INDIVIDUAL DIFFERENCES
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Transcript INDIVIDUAL DIFFERENCES
INDIVIDUAL DIFFERENCES
PERSONALITY
Unique
set of traits and characteristics that
are relatively stable over time and
determine a person’s preferences and
behavior.
Does personality matter?
Implication?
Adjust styles/practices to the personality
Consider personality when assigning jobs/teams
Which
dimensions of personality?
SELF-ESTEEM (SELF CONCEPT)
How
we perceive ourselves in terms of our
abilities, competencies, and effectiveness
Global, role-specific, job-based, organization-based
High self esteem is related to higher performance,
commitment, loyalty, and longevity.
What can managers do to foster high self esteem?
LOCUS OF CONTROL
The extent to which people believe their
actions determine what happens to them in life.
Internal
External
Why is locus of control important?
Performance?
Incentive
Systems?
JUNGS TYPOLOGY
16 personality types based on 4 sets of preferences
Extraversion vs. Introversion
Sensation vs. Intuition (N)—Perception
Thinking vs. Feeling—Judgment
How a person becomes aware of ideas, facts
Sensation: practical, orderly, precise, unambiguous
Intuition: future oriented, dislike precision--jump to conclusions,
inspiration
Making judgments about perceptions
Thinking: Analytic and logical, impersonal; principles over people
Feeling: Subjective on the basis of values;
Perception vs. Judgment
SELF-PERCEPTION
Group member 2 and group member 3 attempt to identify
group member #1’s type
Group member #1 then reports their results to the group.
Also indicate if you have you taken the assessment before
and if so, whether the results were the same.
Group member #1: Do you agree with the results? Why or
why not?
Group members #2 and 3: Do you agree with #1’s results?
As a group:
Were there any differences between #1’s self perceptions and the
way 2 and 3 perceive #1?
What do the results suggest #1’s strengths and weaknesses are?
Repeat the process for Group members #2 and #3
IMPLICATIONS FOR THE GROUP
Based on these results, what are some potential
strengths and weaknesses of the group?
Where might there be potential areas of synergy?
Where might there be potential areas for conflict?
THE “BIG FIVE”:
Conscientiousness
The
degree to which a person is dependable,
organized, thorough, perseverant, honest
Most consistent personality predictor of
performance
Also predicts lack of problem behavior
THE “BIG FIVE”:
Emotional Stability
The
degree to which a person is NOT
anxious, depressed, moody, emotionally
unstable, temperamental.
May predict job performance in what type
of jobs?
THE “BIG FIVE”:
Emotional Stability
The
degree to which a person is NOT
anxious, depressed, moody, emotionally
unstable, temperamental.
May predict job performance in what type
of jobs?
High
stress (e.g., customer relations)
THE “BIG FIVE”: Agreeableness
The
extent to which a person is polite, good
natured, flexible, cooperative, trusting.
May predict job performance in jobs…
THE “BIG FIVE”: Agreeableness
The
extent to which a person is polite, good
natured, flexible, cooperative, trusting.
May predict job performance in jobs…
Teamwork; customer relations
THE “BIG FIVE”: Extraversion
The
degree to which a person is sociable,
talkative, assertive, active, ambitious.
May predict job performance in what type
of jobs?
THE “BIG FIVE”: Extraversion
The
degree to which a person is sociable,
talkative, assertive, active, ambitious.
May predict job performance in what type
of jobs?
Extensive
interaction (management, sales)
MOTIVATION
MOTIVATION DEFINED
Willingness to exert high levels of effort to
reach organizational goals.
Good to Great (by Jim Collins)
“Motivating people is the greatest waste of
time managers engage in. If you have the
right people on the bus, you don’t need to
worry about them being motivated.”
BASIC ASSUMPTIONS
Everyone is motivated
Key?
Two types of motivation
Intrinsic
Extrinsic
TYPES OF MOTIVATION
Extrinsic Motivation:
"What
gets rewarded gets done"
Based on extrinsic/tangible rewards an/or
punishment
Intrinsic Motivation:
"What
is rewarding gets done"
Based on intrinsic/intangible rewards
HERZBERG
Movement vs. Motivation
KITA
What’s wrong with KITA? With movement?
Motivation Theories
Need (Maslow & ERG)
Equity
Reinforcement
Expectancy Theory
Goal-Setting Theory
Needs (stage of development)
Maslow
Self actualization
Self esteem
Social (love)
Safety
Physiological
Alderfer (ERG)
Growth
Relatedness
Existence
NEED THEORIES OF MOTIVATION
What are the implications of need-based
theories for managers?
NEED THEORIES OF MOTIVATION
What are the implications of need-based
theories for managers?
