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Chapter 2
Individual Behavior, Personality, and Values
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
2-2
MARS Model of Individual Behavior
Individual behavior and
results
Situationalfactors
Personality
Values
Self-concept
Perceptions
Emotions & attitudes
StressRole
perceptions
Motivation
Ability
2-3
Employee Motivation
Internal forces that affect a person’s voluntary choice of behavior• direction• intensity• persistence
R
BAR
SM
A
2-4
Employee Ability
Natural aptitudes and learned capabilities required to successfully complete a task
Competencies - personal characteristics that lead to superior performance
Person - job matching• selecting• developing• redesigning
R
BAR
SM
A
2-5
Role Perceptions
Beliefs about what behavior is required to achieve the desired results:• understanding what tasks to perform• understanding priority of tasks• understanding preferred behaviors
to accomplish tasks
R
BAR
SM
A
2-6
Situational Factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior
Constraints – time, budget, facilities, etc Cues – e.g. signs of nearby hazards
R
BAR
SM
A
2-7
Types of Individual Behavior
Organizational Citizenship
Contextual performance – cooperation and helpfulness beyond required job duties
Task PerformanceGoal-directed behaviors under the person’s control
more
2-8
Types of Individual Behavior (con’t)
Maintaining Work Attendance
Attending work at required times
Joining/staying with the Organization
Agreeing to employment relationship; remaining in that relationship
Counterproductive Work Behaviors
Voluntary behaviors that potentially harm the organization
2-9
Defining Personality
Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics• External traits – observable behaviors• Internal states – thoughts, values, etc inferred from
behaviors• Some variability, adjust to suit the situation
2-10
Nature vs. Nurture of Personality
Influenced by Nature• Heredity explains about 50 percent of
behavioral tendencies and 30 percent of temperament
• Minnesota studies – twins had similar personalities
Influenced by Nurture• Socialization, learning• Personality stabilizes throughout
adolescence• Executive function steers behavior
guided by our self-concept
2-11
Five-Factor Personality Model (CANOE)
Outgoing, talkative, energetic
Creative, nonconforming
Organized, dependable
Trusting, helpful, flexible
Anxious, self-conscious
Conscientiousness
Agreeableness
Neuroticism
Openness to Experience
Extraversion
2-12
Five-Factor Personality and Organizational Behavior
Conscientiousness and emotional stability• Strongest personality predictors of performance
Extraversion• Linked to sales and mgt performance• Related to social interaction and persuasion
Agreeableness• Effective in jobs requiring cooperation and
helpfulness Openness to experience
• Linked to higher creativity and adaptability to change
2-13
Swiss psychiatrist Carl Jung Identifies preferences for perceiving the
environment and obtaining/processing information
Commonly measured by Myers-Briggs Type Indicator (MBTI)
Jungian Personality Theory
2-14
Sensing (S)• Concrete• Realistic• Practical
Gettingenergy
Intuitive (N)• Imaginative• Future-focused• Abstract
Extraversion (E)• Talkative• Externally-focused• Assertive
Introversion (I)• Quiet• Internally-focused• Abstract
Thinking (T)• Logical• Objective• Impersonal
Feeling (F)• Empathetic• Caring• Emotion-focused
Judging (J)• Organized• Schedule-oriented• Closure-focus
Perceiving (P)• Spontaneous• Adaptable• Opportunity-focus
Perceivinginformation
Makingdecisions
Orienting to theexternal world
Jungian & Myers-Briggs Types
2-15
Myers-Briggs Type Indicator (MBTI) Extroversion versus introversion
• similar to five-factor dimension
Perceiving information• Sensing – uses senses, factual, quantitative
• Intuition – uses insight, subjective experience
Judging (making decisions)• Thinking – rational logic, systematic data collection • Feeling – influenced by emotions, how choices affect
others
Orientation toward the external world• Perceiving – flexible, spontaneous, keeps options open • Judging – order and structure
2-16
Values in the Workplace
Stable, evaluative beliefs that guide our preferences
Define right or wrong, good or bad
Value system -- hierarchy of value
2-17
Schwartz’s Values Model
2-18
Schwartz’s Values Model
Openness to change – motivation to pursue innovative ways
Conservation -- motivation to preserve the status quo
Self-enhancement -- motivated by self-interest
Self-transcendence -- motivation to promote welfare of others and nature
2-19
Values and Behavior
Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs
Decisions and behavior are linked to values when:1. Have logical reasons to apply values in that
situation
2. Situation allows/encourages values enactment
3. Mindful of our values
2-20
In Search of Congruent Values
Scott Reed (far right) and his siblings joined the Chick-fil-
A restaurant chain because its strong family values were
compatible with their personal values. “Chick-fil-A’s core
values line up well with mine,” says Reed.
.
2-21
In Search of Congruent Values
Similarity of a person’s values hierarchy to another source
Person-organization value congruence Espoused-enacted value congruence Organization-community values congruence
2-22
Utilitarianism
Individual Rights
Greatest good for the greatest number of people
Fundamental entitlementsin society
Distributive Justice
People who are similar should receive similar benefits
Three Ethical Principles
2-23
Supporting Ethical Behavior
Ethical code of conduct
Ethics training
Ethics hotlines
Ethical leadership and shared values
2-24
Cross-Cultural Values at Infosys
Infosys Technologies, one of India’s largest technology companies, anticipated cross-cultural differences when it acquired an Australian company. Infosys held seminars where employees from both countries learned about their cultures and discussed how they can manage employees with these different values.
2-25
Individualism
The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities
Denmark
Taiwan
Italy
High IndividualismUSA
Low Individualism
India
2-26
Collectivism
The degree to which people value their group membership and harmonious relationships within the group
India
USA
Taiwan
High Collectivism
Italy
Low Collectivism
Denmark
2-27
Power Distance
High power distance• Value obedience to authority• Comfortable receiving
commands from superiors • Prefer formal rules and authority
to resolve conflicts Low power distance
• expect relatively equal power sharing
• view relationship with boss as interdependence, not dependence
Japan
IsraelDenmark
Venezuela
High Power DistanceMalaysia
Low Power Distance
USA
2-28
Uncertainty Avoidance
High uncertainty avoidance• feel threatened by ambiguity
and uncertainty• value structured situations and
direct communication
Low uncertainty avoidance• tolerate ambiguity and
uncertainty
High U. A.
Low U. A.
JapanGreece
USA
Italy
Singapore
2-29
Achievement-Nurturing
High achievement orientation• assertiveness• competitiveness• materialism
High nurturing orientation• relationships• others’ well-being
Achievement
Nurturing
Japan
USA
Sweden
China
Chile
France
Chapter 2
Individual Behavior, Personality, and Values