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Bob StretchSouthwestern College
Robbins & Judge
Organizational Behavior13th Edition
Personality and Values
© 2009 Prentice-Hall Inc. All rights reserved. 4-0
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Bob StretchSouthwestern College
Robbins & Judge
Organizational Behavior13th Edition
.
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What is Personality?
The dynamic organization within the individual of thosepsychophysical systems that determine his uniqueadjustments to his environment. - Gordon Allport.
± The sum total of ways in which an individual reacts and
interacts with others, the measurable traits a person exhibits
Measuring Personality± Helpful in hiring decisions
± Most common method: self-reporting surveys± Observer-ratings surveys provide an independent
assessment of personality, TAT, MAPS ± often better predictors
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Sample Picture Card from Thematic Apperception Test
.
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R orschach Inkblot Test
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Personality Determinants
W hether Heredity or Environment????± Heredity : Factors determined at conception: physical
stature, facial attractiveness, gender, temperament, energylevel (biological+ psychological makeup of parents)
± This ³Heredity Approach´ argues that genes are the sourceof personality (height, complexion, hair color)
± E.g. Twin studies: raised apart but very similar personalities± Parents don¶t add much to personality development± There is some personality change over long time periods
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Personality Traits
E nduring characteristics that describe an individual¶sbehavior
± The more consistent the characteristic and the morefrequently it occurs in diverse situations, the more important
the trait.Tw o dominant frame w orks used to describe
personality:± Myers-Briggs Type Indicator (MBTI ®)
± Big Five Model
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The Myers-Briggs Type Indicator
Most w idely used instrument in the w orld.Participants are classified on four axes to determine one of 16 possible personality types, such as ENTJ.
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Extroverted(E) Introverted(I)
Sensing(S)
Intuitive(N)
Thinking(T) Feeling(F)
Judging (J) Perceiving(P)
Flexible andSpontaneous
Sociable andAssertive
Quiet andShy
UnconsciousProcesses
Uses Values& Emotions
Practical andOrderly
Use Reasonand Logic
Want Order& Structure
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The Types and Their Uses
E 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 (ENTP) ± entrepreneurial, innovative,
individualistic, and resourceful.
e.g. Creators of Apple, Honda Motors, Microsoft are NTs (5%)
R esearch 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 (no
in-between)© 2009 Prentice-Hall Inc. All rights reserved. 4-10
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The Big Five Model of Personality Dimensions
Extroversion Sociable, gregarious, and assertive
Agreeableness Good-natured, cooperative, and trusting
Conscientiousness
Responsible, dependable,persistent, and organized
Emotional Stability
Calm, self-confident, secure under stress(positive), versus nervous, depressed, andinsecure under stress (negative)
Openness toExperience
Curious, imaginative, artistic, andsensitive
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Ex trovertness
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C onscientiousness
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H ow Do the Big Five Traits Predict Behavior?
± 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; absenteeism, open about relationships, drinking
� Open people are more creative and can be good leaders.� Agreeable people are good in social settings.� People who score higher on emotional stability are happier
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See E X H I B I T 4 2
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O ther Personality Traits R elevant to O B
C ore Self- E valuation
± The degree to which people like or dislike themselves
± Positive self-evaluation leads to higher job performance
± E.g. insurance; 90% of sales call get rejected,successful salespersons have positive core self evaluation ( more capable)
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C ontd .
Machiavellianism
Amit is a young bank manager in MP. He¶s had threepromotions in the past 4 years. Amit makes no apologies for theaggressive and manipulative tactics he¶s used to propel hiscareer upward.³ I am prepared to do whatever I have to do to get to top
level´He is a MACHIAVELLIAN ± A pragmatic, emotionally maintains distance, power-player who
believes that ends justify the means i.e. if it works, then use it
± High Machs are manipulative, win more often, and persuade morethan they are persuaded. Flourish when:� Have direct interaction
W ork with minimal rules and regulations� Emotional involvement distract
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C ontd
N arcissismHans likes to be the centre of attention, likes to look himself inthe mirror a lot, has extravagant dreams and seems to consider himself a person of many talents³ Hans is a narcissist´
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Barack O bama
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C ontd .
O riginated from Greek myth of Narcissus, the story of a manso proud of him that he fell in love with his own image
G randiose sense of self ±importance
person who needs excessive admiration, self obsessed, arrogant
Less effective in their jobs
Think they are better leaders but according to their known onesthey are worst leaders
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C ontd
R isk T aking
± The willingness to take chances.
± May be best to align propensities with job requirements.
