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LESSON – 8

PERSONALITY
Contents

8.0 Aims and Objectives

8.1 Introductions
8.2 Personality
8.2.1 Personality determinants:
8.2.2 Dimensions of self-concept:
8.2.3 Key personality traits relevant to work
behavior
8.2.4 Personality types (MBTI)
8.3 Let us Sum Up
8.4 Lesson-End Activities
8.5 References

8.0 AIMS AND OBJECTIVES

This lesson IV covers the various dimensions of personality and its components. By
learning the concepts and its application of Personality theories, our students are able to:
i) Understand the personality determinants of personality and personality traits
ii) Realize the importance of key personality traits relevant to work behavior
iii) Understand Big Personality traits and MBTI Personality types and its
implications in selection, training, formation of teams etc.

8.1 INTRODUCTION

People tend to have a general notion that personality refers to a personal appearance with
charming smile, or outlook. But psychologists view the concept as dynamic in nature
concerned with growth and development of a person’s whole psychological system.

Personality can be defined as the consistent psychological patterns within an individual

that affect the way they interact with others and the situations they encounter.
Personality is defined as relatively stable and enduring characteristics that determine our
thoughts, feelings and behavior. Personality is a complex phenomenon and there are
various perspectives of personality construct. One common and simple definition of
Personality is: It is the consistent psychological patterns within an individual that affect
the way they interact with others and the situations they encounter.

8.2 PERSONALITY
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Research studies shows that individual’s personality is more or less consistent, lasting,
and can remain substantially constant across all the situations and time. But there are
individual differences, for some people, these straits may be consistent across a number
of situations, that is, they exhibit the same behavior such as shyness or inhibitions in the
entire situation at all the time. But others may vary quite a lot. Changes in personality
occur slowly over an extended period of time. Thus, if managers are able to understand
certain dimensions of personality traits exhibited by individuals, they can predict
confidently to a great extent the daily behavior of employees.

8.2.1 Personality Determinants

There are several factors that determine the formation or shaping of our personality.
Among them the three major factors are: Heredity, Environment and Situation.

i) Heredity

The genetic components inherited from our parents at the time of conception determine
strongly the personality characteristics of an individual. The color, height, physical
statutory, facial attractiveness, gender, temperament, muscle composition, inheritable
diseases etc are considered to be inherited from our parents.

Research studies conducted on identical twins that were reared in different places,
temperament of young children, longitudinal studies on the job satisfaction of employees
over long period of time and across different situation reveal that the heredity plays a
substantial role in determining the behavior of individuals. If all personality
characteristics were completely dictated by heredity, they would be fixed at birth and no
amounts of experience could alter them.

ii) Environment

The culture in which people are brought up in their lives and they type of socialization
process such as family’s child rearing practices, socio economic status of the family,
number of children in a family, birth order, education of the parents, friends and peer
group pressures, religious practices, the type of schooling and recreational activities,
pastime behavior etc play a critical role in shaping our personalities.

For example, our parents mould the character of all children, almost from birth by
expressing and expecting their children to conform to their own values through role
modeling and through various reinforcement strategies such as rewards and punishments.
Research studies reveal that the birth order – the difference between first born children
and later born children determine certain key personality characteristics, that is, first
born tend to exhibit more ambitious, and hard working, more cooperative, more prone to
guilt and anxiety and less openly aggressive.
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Both the heredity and environment are equally important in determining personality
characteristics of an individual. Heredity sets the parameters or outer limits, but a
person’s full potential will be determined by how well he or she adjusts to the demands
and requirements of the environment.

iii) Situation

The type of specific situation which a person encounters also equally shapes the type of
personality characteristics. For example, an individual’s exposure to a job interview and
the type of experiences encountered during that time will shape certain personality
characteristics. Similarly, going for a picnic with friends and encountering the type of
experiences whether pleasant and unpleasant will shape the personality characteristics of
individuals.

8.2.2 Dimensions of Self-Concept

It is defined as the totality of individual’s thoughts and feelings having reference to
himself as an object. The self concept is made up of collection of attitudes, feelings, ideas,
opinions that they have about themselves including their preference towards sports, books,
physical ability, smartness sexuality, job performance etc. In short, the self-concept is
what we think and feel about ourselves. People tend to have both positive and negative
self concept. Those who have very positive self concept tend to have high level of
confidence, achievement, and success in their life.

