Baldwin 1e Ch03 PPT FINAL Accessible

Because learning changes everything.
Chapter 3
Individual Differences
ORGANIZATIONAL BEHAVIOR
FIRST EDITION
Baldwin, Bommer, Rubin
Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
Learning Objectives
LO3.1: Describe individual differences and the role of

context in understanding human behavior.
LO3.2: Describe the fundamental elements of personality.
LO3.3: Explain the differences between emotions and
moods.
LO3.4: Discuss the role that cognitive ability and emotional
intelligence play in successful job performance.
LO3.5: Describe major outcomes associated with common
job attitudes.
LO3.6: Explain how to improve self awareness.
Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 2
Individual Differences
People differ!
Dimensions we differ on include:

• Personality
• Ability
• Emotions
• Attitudes
The Interactionist Framework
Human behavior is caused by both individual predispositions

and the environment.
Situational Strength: Some situations create more pressure

to engage in or refrain from certain behaviors.
Strong Versus Weak Situations
Strong: leads all participating people to interpret events in the

same way – everyone understands what behavior is
expected (for example, a classroom).
Weak: Highly open to interpretation with no clear

expectations for behavior (for example, many sales jobs).
People are More Alike than Different
This fact causes small differences to sometimes leap out and

call our attention.
A meta-analytic study found that men and women (for

example) are more alike than they are different.
78% of studies in this analysis found no differences between

men and women.
Personality
The relatively enduring ways in which people think, act, and

feel.
There is no good or bad personality profile.
Personality influences how we behave.
But not all behavior is caused by personality.
The Big 5 Model of Personality
Openness to Experience: Tendency to seek out new

experiences reflecting intellect and creativity.
Conscientiousness: Tendency to be hard-working, organized,

and dependable.
Extraversion: Tendency to be gregarious, sociable, and

assertive.
Agreeableness: Tendency to be warm, amenable, and

cooperative.
Neuroticism: Tendency to be insecure, anxious, and nervous.
The Big 5 and Job Performance
Conscientiousness predicts performance in pretty much

every job.
Emotional Stability and extraversion predict success in sales

jobs.
Agreeableness is associated with successful customer

service performance.
Openness to Experience predicts performance in managerial

training positions.
The Dark Triad
People with the tendency to be callous, selfish, and

malevolent when dealing with others. Three traits comprise
the Dark Triad:
• Machiavellianism: People who are deceitful, manipulative

and exploitative.
• Psychopathy: A tendency to lack concern for others.
• Narcissism: People who engage in routine acts of self-
promotion, and need the attention of others.
Table 3.2 Sample Survey Items from a Measure of the
Dark Triad Traits
Narcissism Psychopathy Machiavellianism

I tend to want others to I tend to lack remorse. I have used deceit or lied
admire me. to get my way.
I tend to expect special I tend to be callous or I tend to manipulate

favors from others. insensitive. others to get my way.
I tend to seek prestige or I tend to not be too I tend to exploit others

status. concerned with morality or toward my own end.
the morality of my actions.
Source: Jonason, P. K., and Webster, G. D. (2010. The dirty dozen: A concise measure of
the dark triad. Psychological Assessment, 22 (2), 420.
Research on the Dark Triad
People scoring high on Dark Triad traits are more likely to

engage in counterproductive workplace behavior.
Dark Triad behaviors help people get ahead, versus get

along.
However, moderate levels of narcissism predict effective

leadership.
Core Self-Evaluations
Self-esteem: the general value we ascribe to ourselves.
Generalized self-efficacy: how competent we think we are in

performing across situations.
Locus of control: the degree of control over life events we

perceive we possess.
Emotional stability: our sense of confidence, security, and

positive self-view.
Emotions and Moods
Emotions: Short-lived, intense feelings (for example, anger,

fear) that are reactions to an event in our environment.
Moods: Longer held / less intense feelings that do not

necessarily occur in reaction to our environment.
Positive Affectivity
A general mood that is characterized by pleasurable

engagement with the environment.
Leads to increased creativity when problem solving, more

cooperation with others, and reduced feelings of work-family
conflict.
Negative Affectivity
A general mood that is characterized by distress and

unpleasant engagement with the environment.
Leads to increased counterproductive work behavior, conflict

with others, and decreased job performance.
Abilities
Stable capacities that enable performance.
(versus skills: learned behaviors that can be performed with

consistent results).
Three types of abilities:

• Cognitive
• Physical
• Emotional
Cognitive Ability
AKA General Mental Ability (GMA).
A person’s ability to learn and acquire cognitive skills (for

example, spatial visualization, mathematical computation).
The more complex the job demands, the better GMA predicts
job performance.
The single most influential individual difference factor for

predicting job success.
Emotional Intelligence (EI)
The ability to accurately identify emotions, and to understand

and manage them effectively.
Three key facets of EI are Emotion:

