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1. PERSONALITY, AB ILITY, ATTITUDES &VALUES Chapter 3

2. Personality at work Ability Attitudes in the workplace Values

3. Objectives: • Define personality in the workplace • Describe the big five perso nality traits in the work setting. • Explain personality traits in the workplace • Identify types of abiliti es that are used to categorize performers in the organization • Dicuss attitudes, its formation and how to chang e it • Name the two important att itudes in the workplace • Differentia te terminal from intrumental values • Identify different values found across cultu re.

4. • Every workplace behavio r cannot be understood without consi dering the concepts of personality, ability, attitudes and val ues. These are important individual charact eristics that can influence work performance.

5. Personality at Work • It encompasses the relatively feelings , thoughts , and behavioral patterns that have been formed significantly by genetic and environmental factors which give an individual his identity . • An individual’s per sonality differentiates him from other people . Personality

6. Cont’ • Understanding someone’s personality offers clues about how that person is expected to ac t and feel in a variety of situations. • Understanding of diffe rent employees’ personalities is useful in order to successfully manage OB.

7. Nature • The genetic or hereditary origins of a person. • Genetic makeup has been in herited from the mother and father of the individual. • Heredity is not the only factor that influ ences personality.

8. Nurture • Personality is also a ffected heavily by nurture. • Consists of the pers on’s socialization, life experiences and other forms of interaction in the envir onment.

9. Big Five Personality Traits with an acronym of “ CANOE ”

10. Conscientiousness • Refers to the number of goals on which a person focuses . • People who focus on few goals are organized , systematic , punctual, achievement oriented, and de pendable. • YOU are accomplishment striving or a strong desire to complete a task - related goals as a means of expressing personality.

11. Agreeableness • The person’s ability to get along wi th others. • It causes an employee to be nice, tolerant, sensitive, trusting, kind and war m. • It helps others at work consi stently. • Valuable team pla yer and may be effective leaders because they create a fair environmen t when they are in leadership positions.

12. Neuroticism • It refers to the degree to whic h a person is anxious, irritable, aggresive, temperam ental and moody. • These people are likely to have emotional adjustment problems and experien ce stress and depression on a habitual basis. • If very high in neuroticism experien ce a number of problems at work. • They tend to experience relationship difficulties.

13. Openness • Mirrors a person’s rigidity of beliefs and range interests. • People with high levels of openess are original, intellectual, creative, and open to new ide as. • They are flexible and willing t o learn new things. • They are highly motivated to study new skills, and they do well in training settings .

14. Extraversion • It reflects an individual’s comfort level with relationships. • Extroverts tend to be outgoing , talkative and sociable . • They tend to be effective in jobs involving sales and marketing. • As a leader , they show inspirational leadership behaviors .

15. Other Personality Traits in the Workplace

16. Proactive Personality • Person’s preference to fix what is supposed as erroneous and apply initiative to solve problems. • They take action to start significant change and get rid of the obstacles they encounter along the way.

17. Machiavellia nism • It describes behavior directed towards attainin g power and controlling the behavior of other people. • Each person has his own degree of Machiavellianism . • They are rational, non-emotional, willing to accomplish their person al goals in life.

18. Risk Propensity • Degree of w illingness of a person to take chances and create risk y decisions. • Manager with high risk of propensity is will ing to experiment with new ideas and may venture to new products.

19. Creativity • It is a personality trait that must be promoted and expanded inside any org anizations by offering employees opportunity and freedom to think unconventionally .

20. ABILITY • A person’s talent to perform mental or p hysical task.

21. How about Aptitudes? • It refers to the natural tal ents that aid employees in learning specific task more speedily and execute them better.

22. Learned C apabilities • These are skills and knowledge that a person currently has .

23. The following abilities ha ve been discovere dd to help differentiate between higher and lower performance in the workplace : Mental Ability , Emotional Intelligence , Tacit Knowledge & Physical Ability

24. Mental Ability • Known as intelligencce is a better pred ictor of training proficiency and job success when selecting candidates for a position. • The acquisition and application of knowledge in solving problems.