8.2.3 Key Personality Traits Relevant to Work Behavior

i) Self Esteem:

It refers to the individuals’ self worthiness and the extent to which they regard themselves
as capable, successful, important and worthwhile. People who feel good about
themselves will always produce good results. Studies of self-esteem show that it is
closely related to mental health. People with low self-esteem are more likely to suffer
depression and greater stress. People with positive self-esteem adjust to life better and
deal every day problems more effectively. Individuals’ with high self esteem will try to
take up more challenging assignments and be successful, which in turn, enhance their
overall self-concept. People with high self esteem would tend to classify themselves as
highly valuable in the organization.

ii) Locus of Control:

It refers to the extent to which people tend to have control over their own fate and life.
There are two type of locus of control. The Internal Locus of Control refers to those who
believe that they control what happens to them and shape the course of their evens in
their lives, whereas the External Locus of Control believe that what happens to them is
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controlled by outside forces such as luck or chance. Internals always believe in putting
more effort and seek more job related information, rely more on their own abilities and
judgment at work, and more actively seek opportunities for advancement.

iii) Self Efficacy:

It refers to the belief that a person has in their own capability to perform a specific task.
People with high self-efficacy will prefer to have moderate level of task difficulty, strong
self confidence and conviction in the chosen tasks and possess high expectation in
completing the assignment across the entire situation. Employees with high self-efficacy
respond to specific negative feedback about their performance with increased motivation
and effort, while those with low self-efficacy are more likely to give up and reduce their
motivation

iv) Self-Monitoring:

It refers to the extent to which a person has the ability to adjust his or her behavior to
external or situational factors. Those with high self- monitoring will be more sensitive and
notice the significant changes occurring in the environment and able to adapt them by
adjusting their behavior. High self- monitors are capable of exhibiting a striking contrast
between their public persona and their private self. Low self- monitors cannot disguise
their behavior and tend to exhibit the same behavior all the time.

v) Emotional Intelligence:

It is also called as EQ which refers to individual’s ability to be aware of feelings and

emotions and the extent to which they can manage them more effectively in dealing with
others and challenging events. It consists of five main abilities:

a) Knowing one’s emotions: Self-awareness and recognizing ones feelings as it

occurs
b) Managing emotions: Handling feelings and emotions appropriately to the relevant
situations
c) Motivating oneself: Directing the feelings and emotions in such a way to fulfilling
the desired goals
d) Recognizing emotions in others: Empathizing and understanding the feelings and
emotions for others
e) Handling Relationships: Being able to interrelate, communicate and work with
others.

Emotional Intelligence (EI) is very closely linked to our self-concept, because it is

strongly related to self awareness.
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vi) Big Personality Traits

There are five Big Personality Traits which have a significant impact in individual’s life.
They are as follows:

a) Extroversion: Extroverts are sociable, lively, and gregarious and seek outward
interaction. Such individuals are likely to be most successful working in
marketing division, public relations etc. where they can interact face to face with
others. Introverts are quite, reflective, introspective and intellectual people,
preferring to interact with a small intimate circle of friends. Introverts are more
likely to be successful when they can work on highly abstract ideas (accountant,
R&D work etc) in a relatively quite atmosphere.

b) Agreeableness: This refers to the extent to which individuals agreeing and

cooperating with others. Highly agreeable people are cooperative, warm and
trusting. People who score low on agreeableness are cold, disagreeable and
antagonistic. This characteristic is very important and critical in attaining a
successful achievement in their life.

c) Conscientiousness: This refers to the extent to which people are responsible

and dependable in their work and life. A highly conscientiousness person is
responsible, organized, dependable and persistent. They are likely to move
upward direction very quickly and attain remarkable achievement in their life.
Those who score low on this dimension are easily distracted, disorganized and
unreliable.

d) Emotional Stability: This refers to the extent to which people have the ability
to withstand stress. People with positive emotional stability tend to be calm, self-
confident and secure. Those with highly low level of emotional stability tend to be
nervous, anxious, depressed and insecure.

e) Openness to experience: This refers to the extent to which people are more
imaginative, artistic sensitivity and intellectualism. Individuals tend to vary
widely ranging from conservative to creative or artistic. Extremely open people
are creative, and artistically sensitive. Whereas not so open category personnel are
very conservative and find comfort in the familiar or routine activities.

