Philippine Christian University

GRADUATE SCHOOL OF BUSINESS AND MANAGEMENT

COGNITIVE PROCESSES II
Human Resource Management Research

Submitted to: Dr. Bernadette O. Villaluz, Ph.D

Submitted by:
Apuang, Luisito Jr. R.
Cabaces, Joelle E.
Estanislao, Imelda A.
Deligero, Hydee R.
Sulangi, Paolo R.
Ursolino, Erik Manuel B.
 ● Personality and characteristics determine an
employee’s behavior and ability to perform
● Organizations hire people on the premise that they
have certain knowledge, skills, abilities,
personalities, and values which they bring to the
workplace.
● Personality types are useful for recognising how we
lead, influence, communicate, collaborate, negotiate
business and manage stress.

Introduction ● It can help with our leadership style, to resolve

conflicts more effectively, to communicate more
effectively, to understand how others make
decisions, to coach others, to improve sales skills
and to retain key staff.
● As leaders seek to engage and inspire others to
accomplish their organisations objectives, they rely
on a broad spectrum of abilities. These include;
making good decisions in ambiguous conditions,
communicating and pursuing a clear vision, building
effective working relationships, making use of each
person’s abilities, being adaptable and open to
change, and tolerating healthy disagreements and
conflicts.
 ● Personality is a set of distinctive individual
characteristics, including motives, emotions,
values, interests, attitudes, and
competencies.
Personality ● It determines an employee’s fitment in terms
of personality, attitude and general work
style.
● In managing the day-to-day challenges, it is
the personality of the people involved that
affects the decisions taken in an
organization.
● A manager’s personality greatly impacts
motivation, leadership, performance, and
conflict.
 ● Focuses on “Personal Attributes”
○ physical and personality
characteristics
Personality Traits ○ competencies, and
○ values
● Traits produce patterns of behavior that
are consistent across situations.
● Considered to be enduring
characteristics that people are born
with and that remain relatively stable
over time
The 5 Big
Personality Traits
Personality
Continuum Scale
 Every organization is made of people with
different personalities, and these personalities can
be broadly classified into introverts, extroverts, and
ambiverts. Through general observation, it is noted

Personality as a that introverts are less outgoing and shy compared

to extroverts who are more sociable and expressive.
An ambivert is identified as a person with a balance
Continuum of introvert and extrovert qualities. A personality
continuum scale marks introvert, ambivert, and
extrovert. The introvert and extrovert percentages
range from 25 to 50 and more. The ambivert is
shown balanced at the centre of the scale.
The use of the personality continuum scale
test in recruitment is significant. It not only helps to
ascertain if a candidate is an introvert or extrovert
but also helps to analyze whether these qualities
make them capable of doing a job that is required of
them.
 ● Personality is something which is unique in
each individual
● Personality refers particularly to the

Characteristics of ●
persistent qualities of an individual
Personality represents a dynamic orientation

Personality
of an organism to the environment
● Personality is greatly influenced by social
interactions
● Personality represents a unique organization
of persistent dynamic and social
predisposition
● Consistency
● Psychological and physiological
● It impacts behaviors and actions
● Multiple expressions
 How is the Johari Window Model used?
This model is also referred to as a 'disclosure/feedback
model of "self-awareness" and by some people an "information
processing tool".

● The Johari Window actually represents information

- feelings, experience, views, attitudes, skills,

Johari Window
intentions, motivation, etc - within or about a
person - in relation to their group, from four
perspectives, which are described below. 
●
Model
The model can also be used to represent the same
information for a group in relation to other groups.
Terminology hereafter refers to 'self' and 'others':
'self' means oneself, ie, the person subject to the
analysis. 'Others' means other people in the
person's group or team.
● The four Johari Window perspectives are called
'regions' or 'areas' or 'quadrants'. Each of these
regions contains and represents the information -
feelings, motivation, etc - known about the person,
in terms of whether the information is known or
unknown by the person, and whether the
information is known or unknown by others in the
group. The four regions in the model are outlined
in detail below.
 What are the Four Regions of the Johari
Window Model?

1. What is known by the person about

Johari Window him/herself and is also known by

others - open area, open self, free area,
free self, or 'the arena'
Model 2. What is unknown by the person about
him/herself but which others know
- blind area, blind self, or 'blindspot'
3. What the person knows about
him/herself that others do not know
- hidden area, hidden self, avoided
area, avoided self or 'facade'
4. What is unknown by the person about
him/herself and is also unknown by
others unknown area or unknown self
Johari Window
Model
Example 1 - Increasing
Open Area Through
Feedback Solicitation

