Samenvatting boek OB
Contents
Lecture 1:................................................................................................................................................1
Chapter 4............................................................................................................................................1
Lecture 2 (H2,7&8).................................................................................................................................4
Chapter 2............................................................................................................................................4
Chapter 7...........................................................................................................................................5
Chapter 8............................................................................................................................................8
Lecture 3: (H3 & 5)...............................................................................................................................10
Chapter 3..........................................................................................................................................10
Chapter 5..........................................................................................................................................12
Lecture 4: (H 6, 10 & 11).......................................................................................................................13
Chapter 10........................................................................................................................................13
Chapter 11........................................................................................................................................17
Chapter 6..........................................................................................................................................18
Lecture 5: (H 12)...................................................................................................................................19
Chapter 12........................................................................................................................................19
Lecture 6:..............................................................................................................................................23
Chapter 15........................................................................................................................................23
Lecture 7:..............................................................................................................................................27
Chapter 16........................................................................................................................................27
Lecture 8:..............................................................................................................................................29
Lecture 9:..............................................................................................................................................33
Chapter 9..........................................................................................................................................33
Lecture 10:............................................................................................................................................37
Chapter 13........................................................................................................................................37
Chapter 14........................................................................................................................................39
Lecture 11:............................................................................................................................................42
Chapter 17........................................................................................................................................42
Lecture 1:
Chapter 4
What is personality? the sum of ways in which an individual reacts to and interacts with others.
(the measurable traits)
Measuring personality is problematic.
,/ often done by (1) self-report studies. However, when they are used for hiring decisions the
results will be different than when they are used for learning to know oneself. Culture has influence
in how people rate themselves. F.e in western countries is it more valued to be individualistic while in
collectivistic countries (China) it is more valued to be self-diminishing.
(2)Observer-ratings > provide an independent assessment of personality.
Heredity = factors determined at conception.
Personality nature (Heredity) or nurture (environment)?
MBTI (Myers-Brigss Type Indicator) = personality test that taps 4 characteristics and classifies people
into 1 of 16 personality types.
1. E vs. I > Extraverted vs. Introverted
2. S vs. N > Sensing vs. Intuitive
3. T vs. F > Thinking vs. Feeling
4. J vs. P > Judging vs. Perceiving
Big Five Personality Model = a personality assessment model that taps five basic dimensions.
1. Conscientiousness > reliability (traits*: responsible, organized, dependable and persistent)
2. Emotional stability > ability the withstand stress. (traits*: positive and optimistic)
3. Extraversion > comfort level with relationships (traits: gregarious, assertive, and sociable,
generally happier and more ambitious) On the other hand, introverts tend to be more
thoughtful, reserved, timid and quiet.
4. Openness to experience > addresses the range of a person’s interests and their fascination
of novelty. (traits: creative, curious and artistically sensitive) Low? > comfort in the familiar,
like routine.
5. Agreeableness > propensity (=neiging) to defer to others. (traits: cooperative, warm and
trusting)
*of someone who scores high
Dark triad:
- Machiavellianism = ends justify all means (pragmatic, maintains emotional distance)
- Narcissism = it’s all about me (tendency to be arrogant)
- Psychopathy = lack of concern for others (lack of guilt or remorse when actions cause harm)
CSE = Core Self-Evaluation > bottom-line conclusions individuals have about their capabilities,
competence and worth as a person.
Self-monitoring = individuals ability to adjust his/her behaviour to external situational factors. (High
self-monitors are good in adapting to the expected public appearance and in taking silent cues. Low
monitors lack that ability or they simply just don’t care)
Proactive personality = people who identify opportunities, show initiative, take action and persevere
until meaningful change occurs. (may be important for working in teams)
Situation strength theory = indicates the way personality translates into behaviour that depends on
the strength of the situation.
- Clarity > which cues about work duties and responsibilities are available. High clarity?
strong situations. (Janitor. Low clarity: Nanny)
, - Consistency > which cues regarding work and responsibility are compatible with one another.
High? strong situation. (acute care nurse. Low > manager)
- Constraints > one’s freedom to decide or act, the extend of it is limited by forces outside
their control. Many constraints? strong situation.
- Consequences > degree to which decisions or actions have important implications for f.e the
organization. Important consequences? strong situation.
Trait activation theory (TAT) = a theory that predicts that some situations events or interventions
‘’activate’’ a trait more then others.
Values:
- What is right, good, desirable, preferable
- Relatively stable and enduring
- Vary among groups
- Influence our perceptions
- Linked to personality
Value system
Content: what do we find important? Intensity: How important do we find these things?
Terminal values vs. Instrumental values
Terminal values = (What would you like to accomplish? ) The goals a person would like to achieve
during his/her lifetime.
Instrumental values = (How will you accomplish your goals? ) preferable modes of behaviour or
means of achieving one’s terminal values.
Each generation can have its own values.