8.2.4 Personality Types (MBTI)

MBTI describes four dimensions of Personality Types:

(a) Extroversion versus Introversion: (The ways in which people relate to the world)
(b) Sensing versus Intuition: (Becoming aware of and perceiving information)
(c) Thinking versus feeling: (Ways of deciding and prefer to make judgments)
(d) Judging and Perception: (The amount of control exercising and organizing people)
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a) Extroversion and Introversion:

This deals with whether the focus of attention is directed towards outwardly or inwardly.
Where do you prefer to focus your attention?

Extroversion:

Extroverted attention flows outward to the world of objects and people or external ideas.
They are interacting more with people.

Characteristics associated with people who prefer Extraversion are:

· Attuned to external environment
· Prefer to communicate by talking
· Work out ideas by talking them through
· Have broad interests
· Sociable and expressive
· Readily take initiative in work and relationships

Extroverts are usually active, sociable, like variety and stimulation, and are often good
speakers, sales people or public relations professionals.

Introversion:

Introverted attention focused on the subjective, inner world of thoughts, feelings and
ideas. Introverts like quit reflection, can concentrate on one idea or thought for longer
than an extrovert, and are less active and prone to change.

Characteristics associated with people who prefer Introversion are:

· Drawn to their inner world
· Prefer to communicate in writing
· Work out ideas by reflecting on them
· Learn best by reflection, mental “practice”
· Focus in depth on their interest
· Private and contained

Research scientists, academicians and librarians are often introverts.

b) Sensing Versus Intuition:

This aspect deals with the ways of collecting information and ideas.
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Sensing

A person with a sensing preferences focuses on the specific, practical and tangible. The
sensing person relies more on the physical or material reality of the world of the five
senses: touch, sight, sound, taste or smell. Sensing managers take in information through
their senses and attend to the details of the problem. They like to solve problems in
standard ways. They are patient with routine details and are precise in their work. They
distrust creative inspirations and usually work all the way through to reach conclusions.
They emphasize action, urgency and bottom- line results.

Characteristics associated with people who prefer Sensing:

· Oriented to present realities
· Factual and concrete, precise and practical
· Focus on what is real and actual
· Observe and remember specifics
· Build carefully and thoroughly toward conclusions
· Understand ideas and theories through practical applications
· Trust experience

The sensing person is likely to provide a practical solution to problems. They may be
good at repairing machines, sports, building, handicrafts, or keeping the detailed records
of a business.
Sensation Feelers (SF) deal with concrete problems in a methodical way. They have
astute powers of observation regarding the details of how an organization is run. SFs do
not fight the system, but use what is available for problem solving. SFs are non-
judgmental of their co-workers and do not look for underlying motives and meanings in
people’s behavior. If organizations do not have adequate SF’s, small problem will go
unattended till they become big.
Possible Shortcomings: SF’s may be reluctant to accept new ideas and are impatient with
abstract theories. They react adversely to radical changes. They have difficult honoring
commitments and decision made in the past since they live full in the present moment.

Intuition

This person relies more on their insights and based on that they guess, assume and draw
the inferences. Ideas, associations or creative process often accompany the presence of
intuition. They focus on the relationships and connections between facts. Intuition
manager like solving new problems and are impatient with routine details. They perceive
the problem in its totality and consider several alternatives simultaneously. They are
imaginative and futuristic, enjoying mind testing games..

Characteristics associated with people who prefer Intuition:

· Oriented to future possibilities
· Imaginative and verbally creative
· Focus on the patterns and meanings in data, sees beyond the surface
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· Remember specifics when they relate to pattern

· Move quickly to conclusions, follow hunches
· Want to clarify ideas and theories before putting them into practice
· Trust inspiration

The intuitive person is likely to have an affinity for music, literature, the arts, higher
mathematics, and science and abstract theories. People with high level of intuition are
also likely to be creative, adaptable and open to new ideas, and they are often artists,
musicians, strategic players or architects.
Intuitive Thinkers (NT) are the architects of progress and ideas. They are interested in the
principle on which the organization is built and seek answers to he significant events.
They have enormous drive and are creative. If organizations do not have adequate
number of NT’s, change will be minimal.
Shortcomings of Intuitive Thinkers: Intuitive Thinkers may not always be aware of the
feelings of others. Unless subordinates are intellectually competent, they may not be
considered valuable. They expect a great of themselves and others and tend to escalate
standards.

c) Thinking versus Feeling:

These deals with the way people make decisions.