Identify employee needs
First satisfy lower level needs
Then focus on higher level
Individualized HR practices
TODAY’S TOPIC
Motivation
EQUITY THEORY
People compare their
outcome/input ratio to
that of others
Conclusions
Ratios are equal
(equity exists)
Ratios are unequal
(inequity exists)
RESPONSES TO EQUITY/INEQUITY
Equity: Maintenance
Inequity:
Change
Inputs
Change Outcomes
Quit
REINFORCEMENT THEORY
Behavior is a function
of consequences
Behavior that is
rewarded persists
To increase behavior
Positive reinforcement
negative reinforcement
REINFORCEMENT THEORY
To reduce behavior
Extinction
Punishment
Immediacy is crucial
Implications?
EXPECTANCY THEORY
People are motivated to do that which they
believe is possible and valuable
Expectancy: Belief that you can perform
Instrumentality: Belief that performance
will lead to an outcome
Valence: Value of the outcome
EXPECTANCY THEORY
According to expectancy theory, what must
managers do to motivate their employees?
Clarify
expectations
Utilize realistic standards
Link valued rewards to performance
Individualize rewards
GOAL SETTING THEORY
People naturally set goals
Benefits of Goals:
Increase
effort
Direct effort
Increase persistence
Most effective goals are:
Goal setting (MBO) works...
specific
(time, targets, measurements)
difficult (“stretch targets”) but...
attainable (expectancy theory)
participative (must accept goal)
prioritize, and then:
provide feedback
create explicit, valent rewards
Motivation Theories
Need (Maslow & ERG)
Equity
Reinforcement
Expectancy Theory
Goal-Setting Theory
Effective Incentives:
Clearly linked to key desired behaviors
(Reinforcement,
Expectancy)
Those that fulfill strategic objectives
Avoid rewarding undesirable behaviors
REWARDING B
WE HOPE FOR:
BUT WE REWARD:
Long-term growth
Setting challenging goals
Total Quality
Candor
Teamwork
Quarterly earnings
Making the numbers
Shipping on time
Reporting good news;
agreeing with the boss
Individual effort
Effective Rewards:
Clearly linked to specific key desired behaviors
Clearly defined targets and expectations
Goal Setting
Fair/equitable (Be consistent)
Goal setting, Expectancy
Measurable
(Reinforcement, Expectancy)
Those that fulfill strategic objectives
(Equity Theory)
Reward proportional to behavior
Equity theory
Effective Rewards:
Reward ASAP after behavior
Challenging yet realistic (under employees’ control)
Reinforcement Theory
Goal Setting, Expectancy
Intrinsic Motivation
Valued Rewards
Expectancy
Individualized (Need Theories; Individual differences)
NORDSTROMS
Using theories of motivation & related keys to
effective incentive systems, evaluate the Incentive
system in place at Nordstroms.
What do you see as its strengths?
Any concerns/questions regarding the system?
Are Nordstrom employees pressured
inappropriately by the sales-per-hour system? By
management?
What (if any) changes would you recommend?
NORDSTROMS
Using theories of motivation & related keys
to effective incentive systems, evaluate the
Incentive system in place at Nordstroms.
What
do you see as its strengths?
NORDSTROMS
“This is Your Business. Treat
it Like Your Own Business.”
Highest sales productivity
Earnings > $80,000
Compound growth in sales,
earnings, stores sq. ft.
Highly, educated workforce
NORDSTROMS
Using theories of motivation & related keys
to effective incentive systems, evaluate the
Incentive system in place at Nordstroms.
What
do you see as its strengths?
Any potential concerns?
NORDSTROMS
“This is Your Business. Treat
it Like Your Own Business.”
Highest sales productivity
Earnings > $80,000
Compound growth in sales,
earnings, stores sq. ft.
Highly, educated workforce
“It’s fear that Provides
Great Customer Service”
Local 1001 publicity
campaign
Union complaint with
Washington Dept. L & I
NLRB charges
$15 million reserve against
earnings
shareholder class action suit
employee class action suit
Wall Street Journal story
60 Minutes TV story
NORDSTROMS
Are Nordstrom employees pressured
inappropriately by the sales-per-hour
system? By management?
NORDSTROMS
ACTIVITY
Drive to another store to pick
up merchandise for a customer
Home delivery
Obtain merchandise from
another department for a
customer
Thank you notes
Merchandise stocking
Store displays
Sales meetings
Inventory count
Record keeping
SELL
NONSELL
NORDSTROMS
Using theories of motivation & related keys to
effective incentive systems, evaluate the Incentive
system in place at Nordstroms.
What do you see as its strengths?
Any concerns/questions regarding the system?
Are Nordstrom employees pressured
inappropriately by the sales-per-hour system? By
management?
What (if any) changes would you recommend?
CONCLUSIONS
Effective incentive systems can be powerful
motivators & focus attention on critical behaviors.
However, performance pressures can cause
participants to engage in undesirable behaviors.
maximize the statistic in counter-productive ways
willful distortion
Strong internal controls must be present to prevent
manipulation.
Systems must clearly communicate that explicit
pressure and gaming behavior is unacceptable and
subject to detection and punishment.