Chap05 - Organizational Behavi

ke||| I Schutte
W||||am Iewe|| Co||ege

Robbins & )udge
Urganizational Bebavior
tb Edition
Persono/ity ond vo/ues Persono/ity ond vo/ues
Copyr|ght 2011 earson Lducat|on Inc pub||sh|ng as rent|ce na||
S0
ChapLer Learnlng Cb[ecLlves ChapLer Learnlng Cb[ecLlves
After studying this chapter, you should be able to:
DeIine personality, describe how it is measured, and explain the
Iactors that determine an individual`s personality.
Describe the Myers-Briggs Type Indicator personality Iramework
and assess its strengths and weaknesses.
IdentiIy the key traits in the Big Five personality model.
Demonstrate how the Big Five traits predict behavior at work.
IdentiIy other personality traits relevant to OB.
DeIine values, demonstrate their importance, and contrast terminal
and instrumental values.
Compare generational diIIerences in values, and identiIy the
dominant values in today`s workIorce.
IdentiIy HoIstede`s Iive value dimensions oI national culture.
S1
JhaL ls ersonallLy? JhaL ls ersonallLy?
The dynamic organi:ation within the individual of those
psychophysical systems that determine his unique
adfustments to his environment. - Gordon Allport
The sum total oI ways in which an individual reacts and
interacts with others, the measurable traits a person exhibits
easuring Personality
HelpIul in hiring decisions
Most common method: selI-reporting surveys
Observer-ratings surveys provide an independent assessment
oI personality oIten better predictors
S2
ersonallLy ueLermlnanLs ersonallLy ueLermlnanLs
Heredity
Factors determined at conception: physical stature, Iacial
attractiveness, gender, temperament, muscle composition
and reIlexes, energy level, and bio-rhythms
This 'Heredity Approach argues that genes are the source
oI personality
Twin studies: raised apart but very similar personalities
There is some personality change over long time periods
S3
ersonallLy 1ralLs ersonallLy 1ralLs
nduring characteristics that describe an individuals
behavior
The more consistent the characteristic and the more
Irequently it occurs in diverse situations, the more important
the trait.
%o dominant frameorks used to describe
personality:
Myers-Briggs Type Indicator (MBTI
)
Big Five Model
S4
1he Myers8rlggs 1ype lndlcaLor 1he Myers8rlggs 1ype lndlcaLor
ost idely used instrument in the orld.
!articipants are classiIied on Iour axes to determine one oI
16 possible personality types, such as ENTJ.
Extioveiteu
(E)
Intioveiteu
(I)
Sensing
(S)
Intuitive
(N)
Thinking
(T)
Feeling
(F)
}uuging (})
Peiceiving
(P)
|ex|b|e and
Spontaneous
Soc|ab|e and
Assert|ve
u|et and
Shy
Unconsc|ous
rocesses
Uses Va|ues
Lmot|ons
ract|ca| and
Crder|y
Use keason
and Log|c
Want Crder
Structure
SS
1he 1ypes and 1helr uses 1he 1ypes and 1helr uses
ach of the sixteen possible combinations has a name,
for instance:
Visionaries (INTJ) original, stubborn, and driven
Organizers (ESTJ) realistic, logical, analytical, and
businesslike
Conceptualizer (ENT!) entrepreneurial, innovative,
individualistic, and resourceIul
#esearch results on validity mixed
MBTI
is a good tool Ior selI-awareness and counseling.

