chapter 2 personality and values

Trang 1

Essentials of Organizational BehaviorStephen P Robbins & Timothy A Judge

Chapter 2 Personality and Values

Trang 2

After studying this chapter you

should be able to:

1 Define personality, describe how it is measured, and

explain the factors that determine an individual’s personality.

2 Describe the Myers-Briggs Type Indicator personality

framework and assess its strengths and weaknesses.3 Identify the key traits in the Big Five personality model

and demonstrate how the traits are relevant to OB.4 Define values, demonstrate the importance of values, and

contrast terminal and instrumental values.5 Compare the generational differences in values and

identify the dominant values in today’s workforce.6 Identify Hofstede’s five value dimensions of national

culture.

Trang 3

an individual reacts to and interacts with others

• Most often described in terms of measurable traits that a person exhibits, such as shy, aggressive, submissive, lazy, ambitious, loyal and timid

Trang 4

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, the measurable traits a person exhibits

•Measuring Personality

Helpful in hiring decisionsMost common method: self-reporting surveysObserver-ratings surveys provide an independent assessment of

personality – often better predictors

5-4

Trang 5

Personality Determinants

• Heredity

Factors determined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and bio-rhythms

This “Heredity Approach” argues that genes are the source of personality

Twin studies: raised apart but very similar personalitiesThere is some personality change over long time periods

Trang 6

Measuring Personality

• Self-reports Surveys

Most commonProne to error

• Observer-ratings Surveys

Independent assessmentMay be more accurate

Trang 7

•Two dominant frameworks used to describe personality:

Myers-Briggs Type Indicator (MBTI®)Big Five Model

Trang 8

The Myers-Briggs Type

Trang 9

The Types and

and resourceful

• Research results on validity mixed

MBTI® is a good tool for self-awareness and counseling.Should not be used as a selection test for job candidates.

Trang 10

The Big Five Model of Personality Dimensions

5-10

Trang 11

How Do the Big Five Traits

Predict Behavior?

• Research has shown this to be a better framework.

• Certain traits have been shown to strongly relate to higher job performance:

Highly conscientious people develop more job knowledge, exert greater effort, and have better performance.

Other Big Five Traits also have implications for work.

• Emotional stability is related to job satisfaction.• Extroverts tend to be happier in their jobs and have good social skills.• Open people are more creative and can be good leaders.

• Agreeable people are good in social settings.

Trang 12

5-12

Other organizationally relevant

personality trait

Trang 13

Other organizationally relevant personality trait

Locus of control

“Externals,” or individuals with an external locus of control, tend to believe outside forces are largely responsible for their fate, and they see little connection between their own actions and what happens to them

“Internals,” or individuals with an internal locus of control, think their own actions and behaviors have an impact on what happens to them.

Trang 14

Other organizationally relevant

 In contrast, low self-monitors are not particularly sensitive to cues indicating acceptable behavior, nor are they overly concerned about behaving in a situationally appropriate manner

Trang 15

More Relevant Personality

Traits

Trang 16

esteem question their self-worth, doubt their capabilities, and are

apprehensive about their ability to succeed in different endeavors.

Trang 17

Needs for Achievement, Afﬁliation, and Power

Individuals with a high need for achievement have a special desire to

perform challenging tasks well and to meet their own personal standards for excellence.

Individuals with a high need for afﬁliation are especially concerned about

establishing and maintaining good relations with other people.Individuals with a high need for power have a strong desire to exert

emotional and behavioral control or inﬂuence over others

Trang 18

Even More Relevant Personality Traits

Trang 19

Other Personality Traits

• Narcissism

An arrogant, entitled, self-important person who needs excessive admirationLess effective in their jobs

Trang 20

Still Linking Personality to the

Trang 21

Represent basic, enduring convictions that "a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence."

Trang 22

Trang 23

Rokeach Value Survey

• Terminal values refers to desirable end-states of existence

Goals that a person would like to achieve during his or her lifetime

• Instrumental

values refers to preferable modes of behavior, or means of achieving the terminal values

Trang 24

Examples of Terminal Values

• A comfortable life (a prosperous life)• An exciting life (stimulating, active life)• A sense of accomplishment (lasting contribution)• A world of peace (free of war and conflict)

• A world of beauty (beauty of nature and the arts)• Equality (brotherhood, equal opportunity for all)• Family security (taking care of loved ones)

• Freedom (independence, free choice)• Happiness (contentedness)

Trang 25

• Courageous (standing up for your beliefs)• Forgiving (willing to pardon others)

• Helpful (working for the welfare of others)• Honest (sincere, truthful)

Trang 26

Contemporary Work Cohorts

Trang 27

Personality-Job Fit:Holland’s Hexagon

• Job satisfaction and turnover depend on congruency between personality and task

Fields adjacent are similarField opposite are dissimilar

•Vocational Preference Inventory Questionnaire

Trang 28

Person-Organization Fit

• It is more important that employees’ personalities fit with the organizational culture than with the

characteristics of any specific job.

• The fit predicts job satisfaction, organizational commitment and turnover.

Trang 29

Global Implications

• The Big Five Model appears across a wide

variety of cultures

Primary differences based on factor emphasis

and type of country

• Values differ across cultures

Two frameworks for assessing culture:

•Hofstede•GLOBE

Trang 30

Hofstede’s Framework for

Assessing Cultures

Five factors:

Power DistanceIndividualism vs Collectivism

Masculinity vs Femininity Uncertainty Avoidance Long-term vs Short-term Orientation

Trang 31

GLOBE* Framework for

Assessing Cultures

• Assertiveness • Future orientation • Gender differentiation • Uncertainty avoidance • Power distance

• Individualism/ collectivism • In-group collectivism • Performance

orientation• Humane orientation

Ongoing study with nine factors:

Trang 32

Implications for Managers

Trang 33

Related to many OB criteriaMay be very useful in predicting behavior

Vary between and within cultures

Trang 34

Summary

1 Defined personality, described how it is measured, and

explained the factors that determine an individual’s personality.

2 Described the Myers-Briggs Type Indicator personality

framework and assessed its strengths and weaknesses.3 Identified the key traits in the Big Five personality model

and demonstrated how the traits are relevant to OB.4 Defined values, demonstrated the importance of values,

and contrasted terminal and instrumental values.5 Compared the generational differences in values and

identified the dominant values in today’s workforce.6 Identified Hofstede’s five value dimensions of national

culture.

Tiêu đề	Personality and Values
Tác giả	Stephen P. Robbins, Timothy A. Judge
Trường học	Pearson Education, Inc.
Chuyên ngành	Organizational Behavior
Thể loại	Chapter
Năm xuất bản	2010

Định dạng
Số trang	34
Dung lượng	3,75 MB