Transcript Individual Behavior, Values, and Personality

C H A P T E R: T W O
Individual
Behaviour,
Values, and
Personality
McGraw-Hill Ryerson
2
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Employee Engagement at FHA
Courtesy of Fraser Health Authority
Fraser Health Authority (FHA), the organization that oversees
public health care facilities in eastern Vancouver and the Fraser
Valley, is making employee engagement a cornerstone of its
organizational effectiveness strategy
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Employee Engagement Defined
Courtesy of Fraser Health Authority
The employee’s emotional and cognitive (rational)
motivation, ability to perform the job, clear understanding
of the organization’s vision and his/her specific role in that
vision, and a belief that he/she has the resources to get
the job done
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
MARS Model of Individual Behaviour
Role
Perceptions
Values
Personality
Motivation
Individual
Behaviour
and Results
Perceptions
Emotions
Attitudes
Ability
Situational
Factors
Stress
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Employee Motivation
Internal forces that affect a person’s voluntary
choice of behaviour
 direction
 intensity
 persistence
M
R
BAR
A
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Employee Ability
Natural aptitudes and learned capabilities
required to successfully complete a task
 competencies  personal characteristics that lead

to superior performance
person  job matching
• select qualified people
• develop employee
abilities through training
• redesign job to fit
person's existing abilities
M
R
BAR
A
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Employee Role Perceptions
Beliefs about what behaviour is required to
achieve the desired results
 understanding what tasks to perform
 understanding relative importance of tasks
 understanding preferred
behaviours to accomplish tasks
M
R
BAR
A
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Situational Factors
Environmental conditions beyond the
individual’s short-term control that constrain
or facilitate behaviour
 time
 people
 budget
 work facilities
M
R
BAR
A
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Types of Behaviour in Organizations
Task
Performance
Organizational
Citizenship
• Goal-directed behaviours under
person’s control
• Performance beyond the required
job duties
more
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Types of Behaviour in Organizations
Counterproductive
Work Behaviours
Joining/staying
with the
Organization
• Voluntary behaviour that
potentially harms the organization
• Goal-directed behaviours under
person’s control
Maintaining Work • Performance beyond the required
job duties
Attendance
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Values in the Workplace
Stable, evaluative beliefs that guide our
preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
Espoused vs. enacted values:


Espoused -- the values we say we use and often think
we use
Enacted -- values we actually rely on to guide our
decisions and actions
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Schwartz’s Values Model
Self-transcendence
Openness
to Change
Conservation
Self-enhancement
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Values Congruence
Values congruence -- where two or more entities
have similar value systems
Consequences of incongruence



Incompatible decisions
Lower satisfaction and commitment
Increased stress and turnover
Benefits of incongruence



Better decision making (diverse values)
Enhanced problem definition
Prevents “corporate cults”
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Hyundai Crosses Cultures in Alabama
© AP Photo/Yonhap
When Korean automobile giant Hyundai Motor
Company recently opened its manufacturing plant
in Montgomery, Alabama, local residents and
Hyundai executives alike paid close attention to
differences in Korean and American cultural
values.
McShane/ Canadian OB 6e
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Individualism- Collectivism
High
Peru
Portugal
Zimbabwe
Collectivism
Taiwan
Hong
Kong
China
Mexico
Italy
Turkey
Chile
Korea
France
Canada/
U.S.A.
Japan
Egypt
Low
Low
McShane/ Canadian OB 6e
Individualism
15
High
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Power Distance
High Power Distance
Malaysia
The degree that
people accept an
unequal distribution
of power in society
Venezuela
Japan
Canada
Israel
Low Power Distance
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Uncertainty Avoidance
High U. A.
Greece
Japan
The degree that people
tolerate ambiguity (low) or
feel threatened by
ambiguity and uncertainty
(high uncertainty
avoidance).
Italy
Canada
Singapore
Low U. A.
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Achievement-Nurturing
Achievement
Japan
The degree that people
value assertiveness,
competitiveness, and
materialism (achievement)
versus relationships and
well-being of others
(nurturing)
China
Canada
Chile
Sweden
Nurturing
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Canadian vs American Values
Canadian
American
Question authority
Deference to authority
Egalitarian
Patriarchal
Moral permissiveness
Conservative, moralistic
Cultural mosaic
Melting pot
Collective rights valued
Individual rights
paramount
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Canadian Subcultures
Francophone values
 Shifted from more conservative to more liberal
than English Canadians on social issues
First Nations values
 Strong collectivist values
 Lower power distance
 Low uncertainty avoidance
 Relatively nurturing values orientation
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Three Ethical Principles
Utilitarianism
Individual
Rights
Distributive
Justice
McShane/ Canadian OB 6e
Greatest good for the greatest
number of people
Fundamental entitlements
in society
People who are similar should
receive similar benefits
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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 behaviour
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Supporting Ethical Behaviour
Ethical code of conduct


Establishes standards of behaviour
Problem: Limited effect alone on ethical behaviour
Ethics training


Awareness and clarification of ethics code
Practice resolving ethical dilemmas
Ethics officers

Educate and counsel; hear about wrongdoing
Ethical leadership

Demonstrate integrity and role model ethical conduct
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Defining Personality
Relatively stable pattern of
behaviours and consistent internal
states that explain a person's
behavioural tendencies
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Big Five Personality Dimensions
Careful, dependable
Conscientiousness
Courteous, caring
Agreeableness
Anxious, hostile
Neuroticism
Openness to Experience
Outgoing, talkative
Extroversion
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Sensitive, flexible
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Myers-Briggs Type Indicator
Extroversion
vs.
Introversion
Sensing
vs.
Intuition
Thinking
vs.
Feeling
Judging
vs.
Perceiving
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Locus of Control and Self-Monitoring
Locus of control
 Internals believe in their effort and ability
 Externals believe events are mainly due to
external causes
Self-monitoring personality
 Sensitivity to situational cues, and ability to adapt
your behaviour to that situation
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Holland’s Occupational Choice Theory
Career success depends on fit between the person
and work environment
Holland identifies six “themes”

Represent work environment and personality traits/interests
A person aligned mainly with one theme is highly
differentiated
A person has high consistency when preferences
relate to adjacent themes
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
C H A P T E R: T W O
Individual
Behaviour,
Values, and
Personality
McGraw-Hill Ryerson
2
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
C H A P T E R: T W O
Chapter Two
Extras
2
McGraw-Hill Ryerson
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Long/Short-Term Orientation
Long-Term Orientation
China
Japan
The degree that people value
thrift, savings, and
persistence (long-term)
versus past and present
issues, respect for tradition
and fulfilling social
obligations (short-term).
Netherlands
Canada
Russia
Short-Term Orientation
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© 2006 The McGraw-Hill Companies, Inc. All rights reserved.