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YOUR PERSONAL “SYSTEM”

YOUR PERSONAL “SYSTEM”. PHYSICAL & GENETIC HERITAGE PERSONALITY TRAITS COMPETENCIES & SKILLS (ABILITY) MOTIVES, NEEDS & GOALS ATTITUDES & VALUES. BIOGRAPHICAL CHARACTERISTICS. AGE JOB PERFORMANCE DOES NOT DECLINE WITH AGE OLDER WORKERS HAVE LOWER TURNOVER

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YOUR PERSONAL “SYSTEM”

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  1. YOUR PERSONAL “SYSTEM” • PHYSICAL & GENETIC HERITAGE • PERSONALITY TRAITS • COMPETENCIES & SKILLS (ABILITY) • MOTIVES, NEEDS & GOALS • ATTITUDES & VALUES

  2. BIOGRAPHICAL CHARACTERISTICS AGE • JOB PERFORMANCE DOES NOT DECLINE WITH AGE • OLDER WORKERS HAVE LOWER TURNOVER • JOB SATISFACTION INCREASES WITH AGE FOR PROFESSIONALS • AVOIDABLE ABSENTEEISM DECLINES WITH AGE, BUT UNAVOIDABLE ABSENTEEISM INCREASES WITH AGE GENDER • NO SIGNIFICANT GENDER DIFFERENCES IN WORK PERFORMANCE • WOMEN HAVE HIGHER ABSENCE RATES THAN MEN MARITAL STATUS • MARRIED WORKERS HAVE LOWER TURNOVER & ABSENTEEISM • MARRIED WORKERS ARE MORE SATISFIED WITH THEIR JOBS TENURE (Seniority) • WORK EXPERIENCE (SENIORITY) IS POSITIVELY RELATED TO PRODUCTIVITY • SENIORITY IS NEGATIVELY RELATED TO ABSENTEEISM & TURNOVER • TENURE IS POSITIVELY RELATED TO JOB SATISFACTION

  3. ABILITYTHE CAPACITY TO PERFORM SPECIFIC TASKS INTELLECTUAL ABILITY (Mental) NUMBER APTITUDE -- ability to do speedy and accurate arithmetic VERBAL COMPREHENSION -- understanding what is read or heard PERCEPTUAL SPEED -- quick identification of similarities or differences INDUCTIVE REASONING -- sequential (additive) problem solving DEDUCTIVE REASONING -- distilling the implications (reducing) SPATIAL VISUALIZATION -- imagining how something would appear MEMORY -- ability to retain and recall information JOBS WITH HIGH INFORMATION PROCESSING DEMANDS REQUIRE GENERAL INTELLIGENCE AND VERBAL ABILITIES

  4. PHYSICAL ABILITY STRENGTH Dynamic Strength -- repeated, continuous muscular force Trunk Strength -- use of abdominal muscles Static Strength -- exert force against external objects (pushing) Explosive Strength -- expend maximum energy in one/or a series of bursts FLEXIBILITY Extent Flexibility -- moving trunk & back muscles as far as possible Dynamic Flexibility -- ability to make rapid, repeated flexing movements OTHER Body Coordination -- coordinate simultaneous actions of different body parts Balance -- ability to maintain equilibrium despite forces pulling off balance Stamina -- ability to continue maximum effort over a prolonged period PERFORMANCE IS ENHANCED WHEN THERE IS A HIGH ABILITY-JOB FIT

  5. PERSONALITYCHARACTERISTIC WAYS WE REACT TO AND INTERACT WITH OTHERS DETERMINANTS BIOLOGICAL (HEREDITY) CULTURAL (SOCIAL ENVIRONMENT IN WHICH YOU WERE RAISED) SITUATIONAL (SPECIFIC SETTINGS) HEREDITY ACCOUNTS FOR 50 % OF PERSONALITY DIFFERENCES AND MORE THAN 30 % OF OCCUPATIONAL AND LEISURE INTERESTS INDIVIDUAL JOB SATISFACTION IS REMARKABLY STABLE OVER TIME (Heredity  Job Satisfaction) OUR PERSONALITY TRAITS MAY CHANGE AS OUR ENVIRONMENT CHANGES TRAITS & TYPES Myers-Briggs Type Indicator (Jung) Big-Five Model (Digman) Locus of Control (Rotter)

