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Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
Section 11.1 defines personality and describes the Big Five personality dimensions. It describes
core self-evaluation, which is composed of self-efficacy, self-esteem, locus of control, and
emotional stability. Finally, the components of emotional intelligence are described.
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
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Section 11.1 Key Concepts:
Personality
● Personality consists of the stable psychological traits and behavioral attributes that give a
person his or her identity.
● As a manager, you need to understand personality attributes because they affect how
people perceive and act within the organization.
The Big Five Personality Dimensions
● Various personality dimensions have been distilled into a list of factors known as the Big
Five.
● The Big Five personality dimensions are (1) extroversion, (2) agreeableness,
(3) conscientiousness, (4) emotional stability, and (5) openness to experience.
o Extroversion is how outgoing, talkative, sociable, and assertive a person is.
● Dimensions in the Big Five have been associated with performance, leadership behavior,
turnover, creativity, and workplace safety.
Connect® Exercise
CLICK AND DRAG: Big Five Personality Traits
Summary of Activity:
In this Click and Drag exercise, students will review a case and match individuals in the case
with their appropriate Big Five personality traits.
SELF-ASSESSMENT 11.1 CAREER READINESS
Where Do You Stand on the Big Five Dimensions of Personality?
Click for follow-up activity.
Core Self-Evaluations
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-12
● Core self-evaluations represent a broad personality trait comprising four positive
individual traits: (1) self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional
stability.
● Self-Efficacy
o Self-efficacy is the belief in your own ability to do a job.
o This is about your personal belief that you have what it takes to successfully
complete a specified task.
● Self-Esteem
o Self-esteem is the extent to which people like or dislike themselves.
o Self-esteem is an overall self-evaluation of how worthwhile, capable, and
acceptable people think they are.
o Table 11.2 describes some ways that managers can boost employee self-esteem.
● Locus of Control
● Emotional Stability
o Emotional stability is the extent to which people feel secure and unworried and
how likely they are to experience negative emotions under pressure.
Connect® Exercise
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-13
CLICK AND DRAG: Core Self-Evaluations
Summary of Activity:
In this Click and Drag exercise, students will match fictitious coworkers with their corresponding
components of core self-evaluations.
SELF-ASSESSMENT 11.2 CAREER READINESS
What Is Your Level of Generalized Self-Efficacy?
This Self-Assessment determines students’ level of generalized self-efficacy.
Click for follow-up activity.
Emotional Intelligence
● Emotional Intelligence (EI) is the ability to monitor your and others’ feelings and the
ability to use this information to guide your thinking and actions.
● EI is composed of four key components: self-awareness, self-management, social
awareness, and relationship management.
Connect® Exercise
CLICK AND DRAG: Emotional Intelligence
Summary of Activity:
In this Click and Drag exercise, students will match fictitious scenarios with the associated
emotional intelligence key component.
SELF-ASSESSMENT 11.3 CAREER READINESS
What Is Your Level of Emotional Intelligence?
Click for follow-up activity.
CAREER
READINESS
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
Interactive Classroom Material:
PRACTICAL ACTION: Using Technology to Develop Emotional Intelligence
Click for follow-up activity.
11.2 Values, Attitudes, and Behaviors
POWERPOINT SLIDES:
#13 Values, Attitudes, and Behavior
#14 Values and Attitudes
#15 Three Components of Attitudes
#17 Cognitive Dissonance
Section 11.2 explains how values and attitudes impact workplace behaviors. The affective,
cognitive, and behavioral components of attitudes are described, and the impact of cognitive
dissonance is discussed.
Topics and Tips for Discussion:
1. Assume in a job interview that the interviewer asks you to describe your workplace
values. How would you answer the question?
2. Describe a situation in which you are asked to behave in a way that did not fit with your
work values. How did you address the situation?
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
11-15
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
3. Discuss the importance of the study of organizational behavior for managers.
Section 11.2 Key Concepts:
Organizational Behavior
● Organizational behavior is an interdisciplinary field dedicated to better understanding
and management of people at work.
● OB tries to help managers to not only explain workplace behavior but also predict it, so
Values
● Values are abstract ideals that guide one’s thinking and behavior across all situations.
Attitudes
● Attitudes are a learned predisposition toward a given object.
● Attitudes are beliefs and feelings that are directed toward specific objects, people, or
events, and they directly influence our behavior.