Person-job Fit = theory that identifies six personality types and proposes that the fit between
personality type and occupational environment determines satisfaction and turnover.
Person-organization fit = theory that people are attracted to and selected by organizations that
match their values, and leave when there is not compatibility.
Fit = favourable outcomes, Misfit = unfavourable outcomes)
Also: person-group fit (important in team settings), person supervisor-fit (important in area of
research)
Hofstede’s framework (or Hofstede’s dimensions)
Power distance: Inequalities op power and wealth (To which extent accepts society that
power in institutions and organizations is distributed unequally
Individualism vs. Collectivism: act as individual of rather as member of a group
Masculinity vs. Femininity: Separate roles for men and women (M) or same roles for men and
women. Women are treated equal to men (F).
, Uncertainty avoidance: extend to which a society feels threatened by uncertain and
ambiguous situations and tries to avoid them.
Long-term vs. short-term orientation: emphasize the future, thrift and persistence vs.
emphasize the present and accepts change.
Lecture 2 (H2,7&8)
Chapter 2
Attitudes =
1. Evaluative statements or judgements about objects, people or events.
2. Psychological tendency that is expressed by evaluating a particular entity with some degree
of favour or disfavour
The components of attitude =
Cognitive (= evaluation) > what do you see, hear, perceive, know?
Affective (= feeling) > how do you feel about this?
Behavioural (=action) > How do you (intend to) act toward someone or something?
Cognitive dissonance = any incompatibility between two or more attitudes or between behaviour
and attitudes. contradictions individuals might perceive between their attitudes and their
behaviour. ( people change what they say so they do not contradict what they do. F.e their
apartment building is better than another one, but when they move to the other one, suddenly the
other one is the better apartment building)
Job satisfaction is related to:
- Content of the job
- Social context
- Pay
- Personality
Job involvement = the degree to which a person identifies with a job, actively participates in it and
considers performance important to their self-worth.
Psychological empowerment = employees belief in the degree to which they affect their work
environment, their competence, the meaningfulness of their job and their perceived autonomy in
their work.
Organizational commitment = degree to which an employee identifies with a particular organization
and its goals and wishes to maintain membership in the organization
Perceived organizational support (POS) = degree to which employees believe an organization values
their contribution and cares about their well-being.
Employee engagement = individual’s involvement with, satisfaction with, and enthusiasm for the
work he or she does.
Consequences of job satisfaction:
- ? > exit, voice, loyalty, neglect
- Performance +? Good performance, -? Lesser performance
Contents
Lecture 1:................................................................................................................................................1
Chapter 4............................................................................................................................................1
Lecture 2 (H2,7&8).................................................................................................................................4
Chapter 2............................................................................................................................................4
Chapter 7...........................................................................................................................................5
Chapter 8............................................................................................................................................8
Lecture 3: (H3 & 5)...............................................................................................................................10
Chapter 3..........................................................................................................................................10
Chapter 5..........................................................................................................................................12
Lecture 4: (H 6, 10 & 11).......................................................................................................................13
Chapter 10........................................................................................................................................13
Chapter 11........................................................................................................................................17
Chapter 6..........................................................................................................................................18
Lecture 5: (H 12)...................................................................................................................................19
Chapter 12........................................................................................................................................19
Lecture 6:..............................................................................................................................................23
Chapter 15........................................................................................................................................23
Lecture 7:..............................................................................................................................................27
Chapter 16........................................................................................................................................27
Lecture 8:..............................................................................................................................................29
Lecture 9:..............................................................................................................................................33
Chapter 9..........................................................................................................................................33
Lecture 10:............................................................................................................................................37
Chapter 13........................................................................................................................................37
Chapter 14........................................................................................................................................39
Lecture 11:............................................................................................................................................42
Chapter 17........................................................................................................................................42
Lecture 1:
Chapter 4
What is personality? the sum of ways in which an individual reacts to and interacts with others.
(the measurable traits)
Measuring personality is problematic.
,/ often done by (1) self-report studies. However, when they are used for hiring decisions the
results will be different than when they are used for learning to know oneself. Culture has influence
in how people rate themselves. F.e in western countries is it more valued to be individualistic while in
collectivistic countries (China) it is more valued to be self-diminishing.
(2)Observer-ratings > provide an independent assessment of personality.
Heredity = factors determined at conception.
Personality nature (Heredity) or nurture (environment)?
MBTI (Myers-Brigss Type Indicator) = personality test that taps 4 characteristics and classifies people
into 1 of 16 personality types.
1. E vs. I > Extraverted vs. Introverted
2. S vs. N > Sensing vs. Intuitive
3. T vs. F > Thinking vs. Feeling
4. J vs. P > Judging vs. Perceiving
Big Five Personality Model = a personality assessment model that taps five basic dimensions.
