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47 Cards in this Set
- Front
- Back
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Fig 5-1
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An OB model for studying individual Differences
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Intelligence
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Represents an individual's capacity for constructive thinking, reasoning and problem solving
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Spearmans stated that cognitive performance is determined by 2 types of abilities
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General Mental Ability for ALL cognitive tasks ("G")
Specific cognitive ability for the task at hand |
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Gardner's 8 Multiple Intelligences (MIs)
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<b>Linguistic</b>--Potential to learn and use spoken and written languages
Logical-mathematical--Potential for deductive reasoning Musical--potential to appreciate, compose and perform music Bodily-Kinesthetic--potential to use mind and body to coordinate physical movement Spatial intelligence-potential to recognize and use patterns Interpersonal-Potential to understand, connect and effectively work with others Intrapersonal-potential to understand and regulate oneself Naturallist-potential to live in harmony with one's environment |
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Practical Intelligence
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the ability to <b>solve everyday problems by utilizing knowledge gained from experience</b> in order to adapt to your environment/circumstance
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Personality
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the combination of stable physical and mental characteristics that give the individual his or her identity
how you look think act feel |
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Big 5 Personality Dimensions
Review Table 5-1 |
Extraversion
Agreeableness Conscientiousness Emotional Stability Openness to experience <b>Conscientiousness has the strongest positive correlation with job performance and training performance |
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Proactive Personality
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someone who is relatively unconstrained by situational forces and who effects environmental change.
Proactive people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs. |
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Personality Testing in the workplace
Table 5-2 |
tool used for making decisions about hiring training and promotion is commonplace.
however, a panel of industrial organizational psychologists concluded that the typical personality test is NOT A VALID PREDICTOR of job performance |
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**Core self-evaluations (CSE)
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Represent a broad personality trait comprised of four NARROWER individual personality traits.
-Self-esteem -Generalized Self-efficacy -Locus of Control -Emotional Stability |
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Self Esteem
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a belief about one's own self worth based on an overall self-evaluation.
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Self Efficacy
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"I can do that"
a<b> person's belief about his or her chances of successfully accomplishing a specific task</b>. arises from the gradual acquisition of complex cognitive, social, linguistic, and/or physical skills through experience |
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Learned Helplessness
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the severely debilitating </b>belief that one has no control over one's own environment.</b>
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Fig. 5-2
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Self Efficacy Beliefs Pave the Way for Success or Failure
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Sources of Self Efficacy Beliefs
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Prior Experience
Behavior Models (observing others perform a given task) Persuasion from others Assessment of physical/emotional state |
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People program themselves for success or failure by enacting their self-efficacy expectations
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true
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Self-Efficacy Managerial Implications
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Recruiting/selecting/job assignments
Job design training & development self-management goal setting and quality improvement creativity coaching leadership rewards |
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Internal Locus of Control
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belief that an individual is in control of the events and consequences that affect their lives
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External Locus of Control
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thows who believe their performance is the product of circumstances <b>beyond their control
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Emotional Stability
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Individuals tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure
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OCB
CWB |
Organizational citizenship behavior
Counterproductive work behaviors |
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Attitude
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a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object.
Values represent GLOBAL beliefs that influence behavior across all situations. ATTITUDES related ONLY to behavior directed towards SPECIFIC objects |
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3 components of attitude
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Affective
Cognitive Behavioral |
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Affective Component
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piece of an attitude that contains the feelings or emotions one has about a given object or situation
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Cognitive Component
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reflects the evaluation or belief one has about an object or situation.
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Behavioral Component
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refers to how one intends or expect to act toward someone or something
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Cognitive Dissonance
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represents the psychological discomfort a person experiences when his or her attitudes or beliefs are incompatible with his or her behavior
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3 Ways to reduce Cognitive Dissonance (psychological tension)
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Change your attitude or behavior
Belittle the importance of the inconsistent behavior Find consonant elements that outweigh dissonant ones |
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Ajzen's Theory of Planned Behavior
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Fig. 5-3
predicts behavior under the individual's control |
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Emotions
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complex, relatively brief responses to particular information or experiences that change psychological and/or physiological states.
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Fig 5-4
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Positive and Negative Emotions
<b>Negative Emotions</b>--Goal Incongruent <b>Positive Emotions</b>--Goal Congruent |
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Emotional Intelligence
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the ability to manage oneself and ones relationships in mature and constructive ways
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2 Streams of OB research on emotions provide additional interesting insights
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<b>Emotional Contagion</b>--you can catch or transfer a mood
<b>Emotional Labor</b>--Linked cause to exhaustion--when you fake being happy or satisfied |
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Lecture
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Fig 5-1
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An OB Model for Studying Individual Differences: Enthronemental/External Context
Individual Differences affect Individual work outcomes |
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Personality
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the combination of STABLE physical and mental characteristics that give the individual his or her identity
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Big 5 Personality Dimensions (OCEAN)
Table 5-1 |
Openness to experience
Conscientiousness Extraversion Agreeableness Neuroticicm (Emotional Stability) <i>Conscientiousness is most closely correlated to Job performance |
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True Colors Exercise
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Earth
Wind Fire Water <b>4 Diff. Types of Personalities</b> <b>Orange</b>-Sales, Politicians, Dancers <b>Gold</b>-Manager, Librarian, Finance, Accountant <b>Blue</b>-Social Work, Healthcare, Consulting <b>Green</b>-Engineers, psychologists, Consulting, Economists, IT |
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True Colors & Teams
D&C 84:109-110-Just because someone has different strengths/abilities from you doesn't mean you don't need them or that you are better--"the body has need of every member..." |
<b>Orange Player:</b> We can all profit from their attitude as a stress buster/reducer to keep us from taking life TOO seriously.
<b>Gold Team Player:</b> are the stabilizers of our society who will prevent us from living in Chaos. <b>Blue Player:s</b> Harmonizers their love and support will comfort us in our effort to be the best we can be. <b>Green Players:</b>rely on them to provide vision to keep us growing in a positive direction--problem solving, innovative ideas/solutions |
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Self esteem
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belief about ones own self worth based on an overall self-evaluation
total evaluation of self worth--do you have a positive self image? |
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Self-Efficacy
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a person's belief about his chances of successfully accomplishing a specific task
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Learned Helplessness
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severely debilitating belief that one has no control over one's environment
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You can have high self esteem and LOW self-efficacy?
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true
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Internal Locus of Control
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People who believe they can control the events and consequences that affect their lives
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External locus of Control
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those who believe their performance is the product of circumstances beyond their immediate control
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Research Lessons
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Internals display greater work motivation
Internals have stronger expectations that effort lead to performance There is a stronger relationship between job satisfaction and performance for internals than for externals Internals obtain higher salaries and greater salary increases than externals |
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Emotional Intelligence
Office Clip |
ability to manage oneself and ones relationships in mature and constructive ways
<b>4 Components</b> -Self Awareness (being aware of the emotions you're experiencing and how to control them) -Self-Management -Social Awareness -Relationship Management |
