Lesson 3_Individual Differences Personality and Abilities

,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,Les 3 Individual Differences: Personality and Abilities,Learning Objectives,Individual Differences and P-J Fit,Ability, Intellect, and Intelligence,Emotional Intelligence,Competency and Competency Model,1 Individual Differences and P-J Fit,B=f(P,E),Individual differences,Biographical characteristics,Physical differences,Psychological differences,1.1 Biographical Characteristics,Biographical Characteristics,Personal characteristicssuch as age, gender, race, length of tenure, and marital statusthat are objective and easily obtained from personnel records.,1.2 Physical Abilities,Physical Abilities,The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.,Other Factors,Body coordination,Balance,Stamina,Nine Physical Abilities,Strength Factors,Dynamic strength,Trunk strength,Static strength,Explosive strength,Flexibility Factors,Extent flexibility,Dynamic flexibility,1.3 Psychological Characteristics,Ability, Intellect, and Intelligence,Personality,Attitude, Value, and Motive,Competency,Investigative,A,I,S,C,E,R,Realistic,Artistic,Social,Enterprising,Conventional,1.4,Hollands,Personality-Job Fit,There do appear to be intrinsic differences in personality among individuals;,There are different types of jobs;,People in jobs congruent with their personality should be more satisfied and less likely to voluntarily resign.,Type,Personality,Occupations,Realistic,Investigative,Social,Conventional,Enterprising,Artistic,Shy, Stable, Practical,Analytical, Independent,Sociable, Cooperative,Practical, Efficient,Ambitious, Energetic,Imaginative, Idealistic,Mechanic, Farmer,Assembly-Line Worker,Biologist, Economist,Mathematician,Social Worker,Teacher, Counselor,Accountant, Manager,Bank Teller,Lawyer, Salesperson,Painter, Writer,Musician,Hollands,Personality-Job Fit,Hollands,Personality-Job Fit,External environment,Economy Government Labor markets Competitors Demographics,Organizational environment,Management,s goals and values,Corporate culture,Strategy,Technology,Structure,size,Human resource functions,Planning for organizations, jobs, and people,Strategic HRM,Human resource planning,Job analysis,Acquiring human resources,EEO,Recruiting,Selection,Building performance,Human resource development,HR approaches to improving competitiveness,Rewarding employees,Performance appraisal,Compensation and benefits,Maintaining human resources,Safety and health,Labor relations,Organizational exit,Managing multinational HRM,Employees,Jobs,Motivation,Abilities,Interests,Personality,Attitudes,Requirements,Rewards,Job outcomes,Performance,Productivity,Quality,Satisfaction,Retention,Organizational outcomes,Survival Competitiveness Growth Profitability,Human Resource Management Model,2 Ability, Intellect, and Intelligence,Ability,An individuals capacity to perform the various tasks in a job.,Intellectual Ability,The capacity to do mental activities.,Multiple Intelligences,Intelligence contains four subparts: cognitive, social, emotional, and cultural.,Dimensions of Intellectual Ability,Number aptitude,Verbal comprehension,Perceptual speed,Inductive reasoning,Deductive reasoning,Spatial visualization,Memory,2.1 Theory of Multiple Intelligences,Howard Earl Gardner (1943,) , an American psychologist of Harvard University.,Multiple intelligences is an idea that maintains there exist many different types of intelligences ascribed to human beings, and each individual manifests varying levels of different intelligences, and thus each person has a unique cognitive profile“.,Theory of Multiple Intelligences,2.2 Triarchic Theory of Intelligence,Robert Jeffrey Sternberg (1949,), an American psychologist and psychometrician, the Dean of Arts and Sciences at Tufts University. He was formerly IBM Professor of Psychology and Education at Yale University and the President of the American Psychological Association.,Triarchic Theory of Intelligence,Sternbergs definition of human intelligence,(a) mental activity directed toward purposive adaptation to, selection and shaping of, real-world environments relevant to ones life.,school smart/ book smart,VS,creative/ street smart,Triarchic Theory of Intelligence,Componential/Analytical intelligence, the ability to complete academic, problem-solving tasks, such as those used in traditional intelligence tests.,Experiential/Creative or synthetic intelligence, the ability to successfully deal with new and unusual situations by drawing on existing knowledge and skills.,Practical/Contextual intelligence, the ability to adapt to everyday life by drawing on existing knowledge and skills.,street smarts or business sense,Triarchic Theory of Intelligence,2.3 Intelligence Quotient,Intelligence Quotient (IQ),A score derived from one of several different standardized tests designed to assess intelligence.,Albert Einstein,IQ=165,舟舟,IQ=30,2.4 Emotional Intelligence,Emotional Intelligence (EI or EQ),A cluster of skills relating to the emotional side of life (e.g., the ability to recognize and regulate ones own emotions, to influence those of others, and to self-motivate).,The Emotional Competencies Model,Daniel Goleman focuses on EI as a wide array of competencies and skills that drive leadership performance:,Self-awareness, the ability to read ones emotions and recognize their impact while using gut feelings to guide decisions.,Self-management, involves controlling ones emotions and impulses and adapting to changing circumstances.,Self-motivation, the ability to persist in the