Thinking

The person with a preference for thinking tends to be objective, analytical and impersonal
in decision and judgments. Thinking managers are logical and analytical in their problem
solving and search for additional information in a logical manner.

Characteristics associated with people who prefer Thinking:

· Solve problem with logic,
· Use cause and effect reasoning
· Strive for an objective standard of truth
· Can be “tough- minded”
· Fair – want everyone treated equally

As this person is logical in analysis, he is good at organizing, scheduling, comparing,

analyzing and quantitatively evaluating objections and activities.
Sensation Thinkers (ST) are decisive and excellent at decisions involving precise
interpretations of facts and figures. They are persevering and precise. They want the
organization run on an impersonal basis. They are hard working and super dependable.
Organizations run efficiently because of such managers.
Possible Shortcomings: STs cannot tolerate delays due to complications. In periods of
rapid changes they still cling to rules and procedures which is dysfunctional. When
dealing with others, STs may not accurately perceive the interpersonal process. They
withhold rewards unless full deserved others.
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Feeling

People who use feelings to make decision are more likely to be empathetic, loyal, and
appreciative and tactful. Feeling types consider the person and are likely to bend the rules
if the situation warrants. Feeling managers heavily emphasize the human aspects in
dealing with organizational problems and is more process oriented. They enjoy pleasing
people and avoid conflicts.
Intuitive Feelers (NF) have personal charisma and commitments to the people they lead.
They communicate their caring and enthusiasm. They are comfortable in an unstructured,
group-centered management system that lets employees participate in the decision-
making process. If adequate NF’s are not available in organization, an organization will
become cold, sterile and dull.
Possible Shortcomings; NF’s make decision on the basis of personal likes and dislikes.
They often try to please others all the time.
Characteristics associated with people who prefer Feeling:
· Empathetic
· Guided by personal values
· Assess impacts of decisions on people
· Strived for harmony and positive interactions
· Compassionate
· May appear “tenderhearted”

They like helping other people and often work as nurses, counselors and artists. They use
past experiences and values and seek harmony when making judgments.

d) Judgment versus Perception

This aspect deals with the amount of control a person has over events and organizing
things.

Judgment

The strong Judgment oriented people tend to live in a planned, decided and orderly way,
wanting to regulate their life and control events. They are given more responsibility and
authority because their operating mode is stable and predictable.

Characteristics associated with people who prefer Judging:

· Scheduled
· Organize their lives
· Systematic
· Methodical
· Make short and long term plans
· Like to have things decided
· Try to avoid last- minute stresses
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The person with a strong orientation for judgment will therefore be good at making
decision and planning. They usually make good managers, engineers and lawyers.

Perception

Perceptive people tend to live in a flexible, spontaneous way, wanting to understand life
and adapt to it. They often appear to be more relaxed and less organized than judging
types and are less attracted to schedules and routines.

Characteristics associated with people who prefer Perceiving:

· Spontaneous
· Flexible
· Casual
· Open-ended
· Adapt, change course
· Like things loose and open to change
· Feel energized by last minute pressures.

The perceptive type, on the other hand, may wait until all the information and aspects of a
situation are seen before they make a decision. Artists, consultants, musicians and
counselors tend to be perception oriented.

8.3 Let us Sum Up

in this unit, we have learnt about the various personality determinants and
personality traits. We have learnt that the three major factors that determine the formation
of personality are Heredity, Environment and situation.

8.4 Lesson-End Activities

1. What are the key determinants of personality?
2. Explain the components of Big Five Personality factors.
3. Describe MBTI Personality types and its key characteristics with suitable
examples.
4. Explain the key personality traits relevant to work behavior.
5. Explain the self concept and how does it affect employees’ performance.
6. Define Extroversion and Introversion.