Johari Window Model

Example 2 - New Team
Member or Member
Within a New Team

Johari Window Model

Example 3 - Established
Team Member

Johari Window Model

 ● Transactional analysis (TA) is a widely recognised form
of modern psychology, and one of the most accessible
theories of psychology at that. In simple terms, TA is
designed to promote personal growth and change. It is
Transactional considered a fundamental therapy for well-being and
for helping individuals to reach their full potential in all
aspects of life.
Analysis ● Founded by Eric Berne in the late 1950s, TA therapy is
based on the theory that each person has three ego-
states: parent, adult and child. These are used along
with other key transactional analysis concepts, tools
and models to analyse how individuals communicate
and to identify what interaction is needed for a better
outcome.
● Throughout therapy, the TA therapist will work directly
on problem-solving behaviours, whilst helping clients
to develop day-to-day tools for finding constructive,
creative solutions. The ultimate goal is to ensure clients
regain absolute autonomy over their lives. Eric Berne
defines this autonomy as the recovery of three vital
human capacities - spontaneity, awareness and
intimacy.
 1) Ego-states
Key Concepts of a) Parent
b) Adult
Transactional c) Child
Analysis 2) Unconscious scripts
3) Transactions
4) Strokes
5) Intimacy
6) Redecision

Transactional Analysis
 1. Attitudes are a complex combination of
things we tend to call personality, beliefs,
Nature of values, behaviors, and motivations.
2. An attitude exists in every person’s mind. It

Attitude
helps to define our identity, guide our
actions, and influence how we judge people.
3. Although the feeling and belief components
of attitude are internal to a person, we can
view a person’s attitude from his or her
resulting behavior.
4. Attitude helps us define how we see
situations, as well as define how we behave
toward the situation or object.
5. Attitude provides us with internal cognitions
or beliefs and thoughts about people and
objects.
6. Attitude causes us to behave in a particular
way toward an object or person.
 1. Attitude Strength: Strong attitudes are those
that are firmly held and that highly influence
behavior. Attitudes that are important to a

Job Satisfaction person tend to be strong. Attitudes that people

have a vested interest in also tend to be strong.
Furthermore, people tend to have stronger
attitudes about things, events, ideas, or people
they have considerable knowledge and
information about.
2. Attitude Accessibility: The accessibility of an
attitude refers to the ease with which it comes
to mind. In general, highly accessible attitudes
tend to be stronger.
3. Attitude Ambivalence: Ambivalence of an
attitude refers to the ratio of positive and
negative evaluations that make up that attitude.
The ambivalence of an attitude increases as the
positive and negative evaluations get more and
more equal.
 1) Affective Commitment
● how much employees want to stay at their organisation. If an
employee is effectively committed to their organisation, it
means that they want to stay at their organisation

Organizational
● They typically identify with the organisational goals, feel that
they fit into the organisation and are satisfied with their work
● Employees who are affectively committed feel valued, act as
ambassadors for their organisation and are generally great

Commitment 1)
●
assets for organisations
Continuance Commitment
how much employees feel the need to stay at their
organisation
● the underlying reason for their commitment lies in their need
to stay with the organisation
● Possible reasons for needing to stay with organisations vary,
but the main reasons relate to a lack of work alternatives, and
remuneration
1) Normative Commitment
● Normative commitment relates to how much employees feel
they should stay at their organisation
● Employees that are normatively committed generally feel that
they should stay at their organisations
● Normatively committed employees feel that leaving their
organisation would have disastrous consequences, and feel a
sense of guilt about the possibility of leaving
 ● Albanese, P. J. (2006). Personality Continuum.
personalitycontinuum.com. Retrieved July 23, 2021,

REFERENCES ●
from http://www.personalitycontinuum.com
GKTODAY. (2015, March 26). Attitude: Definition,
Nature and Characteristics.
https://www.gktoday.in/. Retrieved July 23, 2021,
from https://www.gktoday.in/topic/attitude-
definition-nature-and-characteristics/
● iedunote. (2021). Personality: Characteristics,
Factors, Roles, Theories of Personality.
iedunote.com. Retrieved July 23, 2021, from
iedunote.com/personality
● Jitendra, M. (2019, April 7). Work Personality vs Real
Personality- An Assessment of the Continuum.
merittrac.com. Retrieved July 23, 2021, from
https://www.merittrac.com/blog/work-personality-
vs-real-personality-assessment-continuum
 ● Memiah Limited. (2021). Transactional analysis.
counselling-directory.org.uk. Retrieved July 23,
2021, from https://www.counselling-

REFERENCES directory.org.uk/transactional-
analysis.html#howdoestransactionalanalysiswork
● Personality and Attitude. (n.d.). tutorialspoint.com.
Retrieved July 23, 2021, from
https://www.tutorialspoint.com/management_princ
iples/management_principles_personalty_attitude.h
tm
● Werf, R. V. D. (2020, January 3). 3 Key Types of
Organisational Commitment. effectory.com.
Retrieved July 23, 2020, from
https://www.effectory.com/knowledge/3-key-types-
of-organisational-committment/
● Wikipedia.org. (n.d.). Job Satisfaction. wikipedia.org.
Retrieved July 23, 2021, from
https://en.wikipedia.org/wiki/Job_satisfaction
 The
“Pessimism is a
End losing strategy.
Leadership demands
Thank You! both confidence and
God Bless! optimism in
abundance.”
-Toyotomi Hideyoshi