face of setbacks and failures.,Social awareness (,Empathy,), the ability to sense, understand how others are feeling.,Relationship management (,Social Skills,), the ability to handle the emotions of others.,Wechsler Adult Intelligence Scale (WAIS),Wechsler Adult Intelligence Scale (WAIS),Rarens Progressive Matrices (RPM),2.5 Creativity,Creativity,A mental and social process involving the generation of new ideas or concepts, or new associations of the creative mind between existing ideas or concepts.,The products of creative thought (sometimes referred to as,divergent thought,) are usually considered to have both originality and appropriateness.,Torrance Tests of Creative Thinking (Torrance,1966),Fluency,. The total number of interpretable, meaningful, and relevant ideas generated in response to the stimulus.,Originality,. The statistical rarity of the responses among the test subjects.,Elaboration,. The amount of detail in the responses.,Pls list the similarities between “,Strap,” and “,Snake,”,1,、,_2,、,_3,、,_4,、,_5,、,_6,、,_7,、,_8,、,_9,、,_10,、,_,3 Personality,Personality,3.1 What Is Personality?,Personality,A dynamic and organized set of characteristics possessed by a person that uniquely influences his or her cognitions, motivations, and behaviors in various situations.,The word “,personality,” originates from the Latin “,persona,”, which means mask.,Trait theories VS Type theories,3.2 Trait theories,Personality traits,Enduring patterns of perceiving, relating to, and thinking about the environment and oneself that are exhibited in a wide range of social and personal contexts.,a) traits are relatively stable over time,b) traits differ among individuals (e.g. some people are outgoing while others are reserved), and,c) traits influence behavior.,Big 5,P,ersonality,M,odel,Neuroticism - a tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability; sometimes called emotional instability.,Extraversion - energy, positive emotions, urgency, and the tendency to seek stimulation in the company of others.,Openness - appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience.,Conscientiousness - a tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior.,Agreeableness - a tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others.,3.3 Type theories,Personality type,Refers to the psychological classification of different types of people.,Myers-Briggs Type Indicator,(MBTI),Style of,Decision Making,Judgmental (J),Perceptive (P),Preference for,Decision Making,Thinking (T),Feeling (F),Type of Social,Interaction,Introvert (I),Extrovert (E),Preference for,Gathering Data,Intuitive (N),Sensing (S),Extroverts,are outgoing, sociable, and assertive,Introverts,are quiet and shy,Extroverted vs. Introverted,Sensitive types,are practical and prefer to focus on details,Intuitives,rely on unconscious processes and look at the big picture,Sensing vs. Intuitive,Thinking types,use reason and logic to handle problems,Feeling types,rely on their personal values and emotions,Thinking vs. Feeling,Judging types,want control and prefer their world to be ordered and structured,Perceiving,types are flexible and spontaneous,Judging vs. Perceiving,Enneagram of Personality,Enneagram of Personality,Usually known simply as the Enneagram, an application of the Fourth Way enneagram figure in connection with personality issues, including nine types.,The term enneagram derives from two Greek words, ennea (nine) and grammos (something written or drawn).,Each Enneagram personality type expresses a distinctive and habitual pattern of thinking and emotions.,4 Competency,Fully successful performers,Those incumbents who meet job standards but are no outstanding.,Exemplary performers,Best-in-class performers, or star performers, who excel in certain spheres of human effort.,Exercise,Think for a few minutes about the best supervisor you have ever had. Take a moment to identify three or four of this persons most significant characteristics, which, used appropriately and consistently, led you to select him or her as your best supervisor.,McClelland, D. C. (1973). Testing for competence rather than for intelligence. American Psychologist, 28, 1-14,4.1 What Is Competency?,Competency,An underlying characteristic of an individual that is causally related to criterion-referenced effective and/or superior performance in a job or situation, including five types: motives, traits, self-concept, knowledge, and skill.,Needs for Acheivement,Self-confidence,Customer satisfaction,Flexibility,surface,subsurface,Competency,Potentials,Personality, Character,Self-concept,Drives, Social Motives,Attitudes, Values, Social Roles,Knowledge, Skills,Behavior,IcebergModel,of Competency,4.2 Competency Identification,Behavior event interviewing (BEI),A technique developed by McClelland and Daily, the interviewer ask a series of detailed questions about actions performed in the work setting that workers perceive to be successful or unsuccessful and the thoughts, feelings, and outcomes that accompanied them.,STAR Method in Behavioral Interviewing,S,Situation that existed, give an example of a situation you were involved in that resulted in a positive outcome,T,Task or problem to be undertaken, describe the tasks involved in that situation,A,Action taken by yourself, talk about the various actions involved in the situations task,R,Result what happened, what results directly followed because of your actions,The Deltek Competency Model,Motorolas Leadership Model: “4E+1E”,Ethics,Energize,Execution,Edge,Envision,HR Competency Model,Thank You!,