a high degree of social interaction.3.Decision Making a)Traditional approaches to the study of decision making in organizations have emphasized rationality.b)It is naive to assume that decision choices arent influe

48、nced by ones feelings at a particular moment.c)You can improve your understanding of decision making by considering“the heart”as well as“the head.”People use emotions as well as rational and intuitive processes in making decisions.4.Motivation a)Like decision making,the dominant approaches to the st

49、udy of motivation reflect an overrationalized view of individuals.b)Motivation theories basically propose that individuals are motivated to the extent that their behavior is expected to receive desired outcomes.c)Peoples perceptions and calculations of situations are filled with emotional content th

50、at significantly influences how much effort they exert.5.Leadership a)The ability to lead others is a fundamental quality sought by organizations.b)Almost all effective leaders rely on the expression of feelings to help convey their messages.c)Corporate executives know that emotional content is crit