All of the Big Five factors have been found to have at least some relationship to per-
formance in some situations.^41 Research finds a strong relationship between some of the
Big Five factors and motivation. Lower emotional stability is associated with lower
motivation, while conscientiousness appears to be positively related to motivation.^42
Finally, evidence finds a relatively strong and consistent relationship between consci-
entiousness and organizational citizenship behaviour (OCB).^43 This, however, seems to
be the only personality dimension that predicts OCB.Major Personality Attributes Influencing OB
In this section, we will evaluate specific personality attributes that have been found to
be powerful predictors of behaviour in organizations. The first is related to locus of
control—how much power over your destiny you think you have. The others are machi-
avellianism, self-esteem, self-monitoring, risk-taking, and Type A and proactive per-
sonalities. If you want to know more about your own personal characteristics, this
chapter’s Learning About Yourself Exerciseson pages 59–66 present you with a variety of
personality measures to explore.Locus of Control
Some people believe that they are in control of their own destinies. Other people see
themselves as pawns of fate, believing that what happens to them in their lives is due to
luck or chance. The first type, those who believe that they control their destinies, have
been labelled internals, whereas the latter, who see their lives as being controlled by out-
side forces, have been called externals.^44 A person’s perception of the source of his or
her fate is termed locus of control.
Individuals with an internal locus of control are more likely to problem solve when
they encounter an obstacle while trying to achieve a goal. Individuals with an external
locus of control are more likely to see the obstacle as caused by outside forces, and they
will not necessarily know what to do in the face of that obstacle. Managers thus need to
be more aware of obstacles facing employees who have an external locus of control,
and do what they can to remove those obstacles.
A large amount of research has compared internals with externals. Internals report
greater well-being, and this finding appears to be universal.^45 Internals show greater
motivation, believe that their efforts will result in good performance, and get higher
salaries and greater salary increases than externals.^46 Externals are less satisfied with
their jobs, have higher absenteeism rates, are more alienated from the work setting,
and are less involved in their jobs than are internals,^47 likely because they feel they
have little control over organizational outcomes. Exhibit 2-5 on page 47 shows the rela-
tionship between locus of control and job performance.
If you are interested in determining your locus of control, you might want to complete
Learning About Yourself Exercise #1on page 59.Machiavellianism
The personality characteristic of machiavellianism(Mach) is named after Niccolò
Machiavelli, who wrote in the sixteenth century on how to gain and use power. An indi-
vidual high in machiavellianism is highly practical, maintains emotional distance, and
believes that ends can justify means. “If it works, use it” is consistent with a high-Mach
perspective.
A considerable amount of research has been directed toward relating high- and low-
Mach personalities to certain behavioural outcomes.^48 High Machs manipulate more,
win more, are persuaded less, and persuade others more than do low Machs.^49 Think of46 Part 1 Understanding the Workplace
internals Individuals who believe
that they control their destinies.\
externals Individuals who believe
that their lives are controlled by out-
side forces, such as luck or chance.
locus of control The degree to
which people believe they are in
control of their own fates.
machiavellianism The degree to
which an individual is pragmatic,
maintains emotional distance, and
believes that ends can justify means.
Niccolò Machiavelli
http://www.encyclopedia.com/html/M/
Machiave.asp