1. Conscientiousness > reliability (traits*: responsible, organized, dependable and persistent)
2. Emotional stability > ability the withstand stress. (traits*: positive and optimistic)
3. Extraversion > comfort level with relationships (traits: gregarious, assertive, and sociable,
generally happier and more ambitious) On the other hand, introverts tend to be more
thoughtful, reserved, timid and quiet.
4. Openness to experience > addresses the range of a person’s interests and their fascination
of novelty. (traits: creative, curious and artistically sensitive) Low? > comfort in the familiar,
like routine.
5. Agreeableness > propensity (=neiging) to defer to others. (traits: cooperative, warm and
trusting)
*of someone who scores high
Dark triad:
- Machiavellianism = ends justify all means (pragmatic, maintains emotional distance)
- Narcissism = it’s all about me (tendency to be arrogant)
- Psychopathy = lack of concern for others (lack of guilt or remorse when actions cause harm)
CSE = Core Self-Evaluation > bottom-line conclusions individuals have about their capabilities,
competence and worth as a person.
Self-monitoring = individuals ability to adjust his/her behaviour to external situational factors. (High
self-monitors are good in adapting to the expected public appearance and in taking silent cues. Low
monitors lack that ability or they simply just don’t care)
Proactive personality = people who identify opportunities, show initiative, take action and persevere
until meaningful change occurs. (may be important for working in teams)
Situation strength theory = indicates the way personality translates into behaviour that depends on
the strength of the situation.
- Clarity > which cues about work duties and responsibilities are available. High clarity?
strong situations. (Janitor. Low clarity: Nanny)
, - Consistency > which cues regarding work and responsibility are compatible with one another.
High? strong situation. (acute care nurse. Low > manager)
- Constraints > one’s freedom to decide or act, the extend of it is limited by forces outside
their control. Many constraints? strong situation.
- Consequences > degree to which decisions or actions have important implications for f.e the
organization. Important consequences? strong situation.
Trait activation theory (TAT) = a theory that predicts that some situations events or interventions
‘’activate’’ a trait more then others.
Values:
- What is right, good, desirable, preferable
- Relatively stable and enduring
- Vary among groups
- Influence our perceptions
- Linked to personality
Value system
Content: what do we find important? Intensity: How important do we find these things?
Terminal values vs. Instrumental values
Terminal values = (What would you like to accomplish? ) The goals a person would like to achieve
during his/her lifetime.
Instrumental values = (How will you accomplish your goals? ) preferable modes of behaviour or
means of achieving one’s terminal values.
Each generation can have its own values.
Person-job Fit = theory that identifies six personality types and proposes that the fit between
personality type and occupational environment determines satisfaction and turnover.
Person-organization fit = theory that people are attracted to and selected by organizations that
match their values, and leave when there is not compatibility.
Fit = favourable outcomes, Misfit = unfavourable outcomes)
Also: person-group fit (important in team settings), person supervisor-fit (important in area of
research)
Hofstede’s framework (or Hofstede’s dimensions)
Power distance: Inequalities op power and wealth (To which extent accepts society that
power in institutions and organizations is distributed unequally
Individualism vs. Collectivism: act as individual of rather as member of a group
Masculinity vs. Femininity: Separate roles for men and women (M) or same roles for men and
women. Women are treated equal to men (F).
, Uncertainty avoidance: extend to which a society feels threatened by uncertain and
ambiguous situations and tries to avoid them.
Long-term vs. short-term orientation: emphasize the future, thrift and persistence vs.
emphasize the present and accepts change.
Lecture 2 (H2,7&8)
Chapter 2
Attitudes =
1. Evaluative statements or judgements about objects, people or events.
2. Psychological tendency that is expressed by evaluating a particular entity with some degree
of favour or disfavour
The components of attitude =
Cognitive (= evaluation) > what do you see, hear, perceive, know?
Affective (= feeling) > how do you feel about this?
Behavioural (=action) > How do you (intend to) act toward someone or something?
Cognitive dissonance = any incompatibility between two or more attitudes or between behaviour
and attitudes. contradictions individuals might perceive between their attitudes and their
behaviour. ( people change what they say so they do not contradict what they do. F.e their
apartment building is better than another one, but when they move to the other one, suddenly the
other one is the better apartment building)
Job satisfaction is related to:
- Content of the job
- Social context
- Pay
- Personality
Job involvement = the degree to which a person identifies with a job, actively participates in it and
considers performance important to their self-worth.
Psychological empowerment = employees belief in the degree to which they affect their work
environment, their competence, the meaningfulness of their job and their perceived autonomy in
their work.
Organizational commitment = degree to which an employee identifies with a particular organization
and its goals and wishes to maintain membership in the organization
Perceived organizational support (POS) = degree to which employees believe an organization values
their contribution and cares about their well-being.
Employee engagement = individual’s involvement with, satisfaction with, and enthusiasm for the
work he or she does.
Consequences of job satisfaction:
- ? > exit, voice, loyalty, neglect
- Performance +? Good performance, -? Lesser performance