25. Types of Mental Abilities :

26. Verbal Ability • The ability to understands an d express oral and written communication quickly and accurately. There are two abilities under verbal ability namely: Oral Comprehensi on (ability to understand spoken words and sentences) and Written Comprehension (ability to understands written words and sentenc es)

27. Quantitave Abi lity • It refers to the two types of mathematica l abilities. • There are two abilities under quantitative ability: Numerical Aptitude- ability to perform basic mathematical o perations quickly and accurately, while Numerical Reasoning- is the ability to ana lyze logical relationships and to recognize the underly ing principles underlying them .

28. Reasoning Ability • The ability to analyze information so as to make valid judgements on the basis of insights, rules and logic. • There are four abilities under re asoning ability specifically; Problem sensitivity, Deductive reasoning, I nductive reasoning and Originality .

29. Problem Sensitiv ity • The ability to sense that there is a problem at present or likely to be one in the future.

30. Deductive Reasoni ng • The ability to draw a conclusion or make a choice that logically follows from existing assumptions and data .

31. Inductive Reasonin g • The ability to identify after observing specific cases or instances the general rules that gover n a process or that explain an outcome.

32. Originality • The ability to develop clever and novel ways to solve problems.

33. Spatial Ab ility • This is the a bility linked to visual and mental representation and manipulation of objects in space. It has two types to be precise Sp atial orientation and visualizatio n.

34. Spatial Orientation • Having good understanding of wh ere one is relative to other things in the environme nt.

35. Visualization • The ability to imagi ne and to be able to manipulate them mentally .

36. Perceptual Ability • The abilit y to perceive, understand and recall patterns of i nformation. • Under this, Speed and Flexibili ty Closure and Perceptua l Speed

37. Speed and Flexi bility Closure • The ability to pick out a pattern of information quickly in the presence of distracting information even without all the inf ormation present

38. Perceptual Speed • The ability to examine and com pare numbers, letters and objects quickly.

39. Emotional Int elligence • The ha ndling relationships and interactions with others. It has four basic components : 1. The ability t o recognize and regulate our own emotions. (to hold our temper ) 2. To recognize and influence other’s emotions (enthusiasti c) 3. Self motiv ation (not to give up) 4. The ability to form effective long - term relationship with others .

40. Tacit Knowledge • Also called Informal Knowledge • It refers to unwritten, unspoken and hid den vast storehouse of work relat ed practical know-how that employees acquire b ased on his or her emotions, experiences , insights, intuition, observations and internalized information.

41. Let’s take a look o n this.... • Here are some exa mples of tacit knowledge critical to any organization/ business tha t is difficult to write down, visualize a nd teach:

42. How to Sp eak a Language • It is really complicated to write down the rules of a language. Learning a specific language involves immersion or using language for long periods of time.

43. Leadership • It is difficult to teach a comple x social skill like leadershi p. • There is no real proce ss or training that can be assured to mak e a leader. It widens from experience.

44. Innovation • Indescrib able skill • Some individuals exert gr eat effort with innovation for many d ecades with modest success.

45. Aesthetic S ense • Art and culture is engaging • This sense is embedded in an individual’s world view. • It can be refined but not taught.

46. Body Language • Extremely significant to communication

47. Sales • This is another social skill that is quite tricky t o teach. • Great sa lespeople are normally described as “naturals” because it is not easy to transfer t he skill to others.

48. Intuition • The ability to comprehend thin gs with no application of logic. • It is vital to innovation and decision mak ing.

49. Humor • It is not always likely to make c lear why something is funny. • It is hard to teach a s ense of humor.

50. Emotional I ntelligence • The ability to read and use emotions to influence results. • It is difficult to teach or express.

51. Snowboarding • Tasks that necessitate physical coordination like riding a snowboard or bic ycle are regarded as tacit knowledge.

52. Physical Ability • Performing job-related tasks requiring ma nual labor or physical skil l.

53. Here are a few important types of physical abilities : • Strength • Stamina • Psychomotor abilit y • Sensory ability

54. Strength • It refers to the degree to which the body is cappable of exerting force . • Static - ability to use hands , arms , legs , shoulders • Explosive - to exert short bursts of energy to move the body or an ob ject • Dynamic - needed for jobs that need employee to climb ..

