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Individual Differences, Mental Ability, and Personality

Individuals differ in mental abilities, personality traits, and demographic characteristics which impact workplace behavior and performance. Behavior is determined by both personal and environmental factors interacting. Key individual differences that affect work include intelligence and its components, the big five personality factors, emotional intelligence, and demographic diversity relating to attributes like gender, age, and culture. These influence job productivity, quality of work, leadership styles, commitment, and more.

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43 views

Individual Differences, Mental Ability, and Personality

Individuals differ in mental abilities, personality traits, and demographic characteristics which impact workplace behavior and performance. Behavior is determined by both personal and environmental factors interacting. Key individual differences that affect work include intelligence and its components, the big five personality factors, emotional intelligence, and demographic diversity relating to attributes like gender, age, and culture. These influence job productivity, quality of work, leadership styles, commitment, and more.

Uploaded by

Piyush_Ranjan__6414
Copyright
© Attribution Non-Commercial (BY-NC)
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Download as PPT, PDF, TXT or read online on Scribd
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Individual Differences, Mental Ability,

and Personality
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
Individual Differences (3)
Exceptional managers capitalize on strengths of
workers.

Individual differences have many consequences


including productivity and quality.
Consequences (1)

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.


Consequences (2)
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

Evidence suggests that there are few differences between


men and women in such factors as ability and motivation
that will affect their job performance.

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.

Onverinflated claims of gender differences can do harm in the


workplace, such denying people opportunities.
Generational and Age-Based Differences

People may behave differently on the job based


somewhat on the behaviors and attitudes of many
members of their generation.

The four generations currently in the workforce are:


Traditionalists (1925 – 1945)
Baby boomers (1946 – 1960)
Generation X (1961 – 1980)
Generation Y (1981 – present)

Every generation is influenced by major economic,


political, and social events of its era, such as the
Great Depression, the women’s movement, and
advances in information technology
Gen Y, also called Millennials, differ from
Gen X and baby boomers in many ways,
but perhaps most significantly in their
media savvy, their need for quick
gratification and recognition, and their lack
of long-term commitment to a particular
company

"This is a generation that expects a lot from institutions. They


expect learning opportunities, creative challenges and proof of their
ability to add value," Bruce Tulgan, founder of Rainmaker Thinking,
a New Haven, Connecticut.

(http://www.workforce.com/section/06/feature/24/64/42/246444.html)
Ethnic, Racial, and Cultural Differences

Ethnic and racial differences in job performance and behavior


are usually attributable to culture rather than ethnicity itself.

some ethnic groups take long lunch breaks because of


their culture, not the fact of being a particular nationality

Demographic diversity will often give an organization a


competitive advantage - similarity to the work group positively
influenced the individual’s perception of group productivity and
commitment to the work group.

Job satisfaction tends to higher for employees when others of


similar demographic characteristics are present in the
workplace
Mental
Intelligenceability (Intelligence)
is capacity to acquire and apply knowledge

Components of Intelligence

Triarchic theory (analytical, creative, and practical


intelligence)

Multiple Intelligences (8 types or faculties)


Components of Intelligence

A standard theory of intelligence explains


that intelligence consist 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
Verbal comprehension – the ability to understand the
meanings of words

Word fluency – the ability to use words quickly and


easily

Numerical – the ability to handle numbers,


mathematical analysis
Special factors (2)
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


or principle and apply it in problem solving
The Triarchic Theory of Intelligence

Emphasise on Practical Intelligence

The theory holds that intelligence is composed of three


different subtypes: analytical, creative, and practical.

Practical intelligence incorporates the ideas of common


sense, wisdom, and street smarts.

Analytical intelligence (also called fluid intelligence) may


decline from early to late adulthood.

However, the ability to solve problems of a practical nature


(crystallized intelligence) is maintained or increased
through late adulthood. So being older makes you wiser.
Multiple Intelligences

People know and understand the world in


distinctly different ways, or look at it through
different lenses.

The eight intelligences or faculties are:


linguistic, logical-mathematical, musical, spatial,
body/kinesthetic, intra­personal, interpersonal,
and naturalist.

The profile of intelligences influences how an


individual will best learn, and to which types of
jobs he/she is best suited.
Linguistic Logical-
(language) Mathematical

Naturalist
Musical (sounds
(external world)
are sensible)

Components of
Multiple Intelligences
Interpersonal
(knows others) Spatial
(brain images)

Bodily/
Intrapersonal
Kinesthetic
(knows self)
(motor skills)
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


behavior patterns of an individual that are expressed
in a wide variety of situations.
Personality Differences (2)
Five Factor Model Other Key Traits:
consists of:
6. Self-monitoring of
1. Neuroticism behavior
2. Extraversion 7. Risk taking and thrill
3. Openness to experience seeking
4. Agreeableness 8. Optimism
5. Conscientiousness
All eight traits can affect job
performance and behavior
Eight Major Personality Factors and Traits

All eight factors a substantial impact on job behavior and performance

1. Neuroticism (reflects emotional instability versus emotional


stability)
2. Extraversion
3. Openness (well-developed intellect)
4. Agreeableness (friendly and cooperative)
5. Conscientiousness (dependability and thoroughness)
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)
The “Big Five” Personality Factors
(Figure 2.2)
Emotional Stability

(Stable, confident, effective) (Nervous, self-doubting, moody)


Agreeableness

(Warm, tactful, considerate) (Independent, cold, rude)

Extraversion

(Gregarious, energetic, self-dramatizing) (Shy, unassertive, withdrawn)


Conscientiousness

(Careful, neat, dependable) (Impulsive, careless, irresponsible)


Openness

(Imaginative, curious, original) (Dull, unimaginative, literal-minded)


Chapter 2: PowerPoint 2.3
Emotional Intelligence
How effectively people use their emotions has a major
impact on their success.

Emotional intelligence refers to qualities such as


understanding one’s feelings, empathy for others, and
the regulation of emotion to enhance living.
Emotional Intelligence (2)
Deals with ability to connect with people and
understand their emotions

1. Self-awareness
2. Self-management
3. Social awareness
4. Relationship management
High emotional intelligence is associated
with the ability to cope with job setbacks.

Emotional intelligence underscores the


importance of being practical minded and
having effective interpersonal skills to
succeed in organizational life.

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