Personality is the most important aspect to be considered in Modern Multi-Generational and Multi-Cultural Organisation Behaviour.

1. Presentation on
Personality and its Impact on
Behavior
By: Abhisek Khatua

2. Presentation Outline
 Meaning of Personality
 Determinants of Personality
 Various Personality Theories Showing Impact of Personality on
Behavior
 Measuring Personality
 Impact of Personality on Behavioral Style and Organizational
Behavior (Modern Aspects)

3. Meaning of Personality
o Word “Personality” derived from Latin word “Persona” denotes masks that
used to be worn by theatrical players.
o The Sum total of ways in which an individual reacts and interacts with others,
measurable traits of a person exhibits.
o An individual’s unique pattern of thoughts, feelings, and behaviors that
continues over time and across situations.

4. Personality and its aspects
Root cause of
Human
Behavior
Superficial
Social Image
that we adopt
Most Dominant
Characteristics
of our Behavior
Personality is
the Study of
Person
It is Dynamic

5. Determinants of Personality
(Personality is the result of Heredity and Environment)
Determinants of Personality
Biological factors Family & Social factors Cultural factors Situational factors
1. Heredity
2. Brain
3. Physical features
1. Socialization process
2. Identification process
4. Home environment
5. Social Group.
1. Independence (Australia)
2. Aggression (North Korea)
3. Competition (India)
4. Co-operation (Japan)
1. Positive Behavior
2. Negative Behavior

6. Personality Theories Showing Impact of
Personality on Behavior
1. Big Five Traits Theory
2. Holland’s Personality-Job Fit Theory
3. Psychoanalytical Theory
4. Social Cognitive Theory
5. Humanistic Theory

7. Theories at a Glance
Trait Theories:
Attempt to learn what traits make up personality and how
they relate to actual behavior
Psychodynamic Theories:
Focus on the inner workings of personality, especially
internal conflicts and struggles
Humanistic Theories:
Focus on private, subjective experience and personal growth
Social-Cognitive Theories:
Attribute difference in personality to socialization,
expectations, and mental processes

8. The Big 5 Personality Traits
Neuroticism
• Less negative thinking
and
fewer negative emotions
• Less hyper-vigilant
• Higher job & life
satisfaction
• Lower stress levels
Extroversion
• Better interpersonal skills
• Greater social dominance
• More emotionally
expressive
• Higher performance
• Enhanced leadership
• Higher job & life
satisfaction
Openness to
Experience
• Increased learning
• More creative
• More flexible &
autonomous
• Training performance
• Enhanced leadership
• More adaptable to
change
Agreeableness
• Better liked
• More compliant and
conforming
• Higher performance
• Lower levels of
deviant behaviour
Conscientious
ness
• Greater effort & persistence
• More drive and discipline
• Better organized & planning
• Higher performance
• Enhanced leadership
• Greater longevity
Big Five Traits Why Relevant What does it Affect

9. Psychodynamic Theory

10. Holland’s Personality-Job Fit Theory

11. Myers-Briggs Type Indicator (MBTI)
The most widely used personality assessment instrument in the world. It is a
100-question personality test that asks people how they usually feel or act in
particular situations.
1. Extraverted (E) versus Introverted (I).
2. Sensing (S) versus Intuitive (N).
3. Thinking (T) versus Feeling (F).
4. Judging (J) versus Perceiving (P).
Personality
Framework,
assess its
strengths and
weakness
Widely used by
Apple, GE, 3M, AT&T
and Citigroup

12. Impact of Personality on
Behavioral Style and
Organizational Behavior
 Important Role Player in Organizational Behavior.
 How People think, feel, behave affects many aspects of workplace.
 Personality influence behavior in Groups, attitudes, the way of
decision making.
Personality of
Individual
Individual
Behavior
Organizational
Behavior
Personality
Leadership
Motivation
Performance
Conflict

13. ORGANISATIONAL APPLICATION OF PERSONALITY:
Organizational Success
People with Particular
Personality
Effective and Efficient Goal
Achievement
 Personality reflects how employees get on with each other
and their work.
 Personality measurements may be used to enable decisions
relating to people.
 Employees-who to recruit and select for employment, who to
use for a particular role or task, who to use in a particular
group and who to use for an overseas assignment and who
to promote or develop.
 Customers-how to develop and market products and
services.

