Individual Differences

3 Key excerpts on "Individual Differences"

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  eBook - ePub

  Work, Organizational, and Business Psychology

  An Introductory Textbook

  • Hannes Zacher, Nale Lehmann-Willenbrock, Hannes Zacher, Nale Lehmann-Willenbrock(Authors)
  • 2022(Publication Date)
  • Kohlhammer Verlag

    (Publisher)

  Employees are different. Relatively stable Individual Differences in cognitive ability or in personality traits such as extraversion or conscientiousness matter, as they influence what we experience and how we behave – both at home and work. These Individual Differences affect how we approach a work task, interact with others, or react to stress. Research stemming from the last decades has provided convincing support that Individual Differences are associated with a wide variety of work behaviors and outcomes, such as work motivation, leadership, and occupational well-being. Individual Differences affect job performance, in terms of task and contextual performance, as well as counterproductive work behavior. In particular, methodological developments regarding meta-analytical methods and validity generalization (Chap. 3) have had a strong impact on this research field, with important implications for practical applications, such as personnel selection (Chap. 13). In Table 4.1, we provide an overview and examples of individual difference constructs that are relevant for understanding employee attitudes and behaviors. In addition to central theories or models for each domain that help to understand the nature of these variables, we refer in the table to empirical findings that provide support for their relevance for employee behavior. In the following sections, we first focus on central theories that help to understand the role of Individual Differences at work. Second, we present and discuss empirical evidence for the relationships of Individual Differences (i.e., cognitive and physical abilities, personality traits, interests) with work-relevant variables. Tab. 4.1: Overview of Individual Differences from different domains and exemplary empirical findings 4.2       Theories Several theories help to explain the (potential) effect of Individual Differences at work. First, Campbell’s model of job performance (Chap

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  eBook - ePub

  Leadership and Management for HR Professionals

  • Keith Porter, Paul Smith, Roger Fagg(Authors)
  • 2007(Publication Date)
  • Routledge

    (Publisher)

  Thus it can be seen in terms of the relative power between the two parties – for example, the employer is often viewed as holding the balance of power. In addition to this perspective, the employee will have his or her own abilities, personality, intelligence level and social background. All these elements will influence behaviour at work. Similarly for the employer, either as an owner manager or as a manager representing the employer (and thus an employee also), and from such considerations we can begin to see the importance of understanding these different influences on behaviour at work (see Figure 2.1). Figure 2.1 Individual Differences and behaviour. Unfortunately for employers, human nature is highly complex and individual; no one person has the same make-up of social perceptions, social origins, personality, intelligence and attitudes. This chapter will examine all these factors and draw conclusions about some of the ways employers can use this understanding to improve their people management. The critical Individual Differences of motivation, job satisfaction and potential to lead will be discussed in Chapter 3. The links between individual learning, training and development, and performance will be examined in Chapter 4. It is all these variable factors, and more, that cause individual behaviours. The difficulty for managers is not only understanding them in isolation, but also seeing how they all interact uniquely for every organizational participant. The sources of human behaviour have been argued over by theorists for centuries. The debate still rages whether human personality and intelligence in particular are determined by a unique genetic structure inherited from parents (the biological source or origins in ‘nature’), or by the situational upbringing of the individual (the sociological source or origins in ‘nurture’)

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  Organizational Behaviour

  • Ray French, Charlotte Rayner, Gary Rees, Sally Rumbles, John R. Schermerhorn, Richard N. Osborn(Authors)
  • 2016(Publication Date)
  • Wiley

    (Publisher)

  Culture shock describes a series of stages experienced by people when they encounter a new cultural setting. It is normally depicted as a U-curve with initial elation followed by negative feelings, succeeded in turn by recovery and adjustment.

  We see that many managers are able to cope with culture shock and emerge as even more effective performers. Note that the re-evaluation of their values and a recognition of cultural difference within the process of culture shock is necessary, if sometimes traumatic, if they are to succeed in their job roles. Here we have a potent illustration of the relationship between values, attitudes and job performance.

  Conclusion

  Thus far, we have discussed Individual Differences in terms of perception, personality, values and attitudes. All of these areas within OB are important in that they underlie so many of our routine experiences at work. For example, the way we perceive stimuli – whether these take the form of objects or other people – informs our attitudes and behaviour; perception is the springboard to what we do in our lives. An understanding of Individual Differences can also have a positive effect in terms of work and organizational performance. In this context turn back to the individual performance equation on p. 71. Employees’ capacity to perform depends on individual attributes (such as perception and personality) that are influenced by values and attitudes. So an understanding of Individual Differences is critical to the study of OB and also helps us to understand some underpinnings of both individual and organizational performance.

  SUMMARY Learning Objective 1

  The importance of individual attributes within the performance equation

  The individual performance equation views performance as the result of the personal attributes of individuals, the work effort they put forth and the organizational support they receive. Individual

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