INDIVIDUAL DIFFERENCES, MENTAL ABILITY AND PERSONALITY
Individual Differences
People show substantial individual differences, or variations in how they respond to the
same situation based on personal characteristics.
Behavior is a function of person interacting with the environment:
B = f(P x E)
Behavior is therefore determined by the effects of the individual and the environment
on each other.
Consequences of Individual Difference
Seven consequences of individual differences that have a major impact on managing
people are as follows:
People differ in productivity.
Quality of work varies because people vary in their propensity for achieving high-
quality results.
Empowerment is effective with some workers, but not with all.
A given leadership style does not work with all people.
People differ in their need for contact with other people.
Company management will find that commitment to the firm varies considerably.
Workers vary in their level of self-esteem that in turn influences their
productivity and capacity to take on additional responsibility.
Demographic Diversity
Refers to background factors that shape worker attitudes and behavior.
Sex and gender differences
Generation and age-based differences such as Baby Boomers, generation Y
Ethnic, racial and cultural differences (culture has biggest effect).
Sex and Gender Differences
Gender differences in communication patterns have been noted.
Men typically communicate to convey information or establish status.
Women are more likely to communicate to establish rapport and solve problems.
A researcher has noted that men are more likely to value equity, whereas women opt
for equality.
Generational and Age-Based Differences
VETERANS BABY GENERATION X GENERATION Y
OR BOOMERS (1961-1980) (1981-PRESENT)
TRADITIONALIST (1946-1960)
(1925-1945)
PRACTICAL OPTIMISTIC SKEPTICAL HOPEFUL
PATIENT, LOYAL AMBITIOUS RISK –TAKING VALUE DIVERSITY
HARDWORKING AND CHANGE
RULE FOLLOWERS WORKAHOLICS BALANCE WORK AND TECHNOLOGY SAVVY
PERSONAL LIFE
The table shows us the four generations currently in the workforce. People may behave
differently on the job based somewhat on the behaviors and attitudes of many members
of their generation.
Ethnic, Racial and Cultural differences
In job, performance and behaviour are usually attributable to culture rather than
ethnicity itself.
Ex. Some ethnic groups take long lunch breaks because of their culture not a fact of
being a particular nationality.
Mental Ability (Intelligence)
Is the capacity to acquire and apply knowledge including solving problems.
Consist of general factors such as verbal and numerical.
Triarchic theory (analytical, creative, and practical intelligence).
Multiple intelligences
(8 types)
COMPONENTS OF INTELLIGENCE
A standard theory of intelligence consists of a g (general factor) along with s
(special) factors that contribute to problem – solving ability.
The g factor helps explain why some people perform so well in so many different
mental tasks (the have the right stuff).
Special factors of intelligence:
Verbal Comprehension - the ability to understand the meaning of words.
Word fluency the ability to use words quickly and easily.
Numerical – the ability to handle numbers, mathematical analysis.
Spatial – the ability to visualize forms in space, manipulate objects mentally.
Memory – the ability to recall for symbols, words, numbers etc.
Perceptual Speed – the ability to perceive visual details, identify similarities and
differences.
Inductive Reasoning – the ability to discover a rule of principle and apply it in
problem solving.
TRIARCHIC THEORY OF INTELLIGENCE
Subtypes of Triarchic Theory
Practical intelligence – incorporates the ideas of common sense, wisdom and
street smarts.
Analytical intelligence – also called fluent intelligence may decline from early to
late adulthood.
Creative - going beyond what is given to generate novel and interesting ideas.
MULTIPLE INTELLIGENCES
PERSONALITY DIFFERENCES
Personality Characteristics contribute to success in many jobs, and many job failures are
caused by personality problems.
Personality refers to the persistent and enduring behaviour patterns of an individual
that are expressed in a wide variety of situations.
EIGHT MAJOR PERSONALITY FACTORS AND TRAITS
The five factor model and the key traits have substantial impact on job behavior and
performance.
Five Factor Model
1. NEUROTICISM – reflects emotional stability
2. EXTRAVERSION – enjoys being around people more than being alone.
3. OPENNESS (well developed intellect)
4. AGREEABLENESS – friendly and cooperative
5. CONSCIENTIOUSNESS – dependability and
thoroughness.
FIVE PERSONALITY FACTORS
Other Key Traits
6. SELF MONITORING OF BEHAVIOR (adjusting how we appear to others)
7. RISK TAKING AND THRILL SEEKING (craving constant excitement)
8. OPTIMISM – a tendency to experience positive states.
