Personality in Ob

POOJA SINGH
S.Y BBA
21
Personality, Perception,
and Attribution
Variables Influencing
Individual Behavior
P
The Person
• Skills & abilities E
The Environment
• Personality • Organization
• Perceptions • Work group
• Attitudes • Job
• Values • Personal life
• Ethics
B
Behavior
B = f(P,E)
Propositions of
Interactional Psychology
◦ Behavior—function of a continuous, multi-directional
interaction between person and situation
◦ Person—active in process
◦ Changed by situations
◦ Changes situations
◦ People vary in many characteristics
◦ Two situational interpretations
◦ The objective situation
◦ Person’s subjective view of the situation
Definition of Personality
Personality - A relatively stable set of characteristics that influences an
individual’s behavior
Personality Theories
Trait Theory - understand individuals by breaking down behavior patterns into
observable traits
Psychodynamic Theory - emphasizes the unconscious determinants of behavior
Humanistic Theory - emphasizes individual growth and improvement
Integrative Approach - describes personality as a composite of an individual’s
psychological processes
Big Five Personality Traits
Extraversion Gregarious, assertive,
sociable
Agreeableness Cooperative, warm,
agreeable
Conscientiousness Hardworking, organized,
dependable
Emotional stability Calm, self-confidant, cool
Openness to Creative, curious,
experience cultured
Sources: P. T. Costa and R. R. McCrae, The NEO-PI Personality Inventory (Odessa, Fla.: Psychological Assessment Resources, 1992); J. F. Salgado, “The
Five Factor Model of Personality and Job Performance in the European Community,” Journal of Applied Psychology 82 (1997): 30-43.
Personality Characteristics
in Organizations
Locus of Control
Internal External
I control what People and
happens to me! circumstances
control my fate!
in Organizations
Self-Efficacy - beliefs and expectations about one’s ability to acco
specific task effectively
Sources of self-efficacy
◦ Prior experiences and prior success
◦ Behavior models (observing success)
◦ Persuasion
◦ Assessment of current physical & emotional capabilities
in Organizations
Self-Esteem
Feelings of Self Worth
Success tends Failure tends

to increase to decrease
self-esteem self-esteem
in Organizations
Self-Monitoring
Behavior based on cues from people & situations
◦ High self-monitors ◦ Low self-monitors

◦ flexible: adjust behavior ◦ act from internal states
according to the situation rather than from
and the behavior of others situational cues
◦ can appear unpredictable ◦ show consistency
& inconsistent ◦ less likely to respond to
work group norms or
supervisory feedback
Who Is Most Likely to . . .
Low-self High-self
monitors monitors
Get promoted
Accomplish tasks, meet other’s
expectations, seek out central positions 
in social networks
Change employers
Self-promote 
Make a job-related
geographic move
Demonstrate higher levels of managerial 
self-awareness; base behavior on other’s
cues and the situation
in Organizations
Positive Affect - an individual’s tendency to accentuate the positive aspects of
oneself, other people, and the world in general
Negative Affect - an individual’s tendency to accentuate the negative aspects of

oneself, other people, and the world in general
in Organizations
A strong
situation can
overwhelm the effects
of individual personalities
by providing strong cues
for appropriate
behavior
in Organizations
Strong
personalities
will dominate
in a weak
situation
How is Personality Measured?
Projective Test - elicits an individual’s response to abstract stimuli
Behavioral Measures - personality assessments that involve observing an individual’s
behavior in a controlled situation
Self-Report Questionnaire - assessment involving an individual’s responses to questions
Myers-Briggs Type Indicator (MBTI) - instrument measuring Jung’s theory of
individual differences.
Myers-Briggs Type Indicator
◦ Based on Carl Jung’s work
◦ People are fundamentally different
◦ People are fundamentally alike
◦ People have preference combinations for extraversion/introversion, perception, judgment
◦ Briggs & Myers developed the MBTI to understand individual differences
MBTI Preferences
Preferences Represents
Extraversion Introversion How one

re-energizes
Sensing Intuiting How one gathers
information
Thinking Feeling How one makes
decisions
Judging Perceiving How one orients to the
outer world
Social Perception
Barriers
• Selective perception • Projection
• Stereotyping • Self-fulfilling prophecies
• First-impression
error
Social Perception -
interpreting information
about another person
Social Perception
Perceiver Characteristics Target Characteristics
• Familiarity with target • Physical appearance
• Attitudes/Mood • Verbal communication
• Self-Concept • Nonverbal cues
• Cognitive structure • Intentions
Social Perception -
interpreting information
about another person
Barriers
Situational Characteristics
• Interaction context
• Strength of situational cues
Impression Management
Impression Management - process by which individuals try to control the
impression others have of them
◦ Name dropping
◦ Appearance
◦ Self-description
◦ Flattery
◦ Favors
◦ Agreement with opinion
Attribution Theory
Attribution theory - explains how individuals pinpoint the causes of their own behavio
Information cues for attribution information gathering

◦ consensus
◦ distinctiveness
◦ consistency
Attribution Biases
Fundamental Attribution Error - tendency to m
attributions to internal causes when focusing on
else’s behavior
Self-serving Bias - tendency to attribute one’s ow

successes to internal causes and one’s failures to
causes

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POOJA SINGH

Success tends Failure tends

◦ High self-monitors ◦ Low self-monitors

Negative Affect - an individual’s tendency to accentuate the negative aspects of

Extraversion Introversion How one

Information cues for attribution information gathering

Self-serving Bias - tendency to attribute one’s ow

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