8.5 References
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LESSON – 9

KEY PESONALITY CHARACTERISTICS

RELEVANT TO WORK PLACE.

Contents
9.0 Aims and Objectives
9.1 Introduction
9.2 personality characteristics
9.2.1 Other key personality characteristics relevant to work place
9.3 Let us Sum Up
9.4 Lesson-End Activities
9.5 References

9.0 AIMS AND OBJECTIVEWS

In this lesson V, the various work related personality traits are discussed and its
application in predicting works behavior. Further, Hollands’ hexagonal personality types
and the required occupational environment are highlighted. After completion of this
lesson, the students are able to:
i) Understand the meanings and its application of various work related
personality traits and the ways in which such concepts can be applied
effectively at work.
ii) Realize the importance of Personality – Job fit concepts proposed by Holland
and its application in work life situations.

9.1 INTRODUCTION
Personality should be considered as an individual’s unique profile of characteristics
relevant to the manager. Any number of human characteristics has been proposed over
the years as being part of an individual’s personality. They included various traits such as
general intelligence, specific task related aptitudes such as spatial skills, arithmetic skills,
and mechanical skills. A variety of other work related personality traits include risk
aversion, locus of control, dogmatism, authoritarianism, values and beliefs etc. The utility
of any measure of personality in applied organizational settings lies in its ability to
predict and explain actual behavior and performance. The personality of employees
should be of concern to mangers only to the extent that it is predictive of performance in
specific job settings.

In sorting through and considering the variety of human characteristics to be considered

as part of personality, the manager should evaluate each proposed personality
characteristics or dimensions in terms of how well it predicts behavior and performance
in specific organizational settings.
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9.2 OTHER KEY PERSONALITY CHARACTERISTICS RELEVANT

TO WORK PLACE:

Some of the important personality factors that determine what kinds of behaviors are
exhibited at work include need patterns, locus of control, introversion and extroversion,
tolerance of ambiguity, self-esteem and self-concept, authoritarianism and dogmatism,
Machiavellianism, Type A or B Personality and work ethic.

9.2.1 Authoritarianism and Dogmatism:

People who are likely to have authoritarian orientation tend to use their power more
aggressively towards their subordinates and create a very defensive climate in the
department, while at the same time they are being very submissive or docile towards their
supervisors. Dogmatism refers to the extent to which people are flexible or rigid in
dealing others. Managers who are exhibiting these traits are likely to be detached from
others and people show much of hatredness in them.

A combination of high authoritarianism and dogmatism is obviously not conducive to

creativity and organizational effectiveness since new ideas that people at lower levels in
the system have will neither be listened to nor implemented. Certain societies tend to
accept authority much better than others, and hence authoritarianism can be traced to
needs of dependency in members in some cultures who feel comfortable when they are
‘told’ the ways in which things have to be carried out in their work.

9.2.2 Machiavellianism:

This refers to the extent to which people are manipulative and tactic in achieving one’s
own goals. These people strongly believe that ends can justify means. People who are
high Machiavellian tend to be cool, willing to twist and turn facts to influence others and
try to gain control of people, events, and situations by manipulating the system to their
advantage. High Machiavellians may be successful only for a short period but in long run
they tend to be distrusted and disliked by many in the department and finally they may be
ineffective.

High-Machiavellians manipulates more, win more, are persuaded less and have a grater
influence over other people than do low-Machiavellians. Yet these High-Machiavellians
outcomes are moderated by situational factors. It has been found that High-
Machiavellians flourish:
· when they interact face-to-face with others rather than indirectly
· when the situation has a minimum number of rules and regulations, thus allowing
latitude for improvisation
· where emotional involvement with details irrelevant to winning distracts low-
Machiavellianism
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· when forming coalitions which they use to their advantage.

The following are the strategies to protect against the manipulative actions of High-
Machiavellians:
i) Expose them to others: Expose the broken promises, manipulative strategies
and lies of high-Machiavellian to others.
ii) Pay attention to what people do, not to what they say: High-Machiavellians
make great promises and are great persuaders, so pay attention to the action
that a person carries out and avoid being swayed by smooth promises
iii) Avoid situations that give high-Machiavellians the edge: Do not make
decisions quickly where emotions are high and a person puts forward a
persuasive argument and pushes for an immediate decision. Try not to face
this person on a one-to-one basis. Invites others to participate in the meeting. :

Risk Taking

This refers to the extent to which people are willing to take chances. This propensity to
assume or to avoid risk has been shown to have an effect on their decision making
capabilities and information gathering process. High risk taking managers made more
rapid decision and used less information in making their choices than did the low risk
taking managers.