  6. MYERS-BRIGGS TYPE INDICATORJUNG, MYERS & BRIGGS, KIERSEY & BATES FOUR DIMENSIONS TO ASSESS EXTROVERION v. INTROVERSION WAYS OF RELATING TO PEOPLE SENSING v. INTUITIVE PRACTICAL v. INNOVATIVE DECISION-MAKING THINKING v. FEELING IMPERSONAL v. PERSONAL DECISION-MAKING JUDGING v. PERCEIVING CLOSURE v. OPENNESS IN DECISION-MAKING ONE “TYPE” IS NOT BETTER THAN THE OTHER USUALLY WE LEAN MORE TOWARD ONE “TYPE” THAN THE OTHER OUR “TYPE” PREFERENCES MAY CHANGE OR SHIFT OVER TIME

  7. JUNG’S TYPOLOGY EXTROVERSIONINTROVERSION Outgoing Shy Sociability Territoriality SENSATIONINTUITION Practical Innovative Details & facts “Big Picture” Past Anticipation THINKINGFEELING Objective Personal Logic, rational Emotional JUDGINGPERCEIVING Settled & Structured Open & Flexible Work comes first Spontaneity / Play

  8. THE “BIG-FIVE” PERSONALITY TRAITSDIGMAN, JOHN • EXTROVERSION • Sociable, friendly, outgoing, talkative, assertive • AGREEABLENESS • Defers to others, harmony is valued, good-natured, cooperative, trusting • CONSCIENTIOUSNESS • Focused, responsible, dependable, persistent, achievement-oriented • EMOTIONAL STABILITY • Able to withstand stress, clam, enthusiastic, secure • OPENNESS TO NEW EXPERIENCES • Fascinated by novelty and innovation, imaginative, artistically sensitive CONSCIENTIOUSNESS CONSISTENTLY PREDICTS JOB PERFORMANCE

  9. LOCUS OF CONTROLROTTER EXTENT THAT PEOPLE BELIEVE THEY ARE MASTERS OF THEIR OWN FATE ARE YOU AN “ORIGIN” OR A “PAWN?” INTERNALS - believe they control their destinies EXTERNALS - outside forces control their lives INTERNALS SEARCH FOR MORE INFORMATION BEFORE MAKING A DECISION MOTIVATED TO ACHIEVE, WANT INDEPENDENCE (TO BE IN CONTROL) LESS LIKELY TO BE SICK OR ABSENT FROM WORK PERFORM BETTER THAN EXTERNALS EXTERNALS MORE COMPLIANT, WILLING TO FOLLOW DIRECTIONS ARE LESS SATISFIED WITH THEIR JOBS (THEY DON’T FEEL IN CONTROL) MORE LIKELY TO BE ABSENT FROM WORK

  10. MACHIAVELLIANISMCHRISTIE & GEIS DEGREE TO WHICH AN INDIVIDUAL IS PRAGMATIC, MAINTAINS EMOTIONAL DISTANCE, AND BELIEVES THAT THE END CAN JUSTIFY THE MEANS. IF IT WORKS…USE IT! AGGRESSIVENESS ABILITY TO MANIPULATE OTHERS EMOTIONALLY “COLD” OR IMPERSONAL HIGH MACHS Manipulate more, are persuaded less, persuade others more. Like situations where there are big rewards for winning, and there are no absolute standards of behavior. Do well in jobs that require bargaining skills

  11. SELF-ESTEEMBROCKNER DO YOU LIKE OR DISLIKE YOURSELF? SELF-ESTEEM IS DIRECTLY RELATED TO EXPECTATIONS FOR SUCCESS HIGH SELF-ESTEEM BELIEVE THEY POSSESS THE ABILITY THEY NEED TO SUCCEED AT WORK TAKE MORE RISKS IN JOB SELECTION, MAY TRY UNCONVENTIONAL JOBS WILLING TO TAKE UNPOPULAR STANDS ON ISSUES ARE MORE SATISFIED WITH THEIR JOBS LOW SELF-ESTEEM MORE SUSCEPTIBLE TO EXTERNAL INFLUENCES, PRONE TO CONFORM DEPENDENT ON GETTING POSITIVE EVALUATIONS FROM OTHERS TRY HARD TO PLEASE OTHERS