14. Does Personality Predict Organizational Citizenship
Behavior among Managerial Personnel ?
Organizational citizenship behavior (OCB) is a newly emerging concept in the
literature of organization behavior. The study was conducted on 188 front level
managers to examine the role of personality in organizational citizenship
behavior.
You can’t fake a personality, purpose, or passion.
According to Sir Richard Branson (Virgin Group Founder):
“You can’t train a Personality”
 Doesn't hire people for their skills and qualifications. He hires them for
cultural fit with one of his 400 companies.
 Branson suggests leaders draw out a candidate's personality during an
interview, and look for someone who's not only a good fit with the company
but versatile.
 "Find people with transferable skills--you need team players who can pitch in
and try their hand at all sorts of different jobs," he writes on LinkedIn

15. Global Concept
 Personality predicts the
performance of
Entrepreneurs
 Right Personality for
Global Work Place

16. Impact of Personality Traits to
Individual Behavior Style and
Organizational Behavior

17. Machiavellianism (Mach)
Who believe : ends can
justify means
Maintains emotional
distance.
1. Enjoy Direct
Interactions.
2. Prefer minimum
rules and regulations.
3. Enjoy emotions
distract for others
High-
Mach
Who believe : ends
may not justify means.
1. Like their Job Less.
2. More Stressed by
their Jobs.
3. Engage in more
deviant work
behaviors.
Low-
Mach
It is the degree to which an individual is pragmatic, maintains
emotional distance, and believes that ends can justify means.

18. Narcissism
A Narcissism Person:
• Has grandiose sense of self-importance,
• Requires excessive admiration,
• Has a sense of entitlement,
• Is arrogant,
• Tends to rated as less effective.
1. More Charismatic.
2. Likely to Emerge
as Leaders.
3. Display better
psychological health
as they self-report
4. Organization sees
them as Influential
1. Undesirable.
2. Want to gain
admiration of others
3. ‘Talk Down
Attitude’
4. Selfish
5. Belief others
exists for their
Benefits
6. Higher Employee
Turnover
Advantages
Disadvantages

19. Proactive Personality
People who identify opportunities, show
initiative, take action, and persevere
until meaningful change occurs.
Select,
Create, and
Influence
work
Situations in
their Favor
Satisfied
with Work
Help
Others
Build
Relationsh
ips
Entrepren
eurial
Initiative
Engage in
Career
Planning
Positive
Change
Agents

20. It is the Bottom-line conclusions individuals have about their capabilities,
competence, and worth as a person.
Core Self-Evaluation
See themselves as
capable, effective.
In control of their
environment.
1. Perform better than
others.
2. Ambitious Goals,
committed towards
goals.
3. Persists longer to
achieve the goals.
Positive Dislike themselves.
Question their
capabilities.
View themselves as
powerless over their
environment.
1. Lower Performance
2. Not Committed
3. Loosing Focus
4. Not Stable
Negative

21. Locus of Control
Who believe that they
control what happens
to them
(Good Managers)
1. Confident
2. Task Performer
3. Self-Motivated
Internals Who believe that what
happens to them is
controlled by outside
forces such as luck or
chance
(Low Performers,
Subordinates)
1. Luck Dependent
2. Not seems to be
Hardworking
3. Followers
4. Easy Targets for
Conflict
Externals
It means the degree to which people believe they are masters of
their own fate.

22. Self-Monitoring
A personality trait that measures an individual’s ability to adjust his
or her behavior to external, situational factors.
•Flexible
•Unpredictable
•Behave differently in different situations.
•Emerge as Leaders
•More Mobile and receive more Promotions
High Self-Monitors
•act from internal states rather than from
situational cues.
•less likely to respond to work group norms
or supervisory feedback.
•show consistency.
Low Self-Monitors

23. Risk Taking
Risk Taking is the willingness to take chances to get return; a quality
that affects how much time and information an Individual need to
make a decision.
High Risk Taker
1. Make quicker decisions
2. Use less information to make
decisions
Operate in smaller and more
entrepreneurial organizations
Low Risk Taker
1. Are slower to make decisions
2. Require more information before
making decisions
Exist in larger organizations with
stable environments

24. Self Efficiency
It means the beliefs and expectations about one’s ability to accomplish
a specific task effectively.
Sources:
Prior Experience
Prior Success
Positive Thinking
Impact:
Independent Worker
Motivated
Let’s Do Approach

25. Self Esteem
It is the feeling of Self-Worth.
It includes Internal factors such as self-respect,
autonomy, and achievement, and external factors
such as status, recognition, and attention.
Highly
Motivated
•Always
ready to
take new
Opportunit
ies
Result
Oriented
•Always
hungry for
Rewards
and
Incentives
Respect
and
Status
•They work
for Name
and fame
Success
Failure

26. Conclusion

27. References
 Stephen P. Robbins & Timothy A. Judge, Organizational
Behavior, 15th Edition, 131-148.
 Akhilendra K. Singh and A. P. Singh, Does Personality
Predict Organizational Citizenship Behavior among
Managerial Personnel, Journal of the Indian Academy of
Applied Psychology, July 2009, Vol. 35, No. 2, 291-298.
 Genpact Official Website
 Hogan, J., Rybicki, S. L., Motowidlo, S. J., & Borman, W. C.
(1998). Relationship between contextual performance,
personality and occupational advancement. Human
Performance, 11, 189-207.

28. Thank You