Upload
abid
View
37
Download
2
Tags:
Embed Size (px)
Citation preview
Robbins & Judge
Organizational Behavior14th Edition
Personality and ValuesPersonality and Values
4-1
• What is Personality?PersonalityPersonality
• The sum total of ways in which an
individual reacts and interacts with
others, the measurable traits a
person exhibits
PersonalityPersonality
Personality embraces a person's
moods, attitudes, opinions,
motivations, and style of thinking,
perceiving, speaking, and acting.
It is part of what makes each
individual distinct.
PersonalityPersonality
The combination of characteristics or
qualities that form an individual's
distinctive character.
Totality of an individual's behavioral
and emotional characteristics.
PersonalityPersonality
Investigating individual differences,
that is, how people can differ from
one another.
Investigating human nature, that is,
how all people's behavior is similar.
• The combination of psychological
traits we use to classify & describe a
person in terms of characteristics
such as quiet, passive, loud,
aggressive, etc.
PersonalityPersonality
PersonalityPersonality
A dynamic and organized set of
characteristics possessed by a person
that uniquely influences his or
her cognitions, motivations,
and behaviors in various situations.
1. Self-reporting surveys
2. Observer-ratings surveys
3. Projective Measures
a) Rorschach Inkblot Test
b) Thematic Apperception Test
Measuring PersonalityMeasuring Personality
Assessing the Unconscious -- RorschachAssessing the Unconscious -- Rorschach
Rorschach Inkblot Test – the most widely used projective test– a set of 10 inkblots designed by
Hermann Rorschach
Rorschach
used to identify people’s inner feelings by analyzing their interpretations of the blots
Assessing the Unconscious -- RorschachAssessing the Unconscious -- Rorschach
Thematic Apperception Test (TAT)
People express their inner motives through the stories they make up about ambiguous scenes
Assessing the Unconscious -- TATAssessing the Unconscious -- TAT
3-21
Personality TraitsPersonality Traits
Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual
Manager’s personalities influence their behavior and approach to managing people and resources
3-22
Manager’s and TraitsManager’s and Traits
No single trait is right or wrong for being an effective manager
Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working
3-23
Manager’s and TraitsManager’s and Traits
Personality traits that enhance managerial effectiveness in one situation may actually impair it in another
Personality Tests;
1. Screening
2. Selection
3. Succession Planning
4. Career Planning
5. Team Building
6. Management Development
Personality Tests Can help in;Personality Tests Can help in;
Personality DeterminantsPersonality Determinants
Heredity– Factors determined at conception: physical
stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and bio-rhythms
– This “Heredity Approach” argues that genes are the source of personality
– Twin studies: raised apart but very similar personalities
– There is some personality change over long time periods
Heredity;
It includes physical stature, facial attractiveness, gender, temperament, muscle composition, reflexes, energy level, biological rhythms are influenced by the parents biological, physiological and psychological make up.
Environment;
Culture establishes the norms, attitudes and values that plays an important role in shaping our personality.
Situation;
Situation influences the effects of heredity and environment.
Personality DeterminantsPersonality Determinants
Myers-Briggs Sixteen Primary Traits
Myers-Briggs Sixteen Primary Traits
Personality Assessment Instruments:Personality Assessment Instruments:
Enduring characteristics that describe an individual’s behavior
Two dominant frameworks used to describe personality
1) Myers-Briggs Type Indicator (MBTI®)
2) Big Five Model
The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator
Personality Types
1.Extroverted vs. Introverted (E or I)
2.Sensing vs. Intuitive (S or N)
3.Thinking vs. Feeling (T or F)
4.Judging vs. Perceiving (P or J)
Personality Types
1.Extroverted vs. Introverted (E or I)
2.Sensing vs. Intuitive (S or N)
3.Thinking vs. Feeling (T or F)
4.Judging vs. Perceiving (P or J)
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16 personality types.
Most widely used instrument in the world. Participants are classified on four axes to determine one of 16 possible personality types, such as ENTJ.
