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Organizational
| Term | Definition |
|---|---|
| Personality-job fit theory | A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover |
| Realistic type | Realistic: Prefers physical activities that require skill, strength, and coordination Shy, genuine, persistent, stable, conforming, practical Mechanic, drill press operator, assembly-line worker, farmer |
| Artistic type | Prefers ambiguous and unsystematic activities that allow creative expression Imaginative, disorderly, idealistic, emotional, impractical Painter, musician, writer, interior decorator |
| Enterprising type | Prefers verbal activities in which there are opportunities to influence others and attain power Self-confident, ambitious, energetic, domineering Lawyer, real estate agent, public relations specialist, small business manager |
| Conventional type | Prefers rule-regulated, orderly, and unambiguous activities Conforming, efficient, practical, unimaginative, inflexible Accountant, corporate manager, bank teller, file clerk |
| Social type | Prefers activities that involve helping and developing others Sociable, friendly, cooperative, understanding Social worker, teacher, counselor, clinical psychologist |
| Investigative type | Prefers activities that involve thinking, organizing, and understanding Analytical, original, curious, independent Biologist, economist, mathematician, news reporter |
| Person-organization fit | People are attracted to and are selected by organizations that match their values, and they leave organizations that are not compatible with their personalities |
| Personality | The sum of ways in which an individual reacts to and interacts with others |
| Myers-Briggs Type Indicator (MBTI) | One of the most widely used personality assessment instruments in the world (16 personalities) |
| Big Five Model | Proposes that five basic dimensions underlie all others and encompass most of the significant variation in human personality |
| Conscientiousness | Measure of personal consistency and reliability |
| Emotional stability | Taps a person’s ability to withstand stress |
| Extraversion | Captures our relational approach toward the social world |
| Openness to experience | Addresses the range of interests and fascination with novelty |
| Agreeableness | An individual's propensity to defer to others |
| Dark Triad | A constellation of negative personality traits |
| Machiavellianism | Person that is pragmatic, maintains emotional distance, and believes ends can justify means |
| Narcissism | Person that has a grandiose sense of self-importance, requires excessive admiration, and is arrogant |
| Psychopathy | Person that has a lack of concern for others and a lack of guilt or remorse when actions cause harm |
| Core self-evaluations (CSEs) | Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person |
| Self-monitoring | An individual’s ability to adjust behavior to external, situational factors. |
| Proactive personality | People that ca identify opportunities, show initiative, take action, and persevere until meaningful change occurs, unlike those who generally react to situations |
| Situation strength theory | Theory that proposes that the way personality translates into behavior depends on the strength of the situation |
| Clarity, Consistency, Constraints, Consequences | Situation Strength elements |
| Trait Activation Theory (TAT) | Theory that predicts that some situations, events, or interventions “activate” a trait more than others |
| Values | Basic convictions that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence |
| Value system | A hierarchy based on a ranking of an individual's values in terms of their intensity |
| Terminal values | Desirable end-states of exsistence; the goals a person would like to achieve during their lifetime (success, freedom, health, meaning in life, etc.) |
| Instrumental values | Preferable modes of behavior or means of achieving one's terminal values (autonomy, kindness, goal orientation, etc.) |
| Hofstede's Framework | One of the most widely referenced approaches for analyzing variations among cultures |
| Power distance | The degree to which people in a country accept that power in institutions and organizations is distributed unequally |
| Individualism | The degree to which people prefer to act as individuals rather than as members of groups and believe in an individual’s rights above all else |
| Collectivism | Emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them |
| Masculinity | The degree to which the culture favors traditional masculine roles such as achievement, power, and control, as opposed to viewing men and women as equals |
| Femininity | The culture sees little differentiation between male and female roles and treats women as the equals of men in all respects |
| Uncertainty avoidance | The degree to which people in a country prefer structured over unstructured situations |
| Long-term orientation | The extent to which a culture looks to the future and values thrift, persistence, and tradition |
| Short-term orientation | People value the here and now; they also accept change more readily and don’t see commitments as impediments to change |
| Global Leadership and Organizational Behavior Effectiveness (GLOBE) | A research program doing an ongoing cross-cultural investigation of leadership and national culture |
Created by:
cristinatuduri