± Risk takers make faster decisions with less information
± R eal estate developer ³Donald Trump´; Trumpinternational hotel in Chicago, co-producing and starring in³ The apprentice´, clothing and furniture and authoring best- selling books
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C ontd ..T ype A Personality
± Aggressively involved in a chronic, incessant struggle toachieve 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
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C ontd .
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Proactive Personality
± Identifies opportunities, shows initiative, takes action, andimproves the current circumstances
± Seen as change initiators and leaders
± Creates positive change in the environment
± Dhirubhai Ambani; R eliance empire
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Values
Is Capital punishment right or wrong?
Love marriage or arrange marriage?
Violence or Non violence?
Modeling as a profession?
Cheating in examination?
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C ontd .
B asic convictions on how to conduct yourself or how to liveyour life that is personally or socially preferable ± ³HowTo´ live life properly.
Attributes of Values:
± Content Attribute ± that the mode of conduct or end-state isimportant (good, bad or desirable)± Intensity Attribute ± just how important that content is.
Value System ( flexible or fluid)± A person¶s values rank ordered by intensity (freedom,pleasure, self respect, honesty, obedience, equality)± Tends to be relatively constant and consistent ( parents,
teachers, friends and others)
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C lassifying Values R okeach Value Survey
T erminal Values± Desirable end-states of existence; the goals that a person
would like to achieve during his or her lifetime
nstrumental Values
± Preferable modes of behavior or means of achieving one¶sterminal values
People in same occupations or categories tend to holdsimilar values± But values vary between groups± Value differences make it difficult for groups to negotiate
and may create conflict
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Values in the R okeach Survey
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Value Differences Between Groups
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E X H I B I T 4 4
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Linking Personality and V alues to the Workplace
Managers are less interested in someone¶s ability to do aspecific job than in that person¶s flexibility.
Person-Job Fit:± John Holland¶s Personality-Job Fit Theory
� Six personality types� Vocational Preference Inventory (VPI)
± Key Points of the Model:� There appear to be intrinsic differences in personality between
people� There are different types of jobs� People in jobs congruent with their personality should be more
satisfied and have lower turnover
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H olland s Personality Typology & O ccupations
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E X H I B I T 4 7
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R elationships Among Personality Types
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The closer theoccupationalfields, the morecompatible.
The furtherapart the fields,the moredissimilar.
E X H I B I T 4 8
Need to match personalitytype with occupation.Source: R eprinted by special permission of the publisher, PsychologicalAssessment R esources, Inc., from Making Voc ati o nal Cho i ces, copyright 1973,1985, 1992 by Psychological Assessment R esources, Inc. All rights reserved.
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Still Linking Personality to the Workplace
In addition to matching the individual¶s personality to thejob, 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 theorganizational culture.
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Global 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
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H ofstede s Framework: Power Distance
The extent to which a society accepts that power ininstitutions and organizations is distributed unequally.
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Low distanceRelatively equal power
between those withstatus/wealth and thosewithout status/wealth
High distanceExtremely unequal power
distribution between those
with status/wealth and thosewithout status/wealth
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H ofstede s Framework: Individualism
ndividualism± The degree to which people prefer to act as individuals
rather than a member of groupsC ollectivism
± A tight social framework in which people expect others ingroups of which they are a part to look after them andprotect them
Versus
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H ofstede s Framework: Masculinity
Masculinity± The extent to which the society values work roles of
achievement, power, and control, and where assertivenessand materialism are also valued
Femininity± The extent to which there is little differentiation between
roles for men and women
Versus
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H ofstede s Framework: Uncertainty Avoidance
The extent to which a society feels threatened by uncertainand ambiguous situations and tries to avoid them
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H igh Uncertainty Avoidance:Society does not like ambiguoussituations and tries to avoid them.
L ow Uncertainty Avoidance:
Society does not mind ambiguoussituations and embraces them.
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L ong-term Orientation± A national culture attribute that emphasizes the future, thrift,
and persistence
Short-term Orientation
± A national culture attribute that emphasizes the present andthe here and now
H ofstede s Framework: Time O rientation
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H ofstede s Framework: An Assessment
T here are regional differences w ithin countriesT he original data is old and based on only one companyH ofstede had to make many judgment calls w hile doing
the researchSome results don¶t match w hat is believed to be trueabout given countriesDespite these problems it remains a very popularframe w ork
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GLO BE Framework for Assessing C ultures
G lobal L eadership and Organizational BehaviorE ffectiveness ( GL OB E ) research program.± Nine dimensions of national culture
Similar to H ofstede¶s frame w ork w ith these additionaldimensions:± Humane Orientation: how much society rewards people for
being altruistic, generous, and kind.± Performance Orientation: how much society encourages and
rewards performance improvement and excellence.
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