2 Chapter 2

MN201

Lecturer:

LONG BUNTENG Week II

McGraw-Hill/Irwin

Individual Behavior, Values, and Personality

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Engagement at Owens Corning

Owens Corning is making employee engagement a cornerstone of its business strategy to become a world class organization.

Reprinted with permission of Owens Corning. All rights reserved Slide 2-2

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Employee Engagement Defined

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 Reprinted with permission of Owens Corning. All rights reserved Slide 2-3

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MARS Model of Individual Behavior

Role Perceptions Values Personality Perceptions Emotions Attitudes Stress Motivation Ability Situational Factors Individual Behavior and Results Slide 2-4

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Example

An enthusiastic salespeople (motivation) who understand his or her job duties (role perceptions) and has sufficient resources (situational factor) will not perform his or her jobs as well if they lack sufficient knowledge and sales skill (ability)

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Slide 2-5

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Employee Motivation

• Internal forces that affect a person’s voluntary choice of behavior. Motivational elements are: – direction – intensity – persistence

R M A S BAR

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Slide 2-6

Employee Ability

• Natural aptitudes (natural talents) and learned capabilities (skills and knowledge) required to successfully complete a task – competencies  personal characteristics that lead to superior – performance person  job matching • • • selecting the best training & developing redesigning jobs

R M A S BAR

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Slide 2-7

Employee 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

R M BAR A S

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Slide 2-8

Situational Factors

• Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior. Controllable factors are: – time – people – budget – work facilities

R M BAR A S

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Slide 2-9

Types of Behavior in Organizations

Task Performance • Goal-directed behaviours under person’s control Organizational Citizenship • Performance beyond the required job duties Slide 2-10 more

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Types of Behavior in Organizations

Counterproductive Work Behaviours • Voluntary behaviour that potentially harms the organization Joining/staying with the Organization • Goal-directed behaviours under person’s control Maintaining Work Attendance • Attending work at required times Slide 2-11

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Values in the Workplace

• • • • Values are stable, evaluative beliefs that guide our preferences for outcomes. A value is a principle, a standard, or a quality considered worthwhile or desirable. They define the right or wrong, good or bad Value system -- hierarchy of values Espoused vs. Enacted values: –

Espoused

use -- the values we say we use and often think we –

Enacted

-- values we actually rely on to guide our decisions and actions Slide 2-12

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Three Categories of Values

• • •

Personal values

define who an individual is. They serve as guides in handling situations and interacting with others.

Organizational values

are the standards that guide an individual's behavior in a professional context. They define how an individual accomplishes work, interacts in professional situations, and how he makes decisions relative to his job/career.

Cultural values

are standards that guide how a person relates meaningfully to others in different social situations. Slide 2-13

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Schwartz’s Values Model

Self-transcendence Openness to Change Conservation

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Self-enhancement

Slide 2-14

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Values and Behavior

• • Habitual behavior tends to be consistent with our values, but our everyday conscious decisions and actions apply our values much less consistently.

1.

Decisions and behaviors linked to values when:43 Mindful and conscious of our values 2.

3.

Have logical reasons to apply values in that situation Situation does not interfere Slide 2-15

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Values Congruence at Coles

Integrity -- Respect/recognition -- Passion for excellence -- Working together More than 2,300 Coles employees across all levels participated in 203 focus groups around the country. Their objective: to identify a set of values for Australia’s second largest retailer that would be congruent with their personal values.

Armen Dueschian/Newspix

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Slide 2-16

Values Congruence

Armen Dueschian/Newspix • • Values congruence -- where two or more entities have similar value systems Problems with incongruence – – Incompatible decisions Lower satisfaction and commitment – Increased stress and turnover • Benefits of (some) incongruence – Better decision making (diverse values) – – Enhanced problem definition Prevents “corporate cults”

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Slide 2-17

Individualism- Collectivism

High Peru Portugal Taiwan Nigeria Italy PR China Hungary Hong Kong India Mexico Korea France Singapore Chile Japan United States Australia New Zealand Low Low Egypt Individualism Slide 2-18 High

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Power Distance

High Power Distance

Malaysia Venezuela Japan The degree that people accept an unequal distribution of power in society U.S.

Denmark Israel

Low Power Distance

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Slide 2-19

Uncertainty Avoidance

High U. A.

Greece Japan Italy U.S.

The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).

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Singapore

Low U. A.

Slide 2-20

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Achievement-Nurturing

Achievement

Japan China U.S.

France Chile The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) Sweden

Nurturing

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Slide 2-21

Ethics

• • • Ethics is a system of moral values that govern a person's conduct. Values and ethics, together, define a person Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.

People rely on ethical values to determine ‘the right thing to do’.

Slide 2-22

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Three Ethical Principles

Utilitarianism Greatest good for the greatest number of people Individual Rights Fundamental entitlements in society Distributive Justice People who are similar should receive similar benefits Slide 2-23

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Influences on Ethical Conduct

• Moral intensity – degree to which an issue demands the application of 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 Slide 2-24

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Supporting Ethical Behavior

• Ethical code of conduct – Establishes standards of behavior – Problem: Limited effect alone on ethical behavior • Ethics training – Awareness and clarification of ethics code – Practice resolving ethical dilemmas • Ethics officers – Educate and counsel; hear about wrongdoing • Ethical leadership and culture – Demonstrate integrity and role model ethical conduct

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Slide 2-25

Defining Personality Relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies

Slide 2-26

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Big Five Personality Dimensions

Conscientiousness Agreeableness Neuroticism Openness to Experience Extroversion Careful, dependable, self-disciplined Courteous, caring, good-natured Anxious, hostile, depressed Sensitive, flexible, creative, curious Outgoing, talkative, sociable, assertive

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Slide 2-27

Myers-Briggs Type Indicator

Extroversion Sensing Thinking Judging vs.

vs.

vs.

vs.

Introversion Intuition Feeling Perceiving Slide 2-28

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Locus of Control and Self-Monitoring

• Locus of control – Internal beliefs in ones effort and ability – External beliefs events are mainly due to external causes • Self-monitoring personality – Sensitivity to situational cues, and ability to adapt your behavior to that situation Slide 2-29

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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 Slide 2-30

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