Individual Behavior, Personality, and Values
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Transcript Individual Behavior, Personality, and Values
MARS Model of Individual Behavior
Situational
factors
Values
Motivation
Personality
Perceptions
Emotions
Ability
Individual
behavior and
results
Attitudes
Stress
Role
perceptions
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The Basic Psychological Model
Behavior = function (Person,
Environment)
Law of Effect = future behavior
is a function of it’s past
consequences
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© 2010 The McGraw-Hill Companies, Inc. All rights reserved
Employee Motivation
Internal forces that affect a person’s
voluntary choice ofbehavior
• direction
• intensity
• persistence
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Employee Ability
Natural aptitudes and learned capabilities
required to successfully complete a task
Competencies personal characteristics that
lead to superior performance
Person job matching
• selecting
• developing
• redesigning
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Role Perceptions
Beliefs about what behavior is required to
achieve the desired results:
• understanding what tasks to perform
• understanding relative importance of tasks
• understanding preferred
behaviors to accomplish tasks
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Situational Factors
Environmental conditions beyond the
individual’s short-term control that constrain
or facilitate behavior
• time
• people
• budget
• work facilities
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Defining Personality
Relatively enduring pattern of thoughts,
emotions, and behaviors that characterize a
person, along with the psychological
processes behind those characteristics
• External traits – observable behaviors
• Internal states – thoughts, values, etc inferred from
behaviors
• Some variability, adjust to suit the situation
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Nature vs. Nurture of Personality
Influenced by Nature
• Heredity explains about 50 percent of behavioral
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
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Five-Factor Personality Model
(CANOE)
Conscientiousness
Careful, dependable
Agreeableness
Courteous, caring
Neuroticism
Anxious, hostile
Openness to Experience
Sensitive, flexible
Extroversion
Outgoing, talkative
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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
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Common Personality Measures
MMPI – Minnesota Multiphasic Personality Inventory
measures “emotional stability” on 10 scales
http://psychology.about.com/od/psychologicaltesting/a/mmpi_2.htm
MBTI – Meyers Briggs Type Indicator
CPI – California Psychological Inventory
HPI - Hogan Personality Inventory
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© 2010 The McGraw-Hill Companies, Inc. All rights reserved
MBTI at Southwest Airlines
Southwest Airlines uses the
Myers-Briggs Type Indicator to
help staff understand and
respect co-workers’ different
personalities and thinking styles.
“You can walk by and see
someone's [MBTI type] posted
up in their cube,” says Elizabeth
Bryant, Southwest’s leadership
development director (shown
here).
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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)
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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
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Feeling Valued at Johnson & Johnson
Johnson & Johnson is one of the most
respected employers because it recognizes
the value of supporting each employee’s selfconcept
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Self-Concept Defined
An individual’s self-beliefs and self-evaluations
“Who am I?” and “How do I feel about myself?”
Guides individual decisions and behavior
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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
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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
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Self-Concept: Self-Enhancement
Drive to promote/protect a positive self-view
• competent, attractive, lucky, ethical, valued
Strongest in common/important situations
Positive self-concept outcomes:
• better personal adjustment and mental/physical
health
• inflates personal causation and probability of
success
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Self-Concept: Self-Verification
Motivation to verify/maintain our existing selfconcept
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 selfconcept
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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
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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
Live in
U.S.A.
An individual’s
social identity
University of Dallas
Graduate
Employees at
other firms
People living in
other countries
Graduates of other
schools
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Values in the Workplace
Stable, evaluative beliefs that guide our
preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
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Schwartz’s Values Model
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Schwartz’s Values Model
Openness to change – motivation
to pursue innovative ways
Conservation -- motivation to
preserve the status quo
Self-enhancement -- motivated by
self-interest
Self-transcendence -- motivation to
promote welfare of others and
nature
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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
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Values Congruence
Where two or more entities have similar
value systems
Problems with incongruence
• Incompatible decisions
• Lower satisfaction/loyalty
• Higher stress and turnover
Benefits of incongruence
• Better decision making (diverse perspectives)
• Avoids “corporate cults”
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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
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Individualism
High Individualism
U.S.
Italy
India
Denmark
The degree to which people
value personal freedom,
self-sufficiency, control over
themselves, being
appreciated for unique
qualities
Taiwan
Low Individualism
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Collectivism
High Collectivism
Italy
Taiwan
The degree to which people
value their group
membership and
harmonious relationships
within the group
India
Denmark
U.S.
Low Collectivism
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Power Distance
High Power Distance
Malaysia
• Value obedience to authority
Venezuela
• Comfortable receiving
commands from superiors
• Prefer formal rules and authority
to resolve conflicts
Japan
U.S.
Denmark
Israel
Low Power Distance
High power distance
Low power distance
• Expect relatively equal power
sharing
• View relationship with boss as
interdependence, not
dependence
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Uncertainty Avoidance
High U. A.
Greece
Japan
• feel threatened by ambiguity
and uncertainty
• value structured situations and
direct communication
Italy
U.S.
High uncertainty avoidance
Low uncertainty avoidance
• tolerate ambiguity and
uncertainty
Singapore
Low U. A.
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Achievement-Nurturing
Achievement
Japan
High achievement
orientation
• assertiveness
• competitiveness
China
U.S.
France
Chile
• materialism
High nurturing orientation
• relationships
• others’ well-being
Sweden
Nurturing
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Three Ethical Principles
Utilitarianism
Individual
Rights
Distributive
Justice
Greatest good for the greatest number
of people
Fundamental entitlements
in society
People who are similar should receive
similar benefits
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An Alternative Set of Principles
Egoist – if it benefits me
Utilitarian – “the greatest net
good”
Absolutist – right and wrong
stand apart from human
judgment
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© 2010 The McGraw-Hill Companies, Inc. All rights reserved
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
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Supporting Ethical Behavior
Ethical code of conduct
Ethics training
Ethics hotlines
Ethical leadership and culture
Individual Behavior,
Personality, and
Values
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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