5 Individual Differences:

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Jemimah Henderson
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1 5 Individual Differences: Self-Concept, Personality & Emotions Chapter From Self-Concept to Self-Management Personality: Concepts and Controversy Emotions: An Emerging OB Topic Self-Esteem 5-3 Self-Esteem one s overall self-evaluation 1

2 Branden s Six Pillars of Self-Esteem 5-4 Table 5-1 1) Live consciously 2) Be self-accepting Be actively and fully engaged in what you do and with whom you interact Don t be overly judgmental or critical of your thoughts and actions 3) Take personal responsibility Take full responsibility for your decisions and actions in life s journey Branden s Six Pillars of Self-Esteem 5-5 Table 5-1 cont. 4) Be self-assertive 5) Live purposefully 6) Have personal integrity Be authentic and willing to defend your beliefs when interacting with others, rather than bending to their will to be accepted or liked Have clear near-term and long-term goals and realistic plans for achieving them to create a sense of control in your life Be true to your word and your values 2

3 Organization-based self-esteem (OBSE): Self-perceived value that individuals have of themselves as organization members acting within an organizational context. 5-3 Figure 5-2 Determinants and Consequences of Organization-Based Self-Esteem Determinants of OBSE Managerial respect Organizational structure Job complexity OBSE Factors Influenced by OBSE Global self-esteem Job performance Intrinsic motivation General satisfaction Citizenship behavior Organizational commitment and satisfaction 3

4 Building On-The-Job Self-Esteem Show concern for personal problems, interests, status, and contributions. Offer work involving variety, autonomy, and challenges. Strive for management-employee cohesiveness and build trust. Have faith in each employee s self-management ability Self Efficacy 5-6 Self Efficacy is a person s belief about his or her chances of successfully accomplishing a specific task 4

5 Effects of High Self-Efficacy 5-7 Figure 5-2 Sources of Self-Efficacy Beliefs Feedback Behavioral Patterns Results Be active select best High I know I can do this job Self-efficacy beliefs opportunities Manage the situation avoid or neutralize obstacles Set goals establish standards Plan, prepare, practice Try hard: persevere Creatively solve problems Learn from setbacks Visualize success Limit Stress Success Effects of Low Self-Efficacy 5-8 Figure 5-2 cont. Sources of Self-Efficacy Beliefs Feedback Behavioral Patterns Results Self-efficacy beliefs Low I don t think I can get the job done Be passive Avoid difficult tasks Develop weak aspirations and low commitment Focus on personal deficiencies Don t even try make a weak effort Quit or become discouraged because of setbacks Blame setbacks on lack of ability or bad luck Worry, experience stress, become depressed Think of excuses for failing Failure 5

6 Managerial Areas Where Self-Efficacy Requires Constructive Action 5-9 1) Recruiting/selection/job assignments 2) Job design 3) Training and development 4) Self-management 5) Goal setting and quality improvement 6) Coaching 7) Leadership and mentoring 8) Rewards 5-10 Self-Management Self-Management when an individual consciously controls the learning process of acquiring new behavior through the interplay of environmental cues, consequences and cognitive processes 6

7 The Big Five Personality Dimensions 5-13 Table 5-3 Personality Dimension 1) Extraversion Characteristics of a Person Scoring Positively on the Dimension Outgoing, talkative, social, assertive 2) Agreeableness 3) Conscientiousness 4) Emotional stability Trusting, good natured, cooperative, soft hearted Dependable, responsible, achievement, oriented, persistent Relaxed, secure, unworried 5) Openness to experience Intellectual, imaginative, curious, broad minded Locus of Control 5-15 External Locus of Control one s life outcomes attributed to environmental factors such as luck or fate Internal Locus of Control belief that one controls key events and consequences in one s life. 7

8 Emotional Intelligence 5-17 Emotional Intelligence ability to manage oneself and interact with others in a constructive way Developing Personal and Social Competence through Emotional Intelligence Personal Competence: 5-18 Table 5-5 Self-Awareness Emotional self-awareness Accurate self-assessment Self-confidence Self-Management Emotional self-control Transparency Achievement Initiative Optimism 8

Lesson 12. Understanding and Managing Individual Behavior

Lesson 12. Understanding and Managing Individual Behavior Lesson 12 Understanding and Managing Individual Behavior Learning Objectives 1. Identify the focus and goals of individual behavior within organizations. 2. Explain the role that attitudes play in job