• Perception: Ability to perceive emotions in yourself and
others.
• Understanding: Ability to process and make sense of
perceived emotions.
• Regulation: Ability to influence which emotions are
experienced, and how they are experienced.
Table 3.3 Key Aspects of Emotional Intelligence
Be able to accurately identify and express your and others’ feelings. This is critical if you
expect to maintain strong relationships at work.
Get in the right mood. Managers who are better able to maintain positive moods are often
perceived by their employees as leaders and are more optimistic about the future. Knowing
what puts you in a positive mood and seeking out those opportunities to elevate your mood
can help you be more effective.
Predict the emotional future. When you use emotional information (“I’m experiencing fear
right now”), you can decide what to do with your emotion in the future. If, however, you’re
angry and you don’t know why, then you can’t figure out how to get past the anger in the
future.
Do it with feeling. When you use your emotions productively, you’ll be better able to make
the right decision about your behavior. For example, if you know a certain action will bring
remorse and sadness when others find out, you may reconsider that decision.
Sources: Caruso, D. R., and Salovey, P. (2004). The emotionally intelligent manager: How to develop and use the four
key emotional skills of leadership. San Francisco, CA: Jossey-Bass; Rubin, R. S., and Riggio, R. E. (2005). “The role
of emotional intelligence in ethical decision making at work.” In Giacalone, R., Jurkiewicz, C. L., and Dunn, C. (Eds.),
Positive psychology in business ethics and corporate social responsibility, (pp. 209–229). Greenwich, CT: Information
Age Publishing.
Key Aspects of Emotional Intelligence
Be able to accurately identify and express your and others’

feelings.
Get in the right mood.
Predict the emotional future.
Do it with feeling.
A Blueprint for Increasing Emotional Intelligence
Be able to accurately identify and express your and others’

feelings.
Get in the right (positive) mood.
Predict the emotional future.
Do it with feeling.
Job Attitudes
Appraisals or evaluations of your job that encompass your

feelings toward and beliefs about the job and about events
and people at work.
Examples include:
• Job Satisfaction
• Organizational Commitment
• Organizational Cynicism
Job Satisfaction
A global assessment of all aspects of someone’s work role:
• Job satisfaction is only moderately related to happiness.

• Predicts job performance, especially in complex jobs.
• Also associated with increased customer satisfaction and
loyalty.
Organizational Commitment
The extent to which employees identify with their

organizations:
• Affective Commitment: Emotional attachment to one’s

organization.
• Normative Commitment: A wish to stay with the
organization out of feelings of obligation.
• Continuance Commitment: A desire to stay with the
organization because the costs of leaving outweigh the
benefits (these types are less likely to quit but more likely
to be low performers).
Organizational Cynicism
An attitude of contempt, frustration, and distrust toward an

object or multiple objects.
A deep loss of faith in management’s ability to do things right.
Is associated with decreases in job satisfaction,

organizational commitment, and trust.
Managing the Organizational Cynic
Deal with the Past
Involve cynics in change efforts
Don’t make promises you can’t keep
Over-communicate
Involve converts
Self-awareness
The ability to accurately assess one’s own behaviors and

skills.
Human beings are generally poor judges of our own

capability.
But, those who are competent at a skill are far better able to
recognize this (that is, the Dunning-Kruger effect).
Feedback
Feedback is perhaps the best intervention to help you

improve self-awareness.
Getting the feedback you need:

1. Push beyond your comfort zone.
2. Get meaningful external feedback.
3. Building self-awareness is a process, not an event.
4. Don’t act on everything at once.
End of Main Content
Because learning changes everything. ®
www.mheducation.com
Copyright 2021 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

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Because learning changes everything.

LO3.1: Describe individual differences and the role of

Dimensions we differ on include:

Human behavior is caused by both individual predispositions

Situational Strength: Some situations create more pressure

Strong: leads all participating people to interpret events in the

Weak: Highly open to interpretation with no clear

This fact causes small differences to sometimes leap out and

A meta-analytic study found that men and women (for

78% of studies in this analysis found no differences between

The relatively enduring ways in which people think, act, and

There is no good or bad personality profile.

Personality influences how we behave.

But not all behavior is caused by personality.

Openness to Experience: Tendency to seek out new

Conscientiousness: Tendency to be hard-working, organized,

Extraversion: Tendency to be gregarious, sociable, and

Agreeableness: Tendency to be warm, amenable, and

Neuroticism: Tendency to be insecure, anxious, and nervous.

Conscientiousness predicts performance in pretty much

Emotional Stability and extraversion predict success in sales

Agreeableness is associated with successful customer

Openness to Experience predicts performance in managerial

People with the tendency to be callous, selfish, and

• Machiavellianism: People who are deceitful, manipulative

Narcissism Psychopathy Machiavellianism

I tend to expect special I tend to be callous or I tend to manipulate

I tend to seek prestige or I tend to not be too I tend to exploit others

People scoring high on Dark Triad traits are more likely to

Dark Triad behaviors help people get ahead, versus get

However, moderate levels of narcissism predict effective

Self-esteem: the general value we ascribe to ourselves.

Generalized self-efficacy: how competent we think we are in

Locus of control: the degree of control over life events we

Emotional stability: our sense of confidence, security, and

Emotions: Short-lived, intense feelings (for example, anger,

Moods: Longer held / less intense feelings that do not

A general mood that is characterized by pleasurable

Leads to increased creativity when problem solving, more

A general mood that is characterized by distress and

Leads to increased counterproductive work behavior, conflict

Stable capacities that enable performance.

(versus skills: learned behaviors that can be performed with

Three types of abilities:

AKA General Mental Ability (GMA).

A person’s ability to learn and acquire cognitive skills (for

The single most influential individual difference factor for

The ability to accurately identify emotions, and to understand

Three key facets of EI are Emotion:

Be able to accurately identify and express your and others’

Get in the right mood.

Predict the emotional future.

Be able to accurately identify and express your and others’

Get in the right (positive) mood.

Predict the emotional future.

Appraisals or evaluations of your job that encompass your

A global assessment of all aspects of someone’s work role:

• Job satisfaction is only moderately related to happiness.

The extent to which employees identify with their