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-16
o The behavioral component of an attitude, also known as the intentional
component, refers to how one intends or expects to behave toward a situation.
Connect® Exercise
CLICK AND DRAG: The ABC Model of Attitudes
Summary of Activity:
In this Click and Drag exercise, students will match the different components of attitude with
their examples.
SELF-ASSESSMENT 11.4 CAREER READINESS
Do You Have a Positive Approach at Work?
This Self-Assessment determines students’ levels of positive approach at their place of work.
Click for follow-up activity.
Cognitive Dissonance
● Cognitive dissonance is the psychological discomfort a person experiences between his
or her cognitive attitude and incompatible behavior.
● Because people are uncomfortable with inconsistency, they will seek to reduce the
“dissonance” or tension.
Interactive Classroom Material:
PRACTICAL ACTION: Using Cognitive Reframing to Reduce Cognitive Dissonance
This Practical Action offers advice to students on how to reframe their anxieties about being able
to succeed in their college classes. It offers a five-step technique they can use: 1. Name the event
Click for follow-up activity.
Behavior
● Values and attitudes are generally in harmony, but not always.
CAREER
READINESS
11-17
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
● Values and attitudes influence people’s workplace behavior.
11.3 Perception and Individual Behavior
POWERPOINT SLIDES:
#18 Perceptions and Individual Behavior
#19 Distortions in Perception: Stereotyping
#20 Distortions in Perception: Implicit Bias
#21 Distortions in Perception Halo Effect
#22 Distortions in Perception: The Regency Effect
#23 Distortions in Perception: Causal Attributions
#24 Self-Fulfilling Prophecy
Section 11.3 introduces students to the perceptual process and explains five causes for distortion
in this process. Individual perceptions can be distorted through stereotyping, implicit bias, the
halo effect, the recency effect, and causal attributions. The self-fulfilling prophecy, or Pygmalion
effect, is also described.
One way that you could begin your coverage of these topics is to have the students watch the
video “Story of Access.” This 8-minute short film by Stanley Nelson explores the impact of bias
within public accommodations. It was underwritten by Starbucks to be used for an extensive
training program the company developed following an incident when two black men were
arrested for sitting at a Philadelphia Starbucks without ordering anything. For a supplemental
activity, you could have the students reflect on their thoughts and emotions after seeing the film.
What did they learn? How did they feel? How might they change their attitudes or behaviors
after watching the film?
Topics and Tips for Discussion:
1. How can managers avoid the recency bias when completing performance appraisals for
their employees?
2. How can the fundamental attribution bias impact the performance appraisal process?
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
11-18
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
example, a critical shortage of a key component part could negatively impact the ability
of the supply chain director to achieve his production targets. If the manager is
influenced by the fundamental attribution bias, he will conclude, erroneously, that the
supply chair director could have met the targets if he just worked harder.
3. How can managers use the self-fulfilling prophecy to inspire employees to work harder?
Section 11.3 Key Concepts:
The Perceptual Process
● Perception is the process of interpreting and understanding one’s environment.
● Figure 11.2 presents the four steps in the perceptual process: selective attention,
interpretation and evaluation, storing in memory, and retrieving from memory.
● In any one of the four stages of the perceptual process, misunderstandings or errors in
judgment can occur.
● Distortions in perception include: stereotyping, implicit bias, the halo effect, the recency
effect, and causal attribution.
Connect® Exercise
CLICK AND DRAG: The Four Steps in the Perceptual Process
Summary of Activity:
In this Click and Drag exercise, students will match provided situations with the appropriate
stage of the perceptual process.
● Stereotyping
o Stereotyping is the tendency to attribute to an individual the characteristics one
believes are typical of the group to which that individual belongs.
o Principal areas of stereotyping that should be of concern to managers are sex-role
stereotypes, age stereotypes, and race/ethnicity stereotypes.
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-19
● Implicit Bias
o Many Americans consider themselves to be unprejudiced, but studies show that
most hold some degree of implicit racial bias.
● Halo Effect
o Halo effect occurs when perceptions are formed based on one single trait.
Interactive Classroom Material:
EXAMPLE: The Halo Effect: Does Body Weight Weigh Down Careers?
This Example discusses how managers frequently use body weight as a proxy for other traits. It
states that managers frequently equate being overweight with being lazy, uncontrolled,
unintelligent, incompetent, and non-productive. The Example points out that this is an example
of a halo misperception—making a decision about a total individual based on a single trait.
