ch 5 pers. n values

7/31/2019 Ch 5 Pers. n Values

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Ch5Personality and values


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Personality

What is personality

The sum total of ways in which an individualreacts to and interacts with others

Measuring personality

Self-report surveys problems : fake,accuracy

Observer ratings surveys


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Personality determinants

Heredity vs. environment

Identical twins researches

Genetics accounts for 50% of the personalitysimilarities between twins

Personality changes

Ex. Dependability tend to increase over time

More changeable in adolescence and morestable among adults.


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Personality determinants

Personality traits

Enduring characteristics that describe anindividuals behavior

Ex. Lazy, loyal

More frequently occurs, more consistentovertime more important in describing the

individual


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The Myers-Briggs TypeIndicator(MBTI)

100-question personality test that askpeople how they usually feel or act inparticular situations.

Extraverted(E) vs. Introverted(I)Sensing(S) vs. Intuitive(N)

Thinking(T) vs. Feeling(F)

Judging(J) vs. Perceiving(P)

16 personality types

Validity-most of the evidence suggested not

Valuable tool for increasing self-awareness


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The Big Five Personality Model

Big Five factors: ExtroversionAgreeablenessConscientiousness

Emotional stabilityOpenness to experience

How do the Big Five traits predict behaviorat work? Higher conscientious higher levels of job

knowledge higher job performance Conscientious is more important than other

traits(to Business success)


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Exhibit 5-2


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Other Personality Traits Relevant toOB

Core self-evaluation

Positive core self-evaluation related to jobsatisfaction and better job performance

Machiavellianism

The degree to which an individual ispragmatic, maintains emotional distance, andbelieves that ends can justify means

High-Mach outcomes are moderated bysituational factors


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High Machs flourish when:

Interact face to face with others rather thanindirectly

Situation has a minimal number of rules andregulations, allowing latitude for improvisation

Emotional involvement with details irrelevant towinning

High Machs make good employees depends

on the type of job


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Narcissism While they thought they were better leaders than

their colleagues, their supervisors actually ratedthem as worse.

Self-monitoring High in self-monitoring show considerable

adaptability in adjusting their behavior to externalsituational factors

Risk taking People differ in their willingness to rake chances,

a affects how much time and informationmanagers need to take a decision


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Type A personality

Aggressive involvement in a chronic,incessant struggle to achieve more and more

in less and less time and, if necessary ,against the opposing efforts of other things orother people.

Proactive personality

People who identify opportunities, showinitiative take action, and persevere untilmeaningful change occurs.


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Values

Basic convictions that a specific mode ofconduct or end-state of existence ispersonally or socially preferable to anopposite or converse ones.

Contain judgment element, have bothcontent and intensity attributes.

Value system-based on a ranking of anindividuals values in terms of their

intensity.


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Values

The importance of values

influence attitudes and behavior

Terminal vs. instrumental values Rokeach Value survey 2 sets, each contain 18 individual value items

Terminal values

Instrumental values RVS values vary among groups can

create serious conflicts while groups content


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Values

Generational values

Contemporary work cohorts

Cohort Entered the Workforce Approximate Current

Age

Dominant Work Values

Veterans 1950s or early 1960s 65+ Hardworking, conservative,conforming; loyalty to theorganization

Boomers 1965-1985 Mid-40s to mid-60s Success, achievement,ambition, dislike of authority,loyalty to career

Xers 1985-2000 Late 20s to early 40s Work/life balance, team-oriented, dislike of rules;loyalty to relationships

Nexers 2000-present Under 30 Confident, financial success,self-reliant but team-oriented;loyalty to both self andrelationships


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Linking an individuals personality and

values to the workplace

Person-job fit theory

Vocational Preference Inventoryquestionnaire


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The theory argues that satisfaction is highestand turnover lowest when personality andoccupation are in agreement

There do appear to be intrinsic differences inpersonality among individuals

Different types of jobs

People in jobs congruent with their personality

more satisfied and less likely to voluntarily resign


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Linking an individuals personality and

values to the workplace

Person-organization fit

People are attracted to and selected byorganizations that match their values, and

they leave organizations that are compatiblewith their personalities

Fit better with the organizations culture

higher employee satisfaction and reduced

turnover


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Global Implications

Personality

Big Five model appear in almost all cross-cultural studies

Differences tend to be in the emphasis ondimensions and whether countries arepredominantly individualistic or collectivistic


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Global Implications

Values

Hofstedes framework for assessing cultures

Power distance

Individualism vs. Collectivism

Masculinity vs. Femininity

Uncertainty avoidance

Long-term vs. Short-term orientation

External validity ? data representation andcultural differences


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The GLOBE Framework for AssessingCultures

An ongoing cross-cultural investigation of

leadership and national culture Identified 9 dimensions on which national cultures

differ

Ex. humane orientation, performance orientation


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Summary and Implications forManagers

Personality

Personality and job performance were notmeaningfully related across traits or

situations

Values

Employees performance and satisfaction are

likely to be higher if their values fit well with

the organization

ch 5 pers. n values

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