personality and value (chap 4) 10019481
TRANSCRIPT
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PersonalityPersonality
andandValuesValues
ChapterFOUR
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What is Personality?
Personality
The sum total of ways in which an individualreacts and interacts with others; measurabletraits a person exhibits.
Personality Traits
Enduring
characteristics thatdescribe anindividuals behavior.
Personality
Determinants
Heredity
Environment
Situation
Personality
Determinants
Heredity
Environment
Situation
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Sixteen
Primary
Traits
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The Myers-Briggs Type Indicator
Personality Types
Extroverted vs. Introverted (E or I)
Sensing vs. Intuitive (S or N)
Thining vs. !eeling (T or !)
"udging vs. Per#eiving (P or ")
S#ore is a #om$ination o%all %our (e.g.& ENT")
Personality Types Extroverted vs. Introverted (E or I)
Sensing vs. Intuitive (S or N)
Thining vs. !eeling (T or !)
"udging vs. Per#eiving (P or ")
S#ore is a #om$ination o%all %our (e.g.& ENT")
'yersriggs Type Indi#ator ('TI)
A personality test that taps four characteristicsand classies people into 1 of 1 personalitytypes.
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Meyers-Briggs, Continued
* 'eyersriggs s#ore
! "an be a valuable tool for self#awareness andcareer guidance
+T! $hould not be used as a selection tool because
it has not been related to %ob performance&&&
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The Big Five Model of Personality i!ensions
Extroversion$ociable' gregarious' and assertive
*greea$leness(ood#natured' cooperative' and trusting.
,ons#ientiousness)esponsible' dependable' persistent' and organi*ed.
-penness to Experien#e"urious' imaginative' artistic' and sensitive
Emotional Sta$ility
"alm' self#condent' secure under stress +positive,' versusnervous' depressed' and insecure under stress +negative,.
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Measuring Personality
Personality is 'easured y
Sel%report surveys -$serverrating surveys
Proe#tive measures
! Rorschach Inkblot Test
! Thematic ApperceptionTest
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Ma"or Personality #ttri$utes Influencing %B
,ore Sel%evaluation! Self-esteem
! Locus of Control
'a#hiavellianism
Nar#issism
Sel%monitoring
/is taing
Type * vs. Type personality
Proa#tive Personality
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Core &elf-'valuation( T)o Main Co!ponents
Sel% Esteem-ndividuals degree of liing or disliingthemselves.
0o#us o% ,ontrol
The degree to which people believe theyare masters of their own fate.Internals (Internal lo#us o% #ontrol)
-ndividuals who believe that theycontrol what happens to them.
Externals (External lo#us o% #ontrol)
-ndividuals who believe that whathappens to them is controlled byoutside forces such as luc orchance.
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Machiavellianis!
,onditions !avoring High 'a#hs
Dire#t intera#tion 1ith others
'inimal rules and regulations
Emotions distra#t %or others
,onditions !avoring High 'a#hs
Dire#t intera#tion 1ith others
'inimal rules and regulations
Emotions distra#t %or others
'a#hiavellianism ('a#h)
/egree to which an individual ispragmatic' maintains emotional distance'and believes that ends can %ustify means.
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*arcissis!
* Nar#issisti# Person
0as grandiose sense of self#importance
0)e2uires excessive admiration
0as a sense of entitlement
0-s arrogant
0Tends to be rated as less e3ective
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&elf-Monitoring
Sel%'onitoringA personality trait thatmeasures an individualsability to ad%ust his or her
behavior to external'situational factors.
High Sel%'onitors
/e#eive $etter per%orman#e
ratings 0iely to emerge as leaders
Sho1 less #ommitment to
their organi2ations
High Sel%'onitors
/e#eive $etter per%orman#e
ratings
0iely to emerge as leaders
Sho1 less #ommitment to
their organi2ations
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+is-Taing
High /istaing 'anagers! 4ae 2uicer decisions
! 5se less information to mae decisions
! 6perate in smaller and more entrepreneurialorgani*ations
0o1 /istaing 'anagers
! Are slower to mae decisions
!)e2uire more information before maingdecisions
! Exist in larger organi*ations with stableenvironments
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Personality TypesType *3s
. are al)ays !oving, )aling, and eating rapidly/
0. feel i!patient )ith the rate at )hich !ost events tae place/
1. strive to thin or do t)o or !ore things at once/
2. cannot cope )ith leisure ti!e/
3. are o$sessed )ith nu!$ers, !easuring their success in
ter!s of ho) !any or ho) !uch of everything they ac4uire.
Type 3s
. never suffer fro! a sense of ti!e urgency )ith its
acco!panying i!patience/
0. feel no need to display or discuss either their achieve!entsor acco!plish!ents/
1. play for fun and rela5ation, rather than to e5hi$it their
superiority at any cost/
2. can rela5 )ithout guilt.