Outgoing open Sociable and
Assertive
Extroverted types (E)
Introverted types
(I)
Quiet and Shy appeared to be timid
Practical and prefer routine ordered n
organized
Sensing types (S)
Intuitive types (N)
UnconsciousProcesses, gut feelings n take
holistic approach
Use Reasonand Logic
Thinking types (T)
Feeling types (F)
Uses personal Values & Emotions
Want controlled Ordered & Structured
environment
Judging types (J)
Perceiving types (P)
Flexible and Spontaneous
The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator
Most widely used instrument in the world. Participants are classified on four axes to determine one of 16 possible personality types, such as ENTJ.
Sociable and Assertive
Extroverted (E)
Introverted (I)
Quiet and Shy
Practical andOrderly
Sensing (S)
Intuitive (N)
UnconsciousProcesses
Use Reasonand Logic
Thinking (T)
Feeling (F)
Uses Values & Emotions
Want Order& Structure
Judging (J)
Perceiving (P)
Flexible and Spontaneous
The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator
The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator
Most widely used instrument in the world. Participants are classified on four axes to determine
one of 16 possible personality types, such as ENTJ.
Flexible and
Spontaneous
Sociable and Assertive
Quiet and Shy
Unconscious
ProcessesUses
Values & Emotions
Practical and
OrderlyUse
Reasonand Logic
Want Order& Structure
The Types and Their UsesThe Types and Their Uses
Each of the sixteen possible combinations has a name, for instance: – Visionaries (INTJ) – original, stubborn, and driven.– Organizers (ESTJ) – realistic, logical, analytical, and
businesslike.– Conceptualizer (ENTP) – entrepreneurial, innovative,
individualistic, and resourceful.
Research results on validity mixed.– MBTI® is a good tool for self-awareness and
counseling.– Should not be used as a selection test for job
candidates.
4-33
Personality Assessment Instruments:Personality Assessment Instruments:
The Big Five Model of Personality DimensionsThe Big Five Model of Personality Dimensions
ExtroversionSociable, gregarious (shokh) , and assertive (quite, shy and timid)
AgreeablenessGood-natured, cooperative, n trusting. (cold, disagreeable, antagonist)
ConscientiousnessResponsible, dependable, persistent, n organized. (distracted, disorganized)
Openness to ExperienceImagination,, sensitivity, creative and curiosity. Conventional, feel comfortable with familiar environment
Emotional StabilityCalm, self-confident, secure (positive) versus nervous, anxious, depression, and insecurity (negative).
3-36
Big Five Personality TraitsBig Five Personality Traits
Extraversion – Tendency to experience positive emotions and moods and feel
good about oneself and others
– Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly
– Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook
Agreeableness– Tendency to get along well with others
– Managers high in agreeableness are likable, affectionate and care about others
– Managers with low agreeableness may be distrustful, unsympathetic, uncooperative and antagonistic
3-37
Big Five Personality TraitsBig Five Personality Traits
Conscientiousness – tendency to be careful, scrupulous, and persevering
– Managers high in this trait are organized and self-disciplined
– Managers low in this trait lack direction and self-discipline
Openness to Experience– tendency to be original, have broad interests, be open to a wide range of
stimuli, be daring and take risks
– Managers, high in openness to experience may be likely to take risks, be innovative in planning and decision making
– Managers, low in this trait may be less prone to take risks and be more conservative in planning and decision making
3-38
Big Five Personality TraitsBig Five Personality Traits
Emotional Stability
– Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
– Managers high in negative affectivity may often feel angry and dissatisfied and complain about their own and others’ lack of progress
– Managers who are low in negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others
How Do the Big Five Traits Predict Behavior?How Do the Big Five Traits Predict Behavior?
Research has shown this to be a better framework.
Certain traits have been shown to strongly relate to higher job performance:
• Highly conscientious people develop more job knowledge, exert greater effort, and have better performance.
• Other Big Five Traits also have implications for work.
• Emotional stability is related to job satisfaction.
• Extroverts tend to be happier in their jobs and have good social skills.
• Open people are more creative and can be good leaders.
• Agreeable people are good in social settings.
Major Personality Attributes Influencing OBMajor Personality Attributes Influencing OB
Core Self-evaluation
Machiavellianism
Narcissism
Self-monitoring
Risk taking
Type A personality
Other personality traits influence OBOther personality traits influence OB
Core Self-EvaluationThe degree to which people like or dislike themselvesPositive self-evaluation leads to higher job performance
MachiavellianismMachiavellianism
Conditions Favoring High Machs
1.Direct interaction
2.Minimal rules and regulations
3.Emotions distract for others
Conditions Favoring High Machs
1.Direct interaction
2.Minimal rules and regulations
3.Emotions distract for others
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
Machiavellianism: • Abbreviated as Mach, it is named after Niccolo Machiavelli,
a sixteenth century prince.
