ob 14e_5 personality & values

Robbins & Judge

Organizational Behavior14th Edition

Personality and ValuesPersonality and Values

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• 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

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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

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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

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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.

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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).

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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

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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

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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

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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

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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

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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

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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.

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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

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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

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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

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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

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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

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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.

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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.

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THE END

QUESTIONS