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Personality Types
Proa#tive Personality
-dentiesopportunities' showsinitiative' taes
action' andperseveres untilmeaningful changeoccurs.
"reates positivechange in theenvironment'regardless or even in
spite of constraints or
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De%inition4 Mode of conduct or end state ispersonally or socially prefera$le 6i.e., )hat is right 7good8
!Terminal 7alues
esira$le 'nd &tates! -nstrumental 7alues
The )ays9!eans for achieving one:s ter!inalvalues
;alues
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I!portance of ;alues
Provide understanding o% the attitudes&motivation& and $ehaviors o% individuals and
#ultures.
In%luen#e our per#eption o% the 1orld around us.
/epresent interpretations o% 5right6 and 51rong.6
Imply that some $ehaviors or out#omes are
pre%erred over others.
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Types of ;alues
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Values in
the
/oea#h
Survey
E 7 H I I T 89
Source: M. +oeach, The Nature of Human
Values 6*e) =or( The Free Press, >18.
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Values in
the
/oea#h
Survey
(#ont3d)
E 7 H I I T 89 (#ont3d)
Source: M. +oeach, The Nature of Human
Values 6*e) =or( The Free Press, >18.
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Mean ;alue +anings of
'5ecutives, @nion
Me!$ers, and #ctivists
E 7 H I I T 88
Source: Based on W. C. Frederic and A. We$er, The ;alues of
Corporate Managers and Their Critics( #n '!pirical escription and
*or!ative I!plications, in W. C. Frederic and D. '. Preston 6eds.8
Business Ethics: Research Issues and Empirical Studies 6Ereen)ich,
CT( A#I Press, >>8, pp. 01
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;alues, Doyalty, and 'thical Behavior
Ethical Climate inEthical Climate inEthical Climate inEthical Climate in
Ethical Values anEthical Values an
!eha"iors of!eha"iors of
LeaersLeaers
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Po1er Distan#e
Individualism vs. ,olle#tivism
'as#ulinity vs. !emininity
+n#ertainty *voidan#e
0ongterm and Shortterm orientation
Values a#ross ,ultures4 Ho%stede3s
!rame1orfor assessing cultures
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Gofstede:s Fra!e)or for #ssessing Cultures
Po1er Distan#eThe extent to which a society acceptsthat power in institutions andorgani*ations is distributed une2ually.
Lowdistance9 relatively e2ual powerbetween those with status:wealth andthose without status:wealth
Highdistance9 extremely une2ualpower distribution between those withstatus:wealth and those withoutstatus:wealth
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Gofstede:s Fra!e)or 6cont:d8
,olle#tivism
A tight socialframewor in whichpeople expect others in
groups of which theyare a part to loo afterthem and protectthem.
Individualism
The degree to whichpeople prefer to act
as individuals ratherthan a member ofgroups.
Vs.
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Gofstede:s Fra!e)or 6cont:d8
'as#ulinity
The extent to whichthe society values worroles of achievement'
power' and control'and whereassertiveness andmaterialism are alsovalued.
!emininityThe extent towhich there is littledi3erentiation
between roles formen and women.
Vs.
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Gofstede:s Fra!e)or 6cont:d8
+n#ertainty *voidan#eThe extent to which a society feelsthreatened by uncertain and ambiguoussituations and tries to avoid them.
High +n#ertainty *voidan#e4
So#iety does not lie
am$iguous situations : tries to
avoid them.
0o1 +n#ertainty *voidan#e4
So#iety does not mind
am$iguous situations :
em$ra#es them.
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Gofstede:s Fra!e)or 6cont:d8
0ongterm -rientationA national cultureattribute thatemphasi*es the
future' thrift' andpersistence.
Shortterm -rientationA national cultureattribute thatemphasi*es the present
and the here and now.
Vs.
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#chieving Person-Ao$ Fit
Personality Types
/ealisti#
Investigative
So#ial
,onventional
Enterprising
*rtisti#
Personality Types
/ealisti#
Investigative
So#ial
,onventional
Enterprising *rtisti#
Personality"o$ !itTheory (Holland)
-denties sixpersonality types and
proposes that the tbetween personalitytype and occupationalenvironmentdetermines satisfactionand turnover.
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Holland3s
Typology o%
Personality
and
,ongruent
-##upations
E 7 H I I T 8;1,
>H3, >>0 $y Psychological #ssess!ent +esources, Inc. #ll rights reserved.
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%rganiational Culture Profile 6%CP8
+se%ul %or determining personorgani2ation %it
Survey that %or#es #hoi#es>ranings o%
one3s personal values
Help%ul %or identi%ying most importantvalues to loo %or in an organi2ation (in
e%%orts to #reate a good %it)