ch 5 pers. n values
TRANSCRIPT
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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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Other Personality Traits Relevant toOB
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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Other Personality Traits Relevant toOB
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