Chapter 3Nelson & Quick: Chapter 3 Nelson & Quick Personality, Perception, and Attribution


Variables Influencing Individual Behavior: Variables Influencing Individual Behavior


Propositions of Interactional Psychology: Propositions of Interactional Psychology Behavior—function of a continuous, multi-directional interaction between person and situation Person—active in process Changed by situations Changes situations People vary in many characteristics Two situational interpretations The objective situation Person’s subjective view of the situation


Definition of Personality: Definition of Personality Personality - A relatively stable set of characteristics that influences an individual’s behavior


Personality Theories: Personality Theories Trait Theory - understand individuals by breaking down behavior patterns into observable traits Psychodynamic Theory - emphasizes the unconscious determinants of behavior Humanistic Theory - emphasizes individual growth and improvement Integrative Approach - describes personality as a composite of an individual’s psychological processes


Big Five Personality Traits: Big Five Personality Traits Sources: P. T. Costa and R. R. McCrae, The NEO-PI Personality Inventory (Odessa, Fla.: Psychological Assessment Resources, 1992); J. F. Salgado, “The Five Factor Model of Personality and Job Performance in the European Community,” Journal of Applied Psychology 82 (1997): 30-43.


Personality Characteristics in Organizations: Personality Characteristics in Organizations Locus of Control Internal External


Personality Characteristics in Organizations: Personality Characteristics in Organizations Self-Efficacy - beliefs and expectations about one’s ability to accomplish a specific task effectively Sources of self-efficacy Prior experiences and prior success Behavior models (observing success) Persuasion Assessment of current physical & emotional capabilities


Personality Characteristics in Organizations: Personality Characteristics in Organizations Self-Esteem Feelings of Self Worth


Personality Characteristics in Organizations: Personality Characteristics in Organizations Self-Monitoring Behavior based on cues from people & situations High self monitors flexible: adjust behavior according to the situation and the behavior of others can appear unpredictable & inconsistent Low self monitors act from internal states rather than from situational cues show consistency less likely to respond to work group norms or supervisory feedback


Who Is Most Likely to . . .: Who Is Most Likely to . . . Low-self monitors High-self monitors Get promoted Change employers Make a job-related geographic move


Personality Characteristics in Organizations: Personality Characteristics in Organizations Positive Affect - an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general Negative Affect - an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general


Personality Characteristics in Organizations: Personality Characteristics in Organizations A strong situation can overwhelm the effects of individual personalities by providing strong cues for appropriate behavior


Personality Characteristics in Organizations: Personality Characteristics in Organizations Strong personalities will dominate in a weak situation


How is Personality Measured?: How is Personality Measured? Projective Test - elicits an individual’s response to abstract stimuli Behavioral Measures - personality assessments that involve observing an individual’s behavior in a controlled situation Self-Report Questionnaire - assessment involving an individual’s responses to questions Myers-Briggs Type Indicator (MBTI) - instrument measuring Jung’s theory of individual differences.


Myers-Briggs Type Indicator: Myers-Briggs Type Indicator Based on Carl Jung’s work People are fundamentally different People are fundamentally alike People have preference combinations for extraversion/introversion, perception, judgment Briggs & Myers developed the MBTI to understand individual differences


MBTI Preferences: MBTI Preferences


Social Perception: Social Perception Barriers Selective perception Stereotyping First-impression error Projection Self-fulfilling prophecies


Social Perception: Social Perception Barriers


Impression Management: Impression Management Impression Management – process by which individuals try to control the impression others have of them Name dropping Appearance Self-description Flattery Favors Agreement with opinion


Attribution Theory: Attribution Theory Attribution theory - explains how individuals pinpoint the causes of their own behavior or that of others Information cues for attribution information gathering consensus distinctiveness consistency


Attribution Biases: Attribution Biases Fundamental Attribution Error - tendency to make attributions to internal causes when focusing on someone else’s behavior Self-serving Bias - tendency to attribute one’s own successes to internal causes and one’s failures to external causes