Documente Academic
Documente Profesional
Documente Cultură
Personality, and
Values
MARS Model of Individual Behavior
Situational
factors
Values Motivation
Personality
Perceptions Individual
Ability behavior and
Emotions results
Attitudes
Stress Role
perceptions
2-2
Employee Motivation
S
M
A BAR
2-3
Employee Ability
2-4
Role Perceptions
S
M
A BAR
2-5
Situational Factors
A BAR
2-6
Defining Personality
2-7
Nature vs. Nurture of Personality
Influenced by Nature
• Heredity explains about 50 percent of behavioural
tendencies and 30 percent of temperament
• Minnesota studies – twins had similar behaviour
patterns
Influenced by Nurture
• Socialization, life experiences, learning also affect
personality
• Personality isn’t stable at birth
• Stabilizes throughout adolescence
• Executive function steers using our self-concept as
a guide
2-8
Five-Factor Personality Model
(CANOE)
2-9
Five-Factor Personality and
Organizational Behavior
Conscientiousness and emotional stability
• Motivational components of personality
• Strongest personality predictors of performance
Extroversion
• Linked to sales and mgt performance
• Related to social interaction and persuasion
Agreeableness
• Effective in jobs requiring cooperation and helpfulness
Openness to experience
• Linked to higher creativity and adaptability to change
2-10
Jungian Personality Theory
Swiss psychiatrist Carl Jung
Identifies preferences for
perceiving the environment
and obtaining/processing
information
Commonly measured by
Myers-Briggs Type Indicator
(MBTI)
2-11
Myers-Briggs Type Indicator (MBTI)
Extroversion versus introversion
• similar to five-factor dimension
Sensing versus intuition
• collecting information through senses versus
through intuition, inspiration or subjective sources
Thinking versus feeling
• processing and evaluating information
• using rational logic versus personal values
Judging versus perceiving
• orient themselves to the outer world
• order and structure or flexibility and spontaneity
2-12
Self-Concept Defined
2-13
Three “C’s” of Self-Concept
Complexity
• People have multiple self-concepts
Consistency
• Improved wellbeing when multiple self-concepts
require similar personality traits and values
Clarity
• Clearly and confidently described, internally
consistent, and stable across time.
• Self-concept clarity requires self-concept
consistency
2-14
Four “Selves” of Self-Concept
Self-enhancement
• Promoting and protecting our positive self-view
Self-verification
• Affirming our existing self-concept (good and bad
elements)
Self-evaluation
• Evaluating ourselves through self-esteem, self-
efficacy, and locus of control
Social self
• Defining ourselves in terms of group membership
2-15
Self-Concept: Self-Enhancement
2-16
Self-Concept: Self-Verification
Motivation to verify/maintain our existing self-
concept
Stabilizes our self-concept
People prefer feedback consistent with their
self-concept
Self-verification outcomes:
• We ignore or reject info inconsistent with self-
concept
• We interact more with those who affirm/reflect self-
concept
2-17
Self-Concept: Self-Evaluation
Defined mainly by three dimensions:
Self-esteem
• High self-esteem -- less influenced, more
persistent/logical
Self-efficacy
• Belief in one’s ability, motivation, role perceptions, and
situation to complete a task successfully
• General vs. task-specific self-efficacy
Locus of control
• General belief about personal control over life events
• Higher self-evaluation with internal locus of control
2-18
Self-Concept: Social Self
Social identity -- defining ourselves in terms of
groups to which we belong or have an emotional
attachment
We identify with groups that have high status -- aids
self-enhancement
Contrasting Groups
IBM Employee
Employees at
other firms
Graduates of other
University of Dallas schools
Graduate
2-19
Values in the Workplace
Stable, evaluative beliefs that guide our
preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
2-20
Schwartz’s Values Model
2-21
Schwartz’s Values Model
2-22
Values and Behavior
Habitual behavior usually consistent with
values, but conscious behavior less so
because values are abstract constructs
Decisions and behavior are linked to values
when:
• Mindful of our values
• Have logical reasons to apply values in that
situation
• Situation does not interfere
2-23
Values Congruence
2-24
Values Across Cultures: Individualism
and Collectivism
Degree that people value duty to their group
(collectivism) versus independence and
person uniqueness (individualism)
Previously considered opposites, but
unrelated -- i.e. possible to value high
individualism and high collectivism
2-25
Individualism
High Individualism
The degree to which people
U.S.
value personal freedom,
Italy self-sufficiency, control over
India
themselves, being
appreciated for unique
Denmark qualities
Taiwan
Low Individualism
2-26
Collectivism
High Collectivism
The degree to which people
value their group
Italy membership and
Taiwan
harmonious relationships
within the group
India
Denmark
U.S.
Low Collectivism
2-27
Power Distance
High Power Distance High power distance
Malaysia • Value obedience to authority
Venezuela • Comfortable receiving
commands from superiors
• Prefer formal rules and authority
Japan to resolve conflicts
Low power distance
U.S. • Expect relatively equal power
sharing
Denmark
Israel
• View relationship with boss as
interdependence, not
Low Power Distance dependence
2-28
Uncertainty Avoidance
High U. A.
High uncertainty avoidance
Greece
Japan • feel threatened by ambiguity
and uncertainty
Italy • value structured situations and
direct communication
Low U. A.
2-29
Achievement-Nurturing
Achievement
High achievement
Japan
orientation
• assertiveness
China • competitiveness
U.S. • materialism
Nurturing
2-30
Three Ethical Principles
2-31
Influences on Ethical Conduct
Moral intensity
• degree that issue demands ethical principles
Ethical sensitivity
• ability to recognize the presence and determine the
relative importance of an ethical issue
Situational influences
• competitive pressures and other conditions affect
ethical behavior
2-32
Supporting Ethical Behavior
Ethics training
Ethics hotlines
2-33