Click for follow-up activity.
● Recency Effect
o The recency effect is the tendency to remember recent information better than
earlier information.
● Causal Attributions
o Causal attribution is the activity of inferring causes for observed behavior.
o Even though our causal attributions tend to be self-serving and are often invalid,
o
Self-Fulfilling Prophecy or Pygmalion Effect
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-20
● The self-fulfilling prophecy, or Pygmalion effect, is the phenomenon in which people’s
expectations of themselves or others lead them to behave in ways that make those
expectations come true.
Interactive Classroom Material:
EXAMPLE: “What’s within You Is Stronger Than What’s in Your Way”
This Example tells the story of Erik Welhenmayer, a blind man who has climbed the highest
peak on each of the seven continents, a feat accomplished by very few people. He founded No
Click for follow-up activity.
Connect® Exercise
CLICK AND DRAG: Perceptual Distortion
Summary of Activity:
In this Click and Drag exercise, students will need to correctly match fictitious individuals with
the described perceptual distortions.
Group Exercise: Using Attribution Theory to Resolve Performance Problems: The Case of
Mary Martin
Exercise Objectives:
1. To gain experience determining the causes of performance.
11.4 Work-Related Attitudes and Behaviors Managers Need
to Deal with
POWERPOINT SLIDES:
#26 Work-Related Attitudes and Behaviors
#27 Job Satisfaction
#28 Organizational Commitment
#29 Important Workplace Behaviors
Section 11.4 discusses key work-related attitudes and behaviors. Relevant work-related attitudes
are employee engagement, job satisfaction, and organizational commitment. Key workplace
behaviors are performance and productivity, absenteeism and turnover, organizational
citizenship behavior, and counterproductive work behaviors.
Topics and Tips for Discussion:
1. Describe activities in which you participate that receive your highest level of
engagement. Why do you think you prefer these activities?
2. Have you ever not been committed to a job? How was your experience? What was the
outcome for the organization?
3. Discuss how absenteeism can increase or decrease depending on your level of satisfaction
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-22
who have high levels of job satisfaction may continue to come to work when they are sick,
even when they should not because their illness endangers the health of their coworkers.
Section 11.4 Key Concepts:
Work-Related Attitudes
● Attitudes are important because they affect behavior.
● Managers need to be alert to the key work-related attitudes having to do with
engagement, job satisfaction, and organizational commitment.
● Employee Engagement
o Employee engagement is defined as an individual’s involvement, satisfaction,
and enthusiasm for work.
Connect® Exercise
CLICK AND DRAG: Employee Engagement
Summary of Activity:
In this Click and Drag exercise, students will need to correctly match elements of employee
engagement.
SELF-ASSESSMENT 11.5 CAREER READINESS
To What Extent Are You Engaged in Your Studies?
● Job Satisfaction
o Job satisfaction is the extent to which you feel positive or negative about various
aspects of your work.
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-23
SELF-ASSESSMENT 11.6
How Satisfied Are You with Your Present Job?
Click for follow-up activity.
● Organizational Commitment
o Organizational commitment is the extent to which an employee identifies with an
organization and is committed to its goals.
Workplace Behaviors
● Managers should learn how to manage individual differences so that they can influence
employees to do their best work.
● Key workplace behaviors are performance and productivity, absenteeism and turnover,
organizational citizenship behaviors, and counterproductive work behaviors.
● Performance and Productivity
● Absenteeism and Turnover
o A lot of absenteeism is related to job dissatisfaction, and absenteeism may be a
precursor to turnover.
o Every organization experiences some turnover, but replacement and training is
expensive, especially for higher-level positions.
o Practical ways to reduce turnover include:
● Organizational Citizenship Behavior
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
o Organizational citizenship behavior is comprised of behaviors that are not
directly part of the employee’s job description—behaviors that exceed their work
role requirements.
● Counterproductive Behaviors
o Counterproductive behaviors (CWBs) are behaviors that harm employees and the
organization as a whole.
Interactive Classroom Material:
EXAMPLE: The Toxic Workplace: “Rudeness Is Like the Common Cold”
Click for follow-up activity.
11.5 The New Diversified Workforce
POWERPOINT SLIDES:
#31 The Diversified Workforce
#32 The Diversity Wheel
#33 Trends in Workforce Diversity
#34 Barriers to Diversity
Section 11.5 examines the internal, external, and organizational dimensions of diversity. It
discusses the demographic trends contributing to increasing diversity. Barriers to diversity in the
workplace are also addressed.