The requirement of Risk taking propensity varies from the different types of job demands.
For instance, a high risk taking propensity may lead to more effective performance for a
stockbroker in brokerage firm than an accountant whose job demands more cautious
approach in dealing each and every one of the things. An accountant performing auditing
activities is expected to have low-risk taking propensity as his nature of job demands to
follow a book of rules and regulations.

9.2.3 Type A and Type B Personality:

This refers to the extent to which people tend exhibit certain characteristics. Type A
person feels a chronic sense of time urgency, are highly achievement oriented, exhibit a
competitive drive and are impatient when their work is slowed down for any reason.
Type B persons are easygoing individuals who do not have sense of time urgency, and
who do not experience the competitive drive.

Type A Mangers do operate under moderate to high level of stress. They subject
themselves to more or less continuous time pressure, creating for themselves a life of
deadlines. These characteristics result in some rather specific behavior outcomes. For
example, Type A people are fast workers because they emphasize quantity over quality.
In managerial positions, Type A executives demonstrate their competitiveness by
working long hours and not infrequently making poor decisions because they make them
too quickly. Type A’s are also rarely creative. Because of their concern with quantity and
speed, they rely on past experiences when faced with problems. They do not allocate the
time that is necessary to develop unique solutions to new problems.
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Which category of people – Type A or Type B more successful in organization? The

research results reported that great sales people are usually Tape A category. But the
senior executives are likely to be Type B category. The main reason is that Type A
people are usually trade off quality of effort for quantity. Promotions in corporate and
professional organization usually go to those who are wise rather than to those who are
merely hasty, to those who are tactful rather than to those who are hostile, and to those
who are creative rather than to those who are merely agile in competitive strife.

The following are their typical characteristics of Type A and Type B people. Type A
people are likely to more chances to get coronary heart diseases than Type B people.

Type A Personality
· Competitive
· High Need for Achievement
· Aggressive
· Works Fast
· Impatient
· Restless
· Extremely Alert
· Tense Facial Muscles
· Constant Time Pressure

Type B Personality
· Able to Take Time to Enjoy Leisure
· Not Preoccupied with Achievement
· Easy Going Works at Steady Pace
· Seldom Impatient
· Relaxed
· Not Easily Frustrated
· Moves Slowly
· Seldom Lacks Enough Time

9.2.4 Tolerance for Ambiguity

This dimension refers to the extent to which individuals are threatened by or have
difficulty coping with situations that are ambiguous, where change occurs rapidly or
predictably, where information is inadequate or unclear or where complexity exists. This
personality characteristic indicates the level of uncertainty that people can tolerate with
out experiencing undue stress and can still function effectively. Managers with higher
tolerance of ambiguity scores are more likely to be entrepreneurial in their actions, to
screen out less information in a complex environment, and to choose specialties in their
occupations those possess less-structured tasks. It is also reported that individuals who
are more tolerant of ambiguity have more difficulty focusing on a single important
element of information – they are inclined to pay attention to a variety of items – and
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they may have somewhat less ability to concentrate without being distracted by
interruptions.

There are three dimensions in Tolerance of Ambiguity. They are Novelty, Complexity
and Insolubility.

Tolerance of Ambiguity towards Novelty: This refers to the extent to which you are
tolerant of new, unfamiliar information or situations.

Tolerance of Ambiguity towards Complexity: This refers to the extent to which you
are tolerant of multiple, distinctive or unrelated information.

Tolerance of Ambiguity towards Insolubility: This refers to the extent to which you
are tolerant of problems that are very difficult to solve alternative solutions are not
evident, information is unavailable or the problems compensate seem unrelated to each
other.

In general, the more tolerant people are of novelty, complexity, and insolubility, the more
likely they are to succeed as managers in information-rich, ambiguous environment. They
are less overwhelmed by these ambiguous circumstances.

