Download Attitudes

Chapter 5
Personality,
Attitudes, and
Values
Michael A. Hitt
C. Chet Miller
Adrienne Colella
Slides by R. Dennis Middlemist
Knowledge Objectives
1.
2.
3.
Define personality and explain the basic
nature of personality traits.
Describe the Big Five personality traits, with
particular emphasis on the relationship with
job performance, success on teams, and job
satisfaction.
Discuss specific cognitive and motivational
concepts of personality, including locus of
control and achievement motivation.
Knowledge Objectives
4.
5.
6.
Define intelligence and describe its role in the
workplace.
Define an attitude and describe how attitudes
are formed and how they can be changed.
Discuss the meaning of values.
Personality

Personality
–
A stable set of characteristics representing internal
properties of an individual, which are reflected in
behavioral tendencies across a variety of situations



Relatively enduring
Major determinants of one’s behavior
Influence one’s behavior across wide variety of situations
Determinants of Personality
Development

Heredity
–
–
–

Study of identical twins
Assessments of newborns
Genes
Environment
–
–
–
Social exposures
Physiological forces
Socioeconomic factors
Big Five Personality Traits
Extraversion
Conscientiousness
Personality
Openness to
experience
Agreeableness
Emotional stability
Adapted from: Exhibit 5.1 The Big Five Personality Traits
Big Five Personality Traits

Extraversion
–

Conscientiousness
–

Outgoing and derives energy from being around
people
Focuses on goals and works toward them in
disciplined manner
Agreeableness
–
Easygoing and tolerant
Big Five Personality Traits

Emotional stability
–

Easily copes with stressful situations or heavy
demands
Openness to experience
–
Seeks new experiences and thinks creatively about
the future
Big Five and High-Involvement Management
Exhibit 5-2
Competencies
The Big Five and High-Involvement Management
Description
Big Five Traits*
Patience in providing information and
support when empowering others, but
also the ability to confront individuals
when there is a problem
E+ C+
For Managers
Delegating to
others
A-
ES+
O+
Developing others Interest in sharing information, ability
to coach and train, and interest in
helping others plan careers
E+ (C+) A++ ES+ (O+)
Motivating others
E++ C+
Ability to bring out the best in other
people, desire to recognize
contributions of others, and in general
an interest in others
Adapted from Exhibit 6-3: Factors Affecting Goal Commitment
(A+) ES+
Big Five and High-Involvement Management
Exhibit 5-2
Competencies
The Big Five and High-Involvement Management
Description
Big Five Traits*
Decision-making
skills
Careful consideration of important
inputs, little putting off of decisions,
and no tendency to change mind
repeatedly
E+ C++
A-
ES+
O+
Self-development
Use of all available resources for
improvement, interest in feedback,
and lack of defensiveness
E+ C++
A+
ES+
(O-)
Self-management
Little procrastination, effective time
management, and a focus on targets
E+ C+
(A-)
Teamwork
Willingness to subordinate personal
E+ C+
interests for the team, ability to follow
or lead depending on the needs of the
team, and commitment to building
team spirit
A++ ES+
O+
For Associates
Adapted from Exhibit 6-3: Factors Affecting Goal Commitment
Cognitive and Motivational
Properties of Personality

Cognitive properties
–
–

Perceptual and thought processes
Affect how one typically processes information
Motivational properties
–
–
Stable differences
Energize and maintain overt behaviors
Cognitive and Motivational
Properties of Personality
Authoritarianism
Self-monitoring
Locus of control
Cognitive and
Motivational
Concepts
Achievement
motivation
Approval
motivation
Adapted from: Exhibit 5-3: Cognitive and Motivational Concepts of Personality
Cognitive Concepts

Locus of control
–
Tendency to attribute the cause or control of events
to either


–
–
Oneself
Factors in the external environment
Internals believe they can control what happens to
them
Externals believe what happens to them is more a
matter of luck or fate, rather than their own behavior
Cognitive Concepts

Authoritarianism
–
Degree to which an individual believes in



–
Conventional values
Obedience to authority
Legitimacy of power differences in society
People scoring high on authoritarianism may be
effective leaders in jobs requiring managers to make
most decisions and where there are many rules
governing behavior
Cognitive Concepts

Self-monitoring
–
–
–
Degree to which people attempt to present the
image they think others want to see in the given
situation
High-self monitors want to be seen as others want
them to be
Low self monitors want to be seen as themselves,
not as others want them to be
Cognitive Concepts

Self-monitoring
–
–
–
Degree to which people attempt to present the
image they think others want to see in the given
situation
High-self monitors want to be seen as others want
them to be
Low self monitors want to be seen as themselves,
not as others want them to be
Motivational Concepts

Achievement motivation
–
–
–
–
The need for achievement (n-Ach)
Desire to perform in terms of a standard of
excellence
Desire to succeed in competitive situations
Persons high in the need to achieve



Set goals
Accept responsibility for both success and failure
Focus on task excellence rather than on power
Motivational Concepts

Approval motivation
–
–
Concerned about presenting one-self in a socially
desirable way in evaluative situations
Persons high in approval motivation tend to



Be concerned about the approval of others
Conform and “get along”
Respond to personality tests in socially desirable ways
(may fake their answers according to perceived desirability)
Intelligence