• Machiavellianism is the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
• High Mach individuals manipulate more, persuade more and win more than low Machs.
• The success and job satisfaction depends mainly on situational factors and the type of job.
Other personality traits influence OBOther personality traits influence OB
Other personality traits influence OBOther personality traits influence OB
Narcissism
An arrogant, entitled, self-important person who needs excessive admiration. Less effective in their jobs.
Other personality traits influence OBOther personality traits influence OB
High Risk-taking Managers– Make quicker decisions– Use less information to make decisions– Operate in smaller and more entrepreneurial
organizations
Low Risk-taking Managers– Are slower to make decisions– Require more information before making decisions– Exist in larger organizations with stable
environments
Risk Propensity– Aligning managers’ risk-taking propensity to job
requirements should be beneficial to organizations.
Type A’s1. Are always moving, walking, and eating rapidly;2. Feel impatient with the rate at which most events take place;3. Strive to think or do two or more things at once;4. Cannot cope with leisure time;5. Are obsessed with numbers, measuring their success in terms
of how many or how much of everything they acquire.
Type B’s1. Never suffer from a sense of time urgency with its
accompanying impatience;2. Feel no need to display or discuss either their achievements
or accomplishments;3. Play for fun and relaxation, rather than to exhibit their
superiority at any cost;4. Can relax without guilt.
Personality TypesPersonality TypesPersonality TypesPersonality Types
Other Personality Traits Relevant to OBOther Personality Traits Relevant to OB
Proactive Personality• Identifies opportunities, shows initiative, takes
action, and perseveres to completion
• Creates positive change in the environment
4-49
ValuesValuesValuesValues
Basic conviction: Basic conviction: ““A specific A specific
mode of conduct or end-statemode of conduct or end-state
of existence is of existence is personally or personally or
socially preferablesocially preferable to an to an
opposite or converse mode opposite or converse mode
of conduct or end-state of of conduct or end-state of
existence.”existence.”
Values Values
Judgmental Element:
Values have a judgmental element as they represent an individual’s ideas about something being good, bad or desirable.
Content Attribute:
The content attribute shows that a certain mode of conduct or end-state of existence is important.
Intensity Attribute:
The intensity attribute specifies how important is the desired mode of conduct or end-state of existence.
Value System:
The hierarchical ranking of an individual’s values in terms of their intensity is that person’s value system.
Important Features of Values:
Values are relatively stable and enduring
Most values are established in early years of human development
Some values might change over a period of time for any given individual.
Values: Definition and Importance Values: Definition and Importance
Values are classified based on the Rokeach Value Survey.
Rokeach Value Survey (RVS):
The RVS consists of two sets of values (terminal values and instrumental values), each containing 18 individual value items.
Terminal Values are desirable end-states of existence and represent the life goals of individuals.
Instrumental Values are the desirable modes of behavior that become the means for achieving the terminal values.
The RVS values tend to vary from one group of individuals to another, as well as from culture to culture.
Classifying Values – Rokeach Value SurveyClassifying Values – Rokeach Value Survey
Values in the Rokeach SurveyValues in the Rokeach Survey
4-55
Value Differences Between GroupsValue Differences Between Groups
Generational ValuesGenerational Values
CohortEntered
WorkforceApproximate Current Age
Dominant Work Values
Veterans 1950-1964 65+ Hard working, conservative, conforming; loyalty to the organization
Boomers 1965-1985 40-60s Success, achievement, ambition, dislike of authority; loyalty to career
Xers 1985-2000 20-40s Work/life balance, team-oriented, dislike of rules; loyalty to relationships
Nexters 2000-Present Under 30 Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships
4-57
E X H I B I T 4–5 E X H I B I T 4–5
Still Linking Personality to the WorkplaceStill Linking Personality to the Workplace
In addition to matching the individual’s personality to the job, managers are also concerned with:
Person-Organization Fit:– The employee’s personality must fit with the
organizational culture.– People are attracted to organizations that match
their values.– Those who match are most likely to be selected.– Mismatches will result in turnover.– Can use the Big Five personality types to match to
the organizational culture.