9.2.5 Work Ethic Orientation:

This refers to the extent to which people are committed to work and involved in their
activities. Extreme work ethic values could lead to traits of workoholism and workaholic
people tend to give predominant interest to work which might lead to premature burnout
and health problems such as hypertension, anxiety etc. Some individuals are highly work-
oriented while others try to do the minimum that is necessary go get by without being
fired on the job. The extremely work ethic oriented person gets greatly involved in the
job and lives up to being described as ‘living, eating and breathing the job’. Extreme
work ethic values could lead to traits of ‘workoholism’ when work becomes to be
considered as the only primary motive for living with very little outside interests.

9.2.6 Matching Personality and Job Types:

This refers to the extent to which people successfully match their personalities with their
jobs. If there is a perfect relationship between the job and personality, the job satisfaction
and production turnover among the employees will be significantly higher. John Holland
present six personality types and proposes that the satisfaction and the propensity to leave
a job depend on the degree to which people successfully match their personalities with a
suitable occupational environment. Holland’s typology of personality is given as below:

Vocational Typology Personality Characteristics Congruent Occupations

Realistic Shy, genuine, persistent, Mechanic, drill press operator,
stable, conforming, assembly- line worker, farmer
practical
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Investigative Analytical, original, Biologists, economist,

curious, independent mathematician, news reporter
Social Sociable, friendly, Social worker, teacher,
cooperative, understanding, counselor, clinical psychologists
Conventional Conforming, efficient, Accountant, corporate manager,
practical, unimaginative, bank teller, file clerk
inflexible
Enterprising Self-confident, ambitious, Lawyer, real estate agent, public
energetic, domineering relations specialist, small
business manager
Artistic Imaginative, disorderly, Painter, musician, writer,
idealistic, emotional, interior decorator
impractical

· Realistic: The type of activities for this category involves physical activities
which require skill, strength and coordination. The suitable personality
characteristics to meet these activities would be shy, genuine, persistent, stable,
conforming, practical etc. The congruent occupations for this category of people
are assembly line worker, farmer, mechanic etc.

· Investigative: The type of activities for this category involves thinking,

organizing and understanding. The appropriate characteristics to meet these
activities would be analytical, original, curious, independent etc. The congruent
occupations for this category of people are biologists, economist, mathematician,
news reporter.

· Social: The type of activities for this category involves helping and developing
others. The relevant personality characteristics to meet these s activities would be
sociable, friendly, cooperative, understanding. The congruent occupations for this
category of people are social worker, teacher, counselor, clinical psychologists.

· Conventional: The type of activities for this category involves rule-regulated,

orderly and unambiguous activities. The appropriate characteristics to these
activities would be conforming, efficient, practical, unimaginative, and inflexible.
The congruent occupations for this category of people are accountant, corporate
manager, and bank teller file clerk.

· Enterprising: The type of activist for this category involves verbal activities
specific to influence others and attain power. The suitable personality
characteristics to meet these activities would be self confident, ambitious,
energetic, and domineering. The congruent occupations for this category of
people are lawyer, real estate agent, public relations specialist, small business
manager.
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· Artistic: The type of activities for this category involves ambiguous and
unsystematic activities that allow creative expression. The suitable personality
characteristics to meet theses activities would be imaginative, disorderly,
idealistic, emotional, and impractical. The congruent occupations are painter,
musician, writer, interior decorator etc.

Holland’s model proposes that a realistic person in a realistic jobs is in a more compatible
situation than is a realistic person in an investigate job. Sociable person should be in
social jobs, conventional people in convention jobs and so forth. Due care must be
exercised to ensure a perfect between personality characteristics and the type of jobs
offered to the candidates during the selection process. The person-organization fit
essentially argues that people leave jobs that are not compatible with their personalities.

9.3 Let us Sum Up

In this unit, we have learnt about the various work related personality

9.4 Lesson-End Activities

1. What relevance does the concept of personality have for understanding
and predicting employee performance?
2. Describe the concepts of Need patterns, Locus of Control Tolerance for
Ambiguity, Authoritarianism and Dogmatism and Machiavellianism and
its application in predicting work performance.
3. What are the advantage and disadvantage of employing Type A
Personality and Type B personality in organizations?
4. Explain Holland’s Personality Types and the type of occupational
environment.

9.5 References