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-25
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
One statistic that often surprises U.S. students, and one that you should emphasize, is the fact
that 60 percent of the world’s population lives in Asia, but less than 5 percent lives in the United
States.
Topics and Tips for Discussion:
1. Why is it important for companies to understand and effectively manage diversity?
2. Discuss examples of discrimination that you have experienced or witnessed in the
workplace.
3. Discuss how the trend toward globalization is impacting the need for companies to
effectively manage diversity.
Section 11.5 Key Concepts:
Diversity
● The United States is becoming more diverse in its ethnic, racial, gender, and age makeup,
and the consequences are not always what you would expect.
Layers of Diversity
● A team of diversity experts identified four layers of diversity to help distinguish the
important ways people differ, as shown in Figure 11.3.
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-26
● The next layer consists of a set of internal dimensions, which are human differences that
exert a strong, sustained effect throughout every stage of our lives.
o Gender, age, ethnicity, race, sexual orientation, physical abilities are referred to as
the primary dimensions of diversity because, for the most part, they are not within
our control.
● The next layer of diversity is composed of external influences which include an element
of choice and include personal characteristics that people acquire, discard, or modify
throughout their lives.
● The final layer includes organizational dimensions such as management status, union
affiliation, work location, seniority, work content, and division or department.
Connect® Exercise
CLICK AND DRAG: The New Diversified Workforce
Summary of Activity:
In this Click and Drag exercise, students will match fictitious individuals with their
corresponding diversity layer.
Trends in Workforce Diversity
● Age: More Older People in the Workforce
o In developed countries, the number and proportion of younger people is rapidly
shrinking.
SELF-ASSESSMENT 11.7 CAREER READINESS
What Are Your Attitudes About Working with Older Employees?
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-27
Click for follow-up activity.
● Gender: More Women Working
o More women are in the workforce and also own businesses.
● Race and Ethnicity: More People of Color in the Workforce
● Sexual Orientation: LGBT People Become More Visible
o The term LGBT is a widely recognized acronym to represent lesbian, gay,
bisexual, and transgender people.
● People with Differing Physical & Mental Abilities
o The Americans with Disabilities Act prohibits discrimination based on disability
and requires reasonable accommodations for an individual’s disabilities.
o Individuals with disabilities often have difficulty finding work.
o Only about 30 percent of those between 16 and 64 are employed, and they earn
far less than those without a disability.
● Educational Levels: Mismatches between Education & Workforce Needs
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
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o Many, especially high school dropouts, may not have the literacy skills needed for
many jobs.
Organizational Barriers to Diversity
● Resistance to diversity is a variation of resistance to change.
● Stereotypes & Prejudices
● Fear of Discrimination Against Majority Group Members
o Some employees are afraid that attempts to achieve greater diversity in their
organization will result in bias against the majority group.
● Resistance to Diversity Program Priorities
● A Negative Diversity Climate
o Diversity climate is a subcomponent of an organization’s overall climate and is
defined as the employees’ aggregate “perceptions about the organization’s
diversity-related formal structure characteristics and informal values.”
● Lack of Support for Family Demands
Kinicki/Williams, Management, 9e: Chapter 11 Managing Individual Differences and Behavior: Supervising
People as People
11-29
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
o When organizations aren’t supportive in offering flexibility in hours and job
responsibilities, these women may find it difficult to work evenings and weekends
or to take overnight business trips.
● A Hostile Work Environment for Diverse Employees
Connect® Exercise
CLICK AND DRAG: Barriers and Challenges of Diversity
Summary of Activity:
In this Click and Drag exercise, students will match the various barriers to implementing
diversity programs with their correct descriptions.
Interactive Classroom Material:
EXAMPLE: People First at Ultimate Software
This Example details why Ultimate software is consistently listed as ones of the Best Places to
work for diversity. Ultimate supports diversity in many ways including extensive benefits that
11.6 Understanding Stress and Individual Behavior
POWERPOINT SLIDES:
#35 Understanding Stress and Individual Behavior
#36 Sources of Job-Related Stress
#38 Reducing Stressors in Organizations
Section 11.6 explains workplace stress and describes sources of stress. The consequences of
stress are described, and ways to reduce stress are discussed.
