INDIVIDUAL BEHAVIOR

Diversity
Diversity

 Diversity refers to identity-based differences among

and between people that affect their lives as
applicants, employees, and customers. Surface-level
diversity represents characteristics of individuals
that are readily visible, including, but not limited to,
age, body size, visible disabilities, race, or sex.
Deep-level diversity includes traits that are non
observable such as attitudes, values, and beliefs.
Finally, hidden diversity includes traits that are
deep-level but may be concealed or revealed at the
discretion of individuals who possess them.
 Diversity
 Diversity and inclusion in the workplace cause
all employees to feel accepted and valued.
When employees feel accepted and valued, they
are also happier in their workplace and stay
longer with a company. As a result, companies
with greater diversity in the workplace
have lower turnover rates.
Faultlines

 Group faultlines are hypothetical dividing

lines that may split a group into subgroups
based on one or more attributes.
Definition of Personality
Personality - A relatively stable set of
characteristics that influences an individual’s
behavior
 INTRODUCTION
 Personality of an individual also affects human
behavior.
 Personality is the sum total of an individual’s
psycho-physical systems that determine his/her
behavior in a given environment/situation.
 ‘Personality’ has been derived from the Latin word
‘per sonare’ which means ‘to speak through.’
 Originally, the term denoted the masks worn by the
actors in the ancient Greek dramas.
DEFINITIONS
Thus, personality includes both internal and external aspects
of a person. Here, external aspects relate to one’s height,
weight, facial features, color, and other physical aspects and
traits.

 One’s attitude, values, learning, etc. are the examples of

internal aspects of personality.

 Of more importance to O.B. are internal aspects of

personality.
DETERMINANTS OF PERSONALITY
Heredity

Environment

Situation
Jim Springer and Jim Lewis

 Both were adopted by families

living in Ohio and grew up within
45 miles of each other. Both had
childhood dogs they named
“Toy.” Both were married twice —
first to women named Linda, and
then to women named Betty.
Both had children — including
sons named James Allen. Both
lived in the only house on their
block. Both were chain-smokers,
enjoyed beer, had woodworking
shops in their garages, drove
Chevrolets, and served as sheriffs
in separate Ohio counties.
BIG-5
Benefits of Big 5
 1. Take note of the personality traits you need before hiring
 Using the Big Five, you can put together a rough blueprint of the personalities
you already have in your team and make a note of which personality traits
would best fit into the new role.
 2. Look for personalities that will fit into and compliment your company
culture
 Understanding the personality traits that suit the role you’re hiring for is
important, but how personalities fit together can make a big difference as well..
 3. Pair new employees up with team members who suit their personality
type
 When new employees come on board it’s fairly standard for an existing
employee to show them the ropes. If you’re buddying up new employees for a
while, taking personality types into consideration could make your employee on
boarding process smoother.
 4. Its universally applicable across cultures

Limitations of Big5
1. The Big 5 traits are too broad. This is arguably the greatest strength and the greatest weakeness
of the test. The fact that it measures personality in broad and non-conditional terms make it easy to
use, generalizable, and universally relevant. However, this also makes the test subject to inaccuracy
— people generally do not naturally use a trait system to describe themselves; rather, they will tend
to make conditional statements (e.g., ‘I am very quiet when I have things on my mind’). These
subtleties, which capture the finer aspects of a personality, and may very well reflect variation in
behaviour from one situation to the next, are omitted in the Five Factor Personality Test.
 2. For similar reasons, it is superficial. There is a lot of evidence that one can get a fairly accurate
sense of a stranger’s big 5 traits in a single minute. This is why McAdams refers to the test as the
‘psychology of a stranger’. ‘Think about someone who you know really well’, McAdams writes,
‘What is it you know about him or her that you don’t know about other people. Is it traits? Probably
not.’
 3. The Big 5 traits are only descriptive. While Trait Theory can effectively ‘describe’ a personality, it
says nothing about why or how these personalities exist. In a world where self-improvement is a
seemingly universal goal, the Five Factor Personality Test is lacking in it’s inability to answer these
important questions. ‘Yes, I’m high in neuroticism and I’m 18. But why is that the case, and how can I
change it?’
 The big 5 traits may be better understood as a rough indication of how a person move’s through
their life in terms of social and emotional behaviour. This by no means negates the value of the test:
it is still one of the best (or more likely, the best) description of personality structure. This only
reminds us, that with the multitude of tests and measurements available, there are many cases
when we must not rely solely on the Five Factor Personality Test.
The MBTI Test
The test is broken down into four categories.
1. Favorite World: Do you prefer to focus on the outer world or your own inner
world? This is called Extraversion (E) or Introversion (I)
2. Information: Do you prefer to focus on the basic information you take in or do
you prefer to interrupt and add meaning? This is called Sensing (S) or Intuition
(N)
3. Decisions: When making decisions, do you prefer to first look at logic and
consistency or first look at the people and special circumstances? This is called
Thinking (T) or Feeling (F)
4. Structure: In dealing with the outside world, do you prefer to get things
decided or do you prefer to stay open to new information and options? This is
called Judging (J) or Perceiving (P)