Linking Personality and Values to the WorkplaceLinking Personality and Values to the Workplace
Managers are less interested in someone’s ability to do a specific job than in that person’s flexibility.
Person-Job Fit:
– John Holland’s Personality-Job Fit Theory» Six personality types
– Key Points of the Model:» There appear to be intrinsic differences in personality
between people
» There are different types of jobs
» People in jobs matching with their personality should be more satisfied and have lower turnover
Holland’s Typology of Personality
andCongruent
Occupations
Holland’s Typology of Personality
andCongruent
Occupations
Relationships Among Personality TypesRelationships Among Personality Types
The closer the occupational fields, the more compatible.
The fu
rther
apar
t the
field
s, th
e m
ore
dissi
mila
r.
Need to match personality type with occupation.
Global ImplicationsGlobal Implications
Personality– Do frameworks like Big Five transfer across cultures?– Yes, but the frequency of type in the culture may vary.
– Better in individualistic than collectivist cultures.
Values– Values differ across cultures.– Hofstede’s Framework for assessing culture – five value
dimensions:• Power Distance• Individualism vs. Collectivism• Masculinity vs. Femininity• Uncertainty Avoidance• Long-term vs. Short-term Orientation
4-63
Hofstede’s Framework: Power DistanceHofstede’s Framework: Power Distance
The extent to which a society accepts that power in institutions and organizations is distributed unequally.
4-64
Low distance
1. Relatively equal power between those with status/wealth and those without status/wealth
High distance
1. Extremely unequal power distribution between those with status/wealth and those without status/wealth
See E X H I B I T 4–6See E X H I B I T 4–6
Hofstede’s Framework: IndividualismHofstede’s Framework: Individualism
Individualism
– The degree to which people prefer to act as individuals rather than a member of groups
Collectivism
– A tight social framework in which people expect others in groups of which they are a part to look after them and protect them
Versus
4-65
Hofstede’s Framework: MasculinityHofstede’s Framework: Masculinity
Masculinity– The extent to which the society values work roles
of achievement, power, and control, and where assertiveness and materialism are also valued (lady truck Driver)
Femininity– The extent to which there is little differentiation
between roles for men and women
Versus
4-66
Hofstede’s Framework: Uncertainty AvoidanceHofstede’s Framework: Uncertainty Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
4-67
High Uncertainty Avoidance:
Society does not like ambiguous situations and tries to avoid them.
Low Uncertainty Avoidance:
Society does not mind ambiguous situations and embraces them.
Leave application Aug. 2014
Long-term Orientation– A national culture attribute that emphasizes the
future, thrift, and persistence
Short-term Orientation– A national culture attribute that emphasizes the
present and the here and now
Hofstede’s Framework: Time OrientationHofstede’s Framework: Time Orientation
4-68
Hofstede’s Framework: An AssessmentHofstede’s Framework: An Assessment
1. There are regional differences within countries
2. The original data is old and based on only one company
3. Hofstede had to make many judgment calls while doing the research
4. Some results don’t match what is believed to be true about given countries
5. Despite these problems it remains a very popular framework
4-69
GLOBE Framework for Assessing CulturesGLOBE Framework for Assessing Cultures
Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program.– Nine dimensions of national culture
Similar to Hofstede’s framework with these additional dimensions:– Humane Orientation: how much society rewards
people for being humane, generous, and kind.
– Performance Orientation: how much society encourages and rewards performance improvement and excellence.
4-70
Values Across CulturesThe GLOBE Framework for Assessing Cultures: National cultures
vary on ten dimensions:
1. Assertiveness
2. Future orientation
3. Gender differentiation
4. Uncertainty avoidance
5. Power distance
6. Individualism vs. collectivism
7. In-group collectivism
8. Performance orientation
9. Humane orientation
GLOBE Framework for Assessing CulturesGLOBE Framework for Assessing Cultures
Summary and Managerial ImplicationsSummary and Managerial Implications
Personality– Screen for the Big Five trait of conscientiousness – Take into account the situational factors as well– MBTI® can help with training and development
Values– Often explain attitudes, behaviors, and perceptions– Higher performance and satisfaction achieved when
the individual’s values match those of the organization.
4-72
4-73
THE END
QUESTIONS