INDIVIDUAL DIFFERENCES,

MENTAL ABILITY, AND

PERSONALITY
Organizational Behavior
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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)
Individual Differences
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Behavior is therefore
determined by the effects of
the individual and the
environment on each other
Individual Differences (2)
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Individual Differences (3)
Exceptional managers capitalize on
strengths of workers.

Individual differences have many
consequences including productivity and
quality.

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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.
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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.

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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)
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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.
Sex and Gender Differences
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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 womens movement, and advances in
information technology
Generational and Age-Based
Differences
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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.

([Link]
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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 individuals perception of group productivity and
commitment to the work group.

J ob satisfaction tends to higher for employees when others of
similar demographic characteristics are present in the
workplace
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Mental ability (Intelligence)
Intelligence is capacity to acquire and apply
knowledge

Components of Intelligence

Triarchic theory (analytical, creative, and practical
intelligence)

Multiple Intelligences (8 types or faculties)
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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).

Components of Intelligence
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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
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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
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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.
The Triarchic Theory of Intelligence
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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.
Multiple Intelligences
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Components of
Multiple I ntelligences
Bodily/
Kinesthetic
(motor skills)
Linguistic
(language)
Logical-
Mathematical
Naturalist
(external world)
Musical (sounds
are sensible)
Spatial
(brain images)
I nterpersonal
(knows others)
I ntrapersonal
(knows self)
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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.
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Personality Differences (2)
Five Factor Model
consists of:

1. Neuroticism
2. Extraversion
3. Openness to experience
4. Agreeableness
5. Conscientiousness
Other Key Traits:

6. Self-monitoring of
behavior
7. Risk taking and thrill seeking
8. Optimism

All eight traits can
affect job performance
and behavior
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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)
Eight Major Personality Factors and
Traits
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[Link]
The Big Five Personality Factors
(Figure 2.2)
Emotional Stability
Agreeableness
Extraversion
(Stable, confident, effective)
(Warm, tactful, considerate)
(Nervous, self-doubting, moody)
(Independent, cold, rude)
(Gregarious, energetic, self-dramatizing) (Shy, unassertive, withdrawn)
Conscientiousness
Openness
(Careful, neat, dependable)
(Imaginative, curious, original)
(Impulsive, careless, irresponsible)
(Dull, unimaginative, literal-minded)
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Emotional Intelligence

How effectively people use their emotions has a
major impact on their success.

Emotional intelligence refers to qualities such as
understanding ones feelings, empathy for others,
and the regulation of emotion to enhance living.
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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
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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.
Emotional Intelligence (3)
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