  12. SELF-MONITORINGSNYDER THE ABILITY TO ADJUST YOUR BEHAVIOR TO EXTERNAL SITUATIONS POLITICALLY VERY ASTUTE HIGH SELF-MONITORS VERY SENSITIVE TO EXTERNAL CUES, HIGHLY ADAPTABLE CAN EASILY CONFORM TO THE WISHES OF OTHERS, BLENDS RIGHT IN MAY APPEAR TO HAVE STRIKING CONTRADICTIONS BETWEEN THEIR PUBLIC PERSONA AND THEIR PRIVATE LIVES CAN PUT ON DIFFERENT “FACES” FOR DIFFERENT PEOPLE ARE MORE MOBILE IN THEIR CAREERS, RECEIVE MORE PROMOTIONS LOW SELF-MONITORS CAN’T DISGUISE THEMSELVES, WHAT YOU SEE IS WHAT YOU GET THEY’RE VERY CONSISTENT, RIGID OFTEN THOUGHT OF AS POLITICALLY INEPT

  13. RISK-TAKINGTAYLOR & DUNNETTE WILLINGNESS TO TAKE CHANCES HIGH RISK-TAKERS MAKE RAPID DECISIONS DON’T TAKE TIME TO GATHER MUCH INFORMATION WILLING TO ACT ON “FEEL” OR “FAITH” LOW RISK-TAKERS TAKE MORE TIME TO GATHER INFORMATION FOR DECISIONS CAUTION AND CONSERVATISM ARE HIGHLY VALUED WILLINGNESS TO TAKE RISKS IS A JOB-SPECIFIC ISSUE… OK FOR A STOCK BROKER, BUT NOT OK FOR AN ACCOUNTANT!

  14. TYPE “A” PERSONALITYFRIEDMAN & ROSENMAN SENSE OF TIME URGENCY TYPE A’s MOVE, WALK, EAT, AND MAKE DECISIONS RAPIDLY FEEL IMPATIENT WITH THE RATE AT WHICH MOST EVENTS TAKE PLACE STIVE TO THINK ABOUT OR DO TWO OR MORE THINGS AT ONCE ARE PERCEIVED TO BE HARD-WORKING…. PUT IN LONG HOURS ARE HIGHLY COMPETITIVE AND OBSESSED WITH “COUNTS” OF SUCCESS CREATE DEADLINES FOR THEMSELVES….THEY ARE FAST WORKERS!! OPERATE UNDER MODERATE TO HIGH LEVELS OF STRESS…CAN’T RELAX TYPE B’s NEVER SUFFER FROM A SENSE OF TIME URGENCY FEEL NO NEED TO DISPLAY OR DISCUSS THEIR ACHIEVEMENTS PLAY FOR FUN AND RELAXATION, RATHER THAN TO WIN MORE LIKELY TO COME UP WITH CREATIVE SOLUTIONS TO PROBLEMS CAN RELAX WITHOUT GUILT MORE LIKELY TO MAKE IT TO THE TOP

  15. EMOTIONAL INTELLIGENCE ABILITY TO DETECT AND MANAGE EMOTIONAL CUES AND INFORMATION People who know their own emotions and are good at reading others’ emotions. EMOTIONAL INTELLIGENCE (EI) SELF-AWARENESS Being aware of what you’re feeling SELF-MANAGEMENT Ability to manage one’s own emotions and impulses SELF-MOTIVATION Ability to persist in the face of setbacks and failures EMPATHY Ability to sense how others are feeling SOCIAL SKILLS Ability to manage the emotions of others EMOTIONAL INTELLIGENCE (EI) MAY BE A BETTER INDICATIOR OF PERFORMANCE THAN (IQ), ESPECIALLY IN JOBS THAT DEMAND A HIGH AMOUNT OF SOCIAL INTERACTION.

  16. EMOTIONS EMOTIONS = INTENSE FEELINGS DIRECTED AT SOMEONE OR SOMETHING Object-specific…are you angry at your boss? MOODS = LESS INTENSE FEELINGS THAT AREN’T DIRECTED AT SPECIFICS Just feeling dispirited…(depressed) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - EMOTIONAL LABOR = You’re required to exhibit certain emotions on-the-job Flight Attendants … need to be cheerful and smile FELT v. DISPLAYED EMOTIONS -- Leads to possible emotional conflicts EMOTIONAL DISSONANCE = Trying to be courteous to a very rude customer TAKES ITS TOLL…LEADS TO BURNOUT AND EMOTIONAL EXHAUSTION - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - EMOTIONAL DIMENSIONS -- (a continuum of six universal emotions) HAPPINESS---SURPRISE---FEAR----SADNESS---ANGER---DISGUST ARE THEY INTENSE? ADJACENT DIMENSIONS MAY BE EASILY CONFUSED

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