Chapter 5 Personality and Values 1 Learning Objectives

Chapter 5 Personality and Values 1

Learning Objectives Define personality, describe how it is measured, and explain the factors that determine an individual’s personality. Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses. Identify the key traits in the Big Five personality model. Demonstrate how the Big Five traits predict behavior at work. Identify other personality traits relevant to OB. Define values, demonstrate their importance, and contrast terminal and instrumental values. Compare generational differences in values, and identify the dominant values in today’s workforce. Identify Hofstede’s five value dimensions of national culture. 2

Personality What is Personality? The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment. “Gordon Allport” The sum total of ways in which an individual reacts and interacts with others. Enduring characteristics that describe an individual’s behavior. The measurable traits a person exhibits. 3

Personality Measuring Personality Tests Helpful in hiring decisions Self Report Surveys Most common method Observer Rating Surveys Provide an independent assessment of personality – often better predictors 4

Personality Determinants Heredity Personality Traits Factors determined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and bio-rhythms “Heredity Approach” argues that genes are the source of personality Twin studies: raised apart but very similar personalities Parents don’t add much personality development There is some personality change over long time periods to Enduring characteristics that describe an individual’s behavior The more consistent the characteristic and the more frequently it occurs in diverse situations, the more important the trait 5

Personality The Myers – Briggs Indicator (MBTI) A personality test that taps four characteristics and classifies people into 1 of 16 personality types using 100 questions Most widely-used instrument in the world Extraverted (E) vs. Introverted (I) Sensing (S) vs. Intuitive (N) Thinking (T) vs. Feeling (F) Judging (J) vs. Perceiving (P) Each of the sixteen possible combinations has a name 6

Personality The Big Five Personality Model A personality assessment model that taps five basic dimensions + + + Extraversion Introversion - - Extraversion The quality of being comfortable with relationships (Sociable, gregarious, and assertive) Higher performance – Enhanced leadership – Higher job & life satisfaction 7

Personality The Big Five Personality Model + + + High Low - - Agreeableness The ability to get along with others (Good-natured, cooperative, and trusting) Higher performance – Lower levels of deviant behavior + + + High Low - - Conscientiousness The number of goals on which a person focuses (Responsible, dependable, persistent, and organized) Higher performance – Enhanced leadership – Greater longevity 8

Personality The Big Five Personality Model + + + More Less- - Emotional Stability Less moodiness and insecurity (Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative) High job & life satisfaction – Lower stress level + + + More Less - - Openness The capacity to entertain new ideas and to change as a result of new information (Curious, imaginative, artistic, and sensitive) Training performance – Enhanced leadership – More adaptable to change 9

Personality Other Personality Traits Relevant to OB Core Self Evaluation The degree to which people like or dislike themselves Higher job performance Machiavellianism A pragmatic, emotionally distant power-player who believes that ends justify the means Win more often Narcissism An arrogant, entitled, self-important person who needs excessive admiration Less effective in their jobs Self Monitoring The ability to adjust behavior to meet external, situational factors. More likely to become leaders. Risk Taking The willingness to take chances. Make faster decisions with less information Proactive Personality Identifies opportunities, shows initiative, takes action, and perseveres to completion Creates positive change in the environment Other Orientation Care about others or economic actors, ” primarily rational and self-interested Pay me back - Pay me 10 forward 10

Values What is Values? Basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable to an opposite or converse mode of conduct or end state of existence Attributes of Values Content Attribute That the mode of conduct or end-state is important Intensity Attribute How important it is 11

Values What is Value System? A hierarchy based on a ranking of an individual’s value in terms of their intensity Tends to be relatively constant and consistent 12

Values What is the Importance of Values? Provide understanding of the attitudes, motivation, and behaviors Influence our perception of the world around us Represent interpretations of “right” and “wrong” Imply that some behaviors or outcomes are preferred over others 13

Values Terminal Versus Instrumental Values “Rokeach Value Survey” Terminal Values Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime Instrumental Values Preferable modes of behavior or means of achieving one’s terminal values 14

Values Generational Values Cohort Entered Workforce Approximate Current Age Dominant Work Values Boomers 1965 -1985 Mid-40 s to mid-60 Success, achievement, ambition, dislike of authority; loyalty to career Xers 1985 -2000 Late 20 s to early 40 s 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 15

Linking an Individual’s Personality and Values to the Workplace Personality - Job Fit Theory A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover John Holland’s Personality-Job Fit Theory Vocational Preference Inventory (VPI) Realistic Social Investigative Enterprising Artistic Conventional 1. 2. 3. 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. 16

Linking an Individual’s Personality and Values to the Workplace Person Organization Fit – The extent that 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. 17

International Values Hofstede’s Framework for Assessing Cultures Power Distance The extent to which a society accepts that power in institutions and organizations is distributed unequally Low Distance High Distance Relatively equal power between those with status / wealth and those without status / wealth Extremely unequal power distribution between those with status / wealth and those without status / wealth 18

International Values Hofstede’s Framework for Assessing Cultures Individualism Collectivism The degree to which people prefer to act as individuals rather than as members of groups A tight social framework in which people expect others in groups of which they are a part to look after them and protect them Masculinity Femininity The extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued The extent to which there is little differentiation between roles for men and women 19

International Values Hofstede’s Framework for Assessing Cultures Uncertainty Avoidance The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them High Uncertainty Avoidance Low Uncertainty Avoidance Society does not like ambiguous situations and tries to avoid them Society does not mind ambiguous situations and embraces them 20

International Values Hofstede’s Framework for Assessing Cultures 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 21

International Values GLOBE Framework for Assessing Cultures Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program (Nine dimensions of national culture) Human Orientation Performance Orientation How much society rewards people for being altruistic, generous, and kind How much society encourages and rewards performance improvement and excellence 22