What is it?
–
–
–
–
–
–
–
Number aptitude
Verbal comprehension
Perceptual speed
Spatial visualization
Deductive reasoning
Inductive reasoning
Memory
General mental ability
used in complex
information processing
Intelligence and Success
Exhibit 5-4
Intelligence and Success
Job
Military Jobs*
Effects of Intelligence
Percentage of Success in Training
Attributable to General Intelligence
Nuclear weapons specialist
77%
Air crew operations specialist
70%
Weather specialist
69%
Intelligence specialist
67%
Fireman
60%
Dental assistant
55%
Security police
54%
Vehicle maintenance
49%
General maintenance
28%
Adapted from Exhibit 5-4: Intelligence and Success
Intelligence and Success
Exhibit 5-4
Intelligence and Success
Job
Civilian Jobs**
Effects of Intelligence
Degree to which General Intelligence
Predicts Job Performance (0 to 1 scale)
Sales
.61
Technical assistant
.54
Manager
.53
Skilled trades and craft workers
.46
Protective professions workers
.42
Industrial workers
.37
Vehicle operator
.28
Sales clerk
.27
Adapted from Exhibit 5-4: Intelligence and Success
Attitudes

Attitude
–

Persistent tendency to feel and behave in a
favorable or unfavorable way toward a specific
person, object, or idea
Three important conclusions
–
–
–
Attitudes are reasonable stable
Attitudes are directed toward some person, object or
idea
An attitude toward an object or person relates to
one’s behavior toward that object or person
Influence of Attitudes on Behavior
Object, person, or idea
Attitude toward object,
person, or idea
Behavior toward object,
person, or idea
Other influences on behavior
toward object, person, or
idea (situational forces,
motivation, and so on)
Adapted from Exhibit 5-5: Influence of Attitudes on Behavior
Components of Attitudes

Essential elements of an attitude
–
Cognitive

–
Affective

–
Facts we have gathered and considered about the object,
person, or idea
Feelings one has about the object or person
Behavioral

Intention to act in certain ways toward the object of the
attitude
Formation of Attitudes

Ways in which attitudes may be formed
–
–
–
Learning (experience and interaction with the object
of the attitude)
Self-perceptions (observations of one’s own
behavior)
Need for consistency (preference for one’s attitudes
to be consistent with one another)
Formation of Consistent Attitudes
Accounting
+
Dan
-
Dan’s new
colleague
Formation of a consistent
work attitude
Exhibit 5-6 Formation of Consistent Attitudes
Important Workplace Attitudes

Job satisfaction
–
–

High level of satisfaction is a positive attitude toward
one’s job
Low level of satisfaction is a negative attitude
toward one’s job
Organizational commitment
–
–
Broad attitude toward the organization as a whole
How strongly one identifies with and values being
associated with the organization
Attitudes and Workplace Outcomes
Attitudes and Outcomes in the Workplace
Attitude
Job Satisfaction
Organizational
Commitment
Workplace Outcomes
Highly positive effect on intentions to stay in the job
Modest effect on actually staying in the ob
Modestly positive effect on regular attendance at work
Positive effect on performance (may also be positively
affected by performance)
Moderately strong relationship with motivation
Positive effects on intentions to stay in the job
Modest effects on actually staying in the job and
attending work regularly
Significantly related to motivation
Positive effects on job performance
Attitude Change

Managers may change others’ attitudes by
–
Persuasive communication




–
Communicator
Message
Situation
Target
Cognitive dissonance


Introducing inconsistency in attitudes held by others
People prefer consistency in their own attitudes
Values





Abstract ideals related to proper life goals and
methods for reaching those goals
More general than attitudes
Not related to specific objects or situations
Abstract ideals
May underlie groups of attitudes
Types of Values
•
•
•
•
•
•
Means values
End values
(Behaviors one
ought to use)
(Personal goals
one ought to have)
Ambition and hard work
Open-mindedness
Cheerfulness
Competence
Cleanliness
and others
•
•
•
•
•
•
Prosperity
Stimulating, active life
Achievement
World peace
Harmony in nature and art
and others
Types of Personal Values
Exhibit 5-7
Types of Personal Values
End (Goal) Values
Prosperity
Stimulating, active life
Achievement
World peace
Harmony in nature and art
Equality
Personal and family security
Freedom
Happiness
Means (Behavior) Values
Ambition and hard work
Open-mindedness
Competence
Cheerfulness
Cleanliness
Courageousness
Forgiving nature
Helpfulness
Honesty
Adapted from Exhibit 5-6 Formation of Consistent Attitudes
Types of Personal Values
Exhibit 5-7
Types of Personal Values
End (Goal) Values
Inner peace
Mature love
National security
Pleasure and enjoyment
Religion and salvation
Self-respect
Social respect
Friendship
Wisdom
Means (Behavior) Values
Imagination
Independence and self-reliance
Intelligence
Rationality
Affection and love
Obedience and respect
Courtesy
Responsibility
Self-discipline
Adapted from Exhibit 5-6 Formation of Consistent Attitudes
Content Theories: ERG Theory
SelfActualization
Growth Needs
Esteem Needs
Relatedness
Needs
Social and
Belongingness Needs
Safety Needs
Existence Needs
Physiological Needs
Maslow’s Need Hierarchy
Adapted from: Exhibit 6-1 Maslow’s Need Hierarchy and Alderfer’s ERG Theory Compared
Alderfer’s ERG
Theory