55. Stamina • The ability of the person ’ s lungs and circulatory system to work efficiently while he is engaging in prolonged physical activity . • Dynamic flexibility- quic bends, twists or reaches such as house painter , Athletes , dancers , choreographers etc . • Gross body coordination- to sychronize the movements of the body. • Gross body equilibrium- to maintain the bala nce of the body

56. Psychomotor Ability • It means the capability to manipulate and control objects • Fine manipulative- ability to keep the arms and hands steady wh ile using the h ands to do precise owrk • Control movement- to make precise adjustment using machinery • Response orientation- ability to choose the right action swiftly in response to several differen t signals • Response time- ability that reflects how quickly a person resp onds to signaling information after it happens .

57. Sensory Ability • The capability related with vision and hearing. • Near & far vision- to see details of an object • Night vision- to see things in low light • Visual color discrimination- to detect difference s in colors • Depth perception- relative distances • Hearing insensitivity - to hear differences in sounds • Auditory attention- ability t o focus on a source of sounds • Speech recognition - to identify and understand the spe ech of others

58. ATTITUDES IN THE WORKPLACE • Attitudes are shaped by experie nce • It is a persistent mental state of readiness to feel and behave in a favorable or unfavorable ma nner about a particular person, object or idea.

59. 3 significant conclusions are: Attitudes are stable- with out strong reasons to change attitudes, it will remain the same Attitudes are directed towards so me person, object or idea- specific yet differin g attitudes about their superviors or a friend . An attitude on an object or a person relates to an individual’s behavior towards that object or perso n- attitudes may inf luence their actions.

60. Attitude Formation • Personal values, experiences and personaliti es are some forces that could form attitudes.

61. Three components of Attitude

62. Affective • Emotional component of an attitu de which includes the feelings of a pers on about an object that could be positive, negative or neutral. I t is often learned from parents, teacher s and peers. Eg. “ I am afraid of rats”

63. Cognitive • Person’s perceptions, beliefs, and optio ns about something. Eg. “ I believe rats are dan gerous”

64. Behaviora l • A tendency of a person to take action in a d efinite way towar d someone or something. Eg. “ I will avoid rats and scre am if I see one”

65. Two Important Attitudes in the Workplace : Inside the workplace, people have different attitudes about so many things. Salary, benefits, potential promot ions, their boss....hmmmmm

66. Job Satisfaction The degree of gratification or fulfillment of an employee in hi s work. Personal factors like needs and aspirations determine are drivers of job satisfaction Organizational factors like realtionship with co - workers and supervisors , working conditions , work policies and compensation also affect job satisfaction

67. Organization al Commitment • A highly committed employee would see himself as a true member of the organi zation. • Would ign ore negligible sources of dissatisfaction, a n d would have intention to stay in the job.

68. Values • It refers to stable and ev aluative life goals that people have, reflect ing what is important to them. • Values that are significant to people af fect the types of decision they make, how t hey see the environment, and their real beha viors.

69. Types of Values

70. Instrumental Values • It is defined as specific me thods of behavior. • Character traits and personal c haracteristics, like being imaginative and independent make up m ost of the instrumental v alues.

71. • Politeness • Honesty • Imagination • Independence • Intellect • Broad- mindedness • Logic • Cheerfulness • Ambition • Love • Cleanliness • Self - control • Capability • Courage • Obedience • Helpfulness • Responsibility • Forgiveness Instrumental Values inc lude:

72. Terminal Values • Overall g oals that people hope to achieve in their lifetime. • It includes inne r harmony, social recognition, and world of b eauty.

73. Terminal values include: • A world at peace- free of war and conflict • Family security- taking care of loved ones • Freedom-independence; free choice • Equality- equal opp ortunity for all • Happiness-contentedness

74. Values Cong ruence • It refers to how s imilar an individual’s values hierarchy to the values hierarchy of the organization.

75. Cross - Cultural Values • Organiza tional behavior is an essential element in every organizati on.

76. Individualism • Identity is based on individua l • Personal uniqu eness • Personal freedom • Unique qualities that distinguishes them from others.

77. Collectivism • Identity is based on the group to which one belo ngs • Direct confrontations should be avoided

78. Power Distance • It can be defined as the extent to whi ch people allow unequal distribution of power in a society and in an organizat ion.

79. Uncertaint y Avoidance • This is the extent a culture programs it s members to feel either uncomfortbale or comfortable in unstructured situatio ns.

80. Achievement Orientation • It means t hat when work-related goals come into conflict with other areas of life, the desi re to achieve will win ou t. • “work-life balance”

81. THANK YOU !!!