Should not be used as a selection test Ior job candidates.
S6
1he 8lg llve Model of ersonallLy ulmenslons 1he 8lg llve Model of ersonallLy ulmenslons
Extioveision
- Sociable, giegaiious, anu asseitive
Agieeableness
- uoou-natuieu, coopeiative, anu tiusting
Conscientiousness
- Responsible, uepenuable,
peisistent, anu oiganizeu
Emotional Stability
- Calm, self-confiuent, secuie unuei stiess
(positive), veisus neivous, uepiesseu, anu
insecuie unuei stiess (negative)
0penness to
Expeiience
- Cuiious, imaginative, aitistic, anu
sensitive
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ow uo Lhe 8lg llve 1ralLs redlcL 8ehavlor? ow uo Lhe 8lg llve 1ralLs redlcL 8ehavlor?
#esearch has shown this to be a better framework.
ertain traits have been shon to strongly relate to
higher job performance:
Highly conscientious people develop more job knowledge,
exert greater eIIort, and have better perIormance.
Other Big Five Traits also have implications Ior work.
Emotional stability is related to job satisIaction.
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.
See L k n I 8 I 1 S1 See L k n I 8 I 1 S1
S8
CLher ersonallLy 1ralLs 8elevanL Lo C8 CLher ersonallLy 1ralLs 8elevanL Lo C8
ore Self-valuation
The degree to which people like or dislike themselves
!ositive selI-evaluation leads to higher job perIormance
achiavellianism
A pragmatic, emotionally distant power-player who believes that
ends justiIy the means
High Machs are manipulative, win more oIten, and persuade more
than they are persuaded. Flourish when:
Have direct interaction
Work with minimal rules and regulations
Emotions distract others
arcissism
An arrogant, entitled, selI-important person who needs excessive
admiration
Less eIIective in their jobs
S9
Self-onitoring
The ability to adjust behavior to meet external, situational
Iactors.
High monitors conIorm more and are more likely to become
leaders.
#isk %aking
The willingness to take chances.
May be best to align propensities with job requirements.
Risk takers make Iaster decisions with less inIormation.
More 8elevanL ersonallLy 1ralLs More 8elevanL ersonallLy 1ralLs
S10
ven More 8elevanL ersonallLy 1ralLs ven More 8elevanL ersonallLy 1ralLs
%ype A Personality
Aggressively involved in a chronic, incessant struggle to
achieve more in less time
Impatient: always moving, walking, and eating rapidly
Strive to think or do two or more things at once
Cannot cope with leisure time
Obsessed with achievement numbers
!rized in North America but quality oI the work is low
Type B people are the complete opposite
Proactive Personality
IdentiIies opportunities, shows initiative, takes action, and
perseveres to completion
Creates positive change in the environment
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Ialues Ialues
asic convictions on how to conduct yourself or how to
live your life that is personally or socially preferable
'How To` live life properly.
Attributes of Values:
Content Attribute that the mode oI conduct or end-state is
important
Intensity Attribute just how important that content is
Value System
A person`s values rank ordered by intensity
Tends to be relatively constant and consistent
S12
lmporLance of Ialues lmporLance of Ialues
Provide understanding of the attitudes, motivation, and
behaviors
Influence our perception of the orld around us
#epresent interpretations of ~right and ~rong
Imply that some behaviors or outcomes are preferred
over others
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Classlfylng Ialues 8okeach Ialue Survey Classlfylng Ialues 8okeach Ialue Survey
%erminal Values
Desirable end-states oI existence; the goals that a person
would like to achieve during his or her liIetime
Instrumental Values
!reIerable modes oI behavior or means oI achieving one`s
terminal values
People in same occupations or categories tend to hold
similar values
But values vary between groups
Value diIIerences make it diIIicult Ior groups to negotiate
and may create conIlict
S14
Ialue ulfferences 8eLween Croups Ialue ulfferences 8eLween Croups
5ootce 8ased on J C lrederlck and ! Jeber 1he Ialues of CorporaLe Managers and 1helr CrlLlcs An mplrlcal uescrlpLlon and normaLlve lmpllcaLlons" ln
J C lrederlck and L resLon (eds% 8osloess tblcs keseotcb lssoes ooJ mpltlcol 5toJles (Creenwlch C1 !Al ress 1990% pp 12344
L k n I 8 I 1 S4 L k n I 8 I 1 S4
S1S
CeneraLlonal Ialues CeneraLlonal Ialues
ohort
ntered
Workforce
Approximate
urrent Age
Dominant Work Values
Veterans 1950-1964 65 Hard working, conservative,
conIorming; loyalty to the
organization
Boomers 1965-1985 40-60s Success, achievement, ambition,
dislike oI authority; loyalty to
career
Xers 1985-2000 20-40s Work/liIe balance, team-oriented,
dislike oI rules; loyalty to
relationships
Nexters 2000-!resent Under 30 ConIident, Iinancial success,
selI-reliant but team-oriented;
loyalty to both selI and
relationships
L k n I 8 I 1 SS L k n I 8 I 1 SS
S16
Llnklng ersonallLy and Ialues Lo Lhe Jorkplace Llnklng ersonallLy and Ialues Lo Lhe Jorkplace
anagers are less interested in someones ability to do a
specific fob than in that persons flexibility.
Person-1ob Fit:
John Holland`s !ersonality-Job Fit Theory
Six personality types
Vocational !reIerence Inventory (V!I)
Key !oints oI the Model:
There appear to be intrinsic diIIerences in personality between
people
There are diIIerent types oI jobs
!eople in jobs congruent with their personality should be more
satisIied and have lower turnover
S17
8elaLlonshlps Among ersonallLy 1ypes 8elaLlonshlps Among ersonallLy 1ypes
1he c|oser the
occupat|ona|
f|e|ds the more
compat|b|e
1he further
apart the f|e|ds
the more
d|ss|m||ar
L k n I 8 I 1 S7 L k n I 8 I 1 S7
Aeed to match personality
type with occupation.
5ootce 8eprlnLed by speclal permlsslon of Lhe publlsher sychologlcal
AssessmenL 8esources lnc from ,okloq vocotloool cbolces copyrlghL 1973
1983 1992 by sychologlcal AssessmenL 8esources lnc All rlghLs reserved
S18
SLlll Llnklng ersonallLy Lo Lhe Jorkplace SLlll Llnklng ersonallLy Lo Lhe Jorkplace
n addition to matching the individuals personality to the
fob, managers are also concerned with.
Person-Organization Fit:
The employee`s personality must Iit with the organizational
culture.
!eople 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.
S19
Clobal lmpllcaLlons Clobal lmpllcaLlons
!ersonality
Do Irameworks like Big Five transIer across cultures?
Yes, but the Irequency oI type in the culture may vary.
Better in individualistic than collectivist cultures.
Values
Values diIIer across cultures.
HoIstede`s Framework Ior assessing culture Iive value
dimensions:
!ower Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term vs. Short-term Orientation
S20
ofsLede's lramework ower ulsLance ofsLede's lramework ower ulsLance
The extent to which a society accepts that power in
institutions and organi:ations is distributed unequally.
WLow distance
WRelatively equal power
between those with
status/wealth and those
without status/wealth
WHigh distance
WExtremely unequal power
distribution between those
with status/wealth and those
without status/wealth
S21
ofsLede's lramework lndlvlduallsm ofsLede's lramework lndlvlduallsm
Individualism
The degree to which people preIer to act as individuals
rather than as member oI groups
ollectivism
A tight social Iramework in which people expect others in
groups oI which they are a part to look aIter them and
protect them
Versus
S22
ofsLede's lramework MascullnlLy ofsLede's lramework MascullnlLy
asculinity
The extent to which the society values work roles oI
achievement, power, and control, and where assertiveness
and materialism are also valued
Femininity
The extent to which there is little diIIerentiation between
roles Ior men and women
Versus
S23
ofsLede's lramework uncerLalnLy Avoldance ofsLede's lramework uncerLalnLy Avoldance
The extent to which a society feels threatened by uncertain
and ambiguous situations and tries to avoid them
igh Uncertainty Avoidance:
Society does not like ambiguous
situations and tries to avoid them.
o Uncertainty Avoidance:
Society does not mind ambiguous
situations and embraces them.
S24
ong-term Orientation
A national culture attribute that emphasizes the Iuture, thriIt,
and persistence
Short-term Orientation
A national culture attribute that emphasizes the present and
the here and now
ofsLede's lramework 1lme CrlenLaLlon ofsLede's lramework 1lme CrlenLaLlon
S2S
ofsLede's lramework An AssessmenL ofsLede's lramework An AssessmenL
%here are regional differences ithin countries
%he original data is old and based on only one company
ofstede had to make many judgment calls hile doing
the research
Some results don`t match hat is believed to be true
about given countries
Despite these problems it remains a very popular
frameork
S26
CLC8 lramework for Assesslng CulLures CLC8 lramework for Assesslng CulLures
lobal eadership and Organizational Behavior
ffectiveness (OB research program
Nine dimensions oI national culture
Similar to ofstede`s frameork ith these additional
dimensions:
Humane Orientation: how much society rewards people Ior
being altruistic, generous, and kind
!erIormance Orientation: how much society encourages and
rewards perIormance improvement and excellence
S27
Summary and Managerlal lmpllcaLlons Summary and Managerlal lmpllcaLlons
!ersonality
Screen Ior the Big Five trait oI conscientiousness
Take into account the situational Iactors as well
MBTI
can help with training and development

Values
OIten explain attitudes, behaviors, and perceptions
Higher perIormance and satisIaction achieved when the
individual`s values match those oI the organization
S28
All rights reserved. o part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherise,
ithout the prior ritten permission of the publisher. Printed in the
United States of America.
opyright 2011 Pearson ducation,
Inc. Publishing as Prentice all
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ke||| I Schutte

W||||am Iewe|| Co||ege

is a good tool Ior selI-awareness and counseling.

can help with training and development

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