persnality & values-prince dudhatra-9724949948

8/7/2019 Persnality & Values-Prince Dudhatra-9724949948

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Bob StretchSouthwestern College

Robbins & Judge

Organizational Behavior13th Edition

Personality and Values

© 2009 Prentice-Hall Inc. All rights reserved. 4-0



Bob StretchSouthwestern College

Robbins & Judge

Organizational Behavior13th Edition

.



What is Personality?

The dynamic organization within the individual of thosepsychophysical systems that determine his uniqueadjustments 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, TAT, MAPS ± often better predictors




Sample Picture Card from Thematic Apperception Test

.



R orschach Inkblot Test



Personality Determinants

W hether Heredity or Environment????± Heredity : Factors determined at conception: physical

stature, facial attractiveness, gender, temperament, energylevel (biological+ psychological makeup of parents)

± This ³Heredity Approach´ argues that genes are the sourceof personality (height, complexion, hair color)

± E.g. Twin studies: raised apart but very similar personalities± Parents don¶t add much to personality development± There is some personality change over long time periods




Personality Traits

E nduring characteristics that describe an individual¶sbehavior

± The more consistent the characteristic and the morefrequently it occurs in diverse situations, the more important

the trait.Tw o dominant frame w orks used to describe

personality:± Myers-Briggs Type Indicator (MBTI ®)

± Big Five Model




The Myers-Briggs Type Indicator

Most w idely used instrument in the w orld.Participants are classified on four axes to determine one of 16 possible personality types, such as ENTJ.


Extroverted(E) Introverted(I)

Sensing(S)

Intuitive(N)

Thinking(T) Feeling(F)

Judging (J) Perceiving(P)

Flexible andSpontaneous

Sociable andAssertive

Quiet andShy

UnconsciousProcesses

Uses Values& Emotions

Practical andOrderly

Use Reasonand Logic

Want Order& Structure



The Types and Their Uses

E ach of the sixteen possible combinations has a name,for instance:± Visionaries (INTJ) ± original, stubborn, and driven.± Organizers (ESTJ) ± realistic, logical, analytical, and

businesslike.± Conceptualizer (ENTP) ± entrepreneurial, innovative,

individualistic, and resourceful.

e.g. Creators of Apple, Honda Motors, Microsoft are NTs (5%)

R esearch 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 (no

in-between)© 2009 Prentice-Hall Inc. All rights reserved. 4-10



The Big Five Model of Personality Dimensions

Extroversion Sociable, gregarious, and assertive

Agreeableness Good-natured, cooperative, and trusting

Conscientiousness

Responsible, dependable,persistent, and organized

Emotional Stability

Calm, self-confident, secure under stress(positive), versus nervous, depressed, andinsecure under stress (negative)

Openness toExperience

Curious, imaginative, artistic, andsensitive




Ex trovertness



C onscientiousness



H ow Do the Big Five Traits Predict Behavior?

± 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; absenteeism, open about relationships, drinking

� Open people are more creative and can be good leaders.� Agreeable people are good in social settings.� People who score higher on emotional stability are happier


See E X H I B I T 4 2



O ther Personality Traits R elevant to O B

C ore Self- E valuation

± The degree to which people like or dislike themselves

± Positive self-evaluation leads to higher job performance

± E.g. insurance; 90% of sales call get rejected,successful salespersons have positive core self evaluation ( more capable)




C ontd .

Machiavellianism

Amit is a young bank manager in MP. He¶s had threepromotions in the past 4 years. Amit makes no apologies for theaggressive and manipulative tactics he¶s used to propel hiscareer upward.³ I am prepared to do whatever I have to do to get to top

level´He is a MACHIAVELLIAN ± A pragmatic, emotionally maintains distance, power-player who

believes that ends justify the means i.e. if it works, then use it

± High Machs are manipulative, win more often, and persuade morethan they are persuaded. Flourish when:� Have direct interaction

W ork with minimal rules and regulations� Emotional involvement distract



C ontd

N arcissismHans likes to be the centre of attention, likes to look himself inthe mirror a lot, has extravagant dreams and seems to consider himself a person of many talents³ Hans is a narcissist´



Barack O bama



C ontd .

O riginated from Greek myth of Narcissus, the story of a manso proud of him that he fell in love with his own image

G randiose sense of self ±importance

person who needs excessive admiration, self obsessed, arrogant

Less effective in their jobs

Think they are better leaders but according to their known onesthey are worst leaders



C ontd

R isk T aking

± The willingness to take chances.

± May be best to align propensities with job requirements.

± Risk takers make faster decisions with less information

± R eal estate developer ³Donald Trump´; Trumpinternational hotel in Chicago, co-producing and starring in³ The apprentice´, clothing and furniture and authoring best- selling books



C ontd ..T ype A Personality

± Aggressively involved in a chronic, incessant struggle toachieve more in less time� Impatient: always moving, walking, and eating rapidly� Strive to think or do two or more things at once� Cannot cope with leisure time

� Obsessed with achievement numbers




C ontd .



Proactive Personality

± Identifies opportunities, shows initiative, takes action, andimproves the current circumstances

± Seen as change initiators and leaders

± Creates positive change in the environment

± Dhirubhai Ambani; R eliance empire



Values

Is Capital punishment right or wrong?

Love marriage or arrange marriage?

Violence or Non violence?

Modeling as a profession?

Cheating in examination?




C ontd .

B asic convictions on how to conduct yourself or how to liveyour life that is personally or socially preferable ± ³HowTo´ live life properly.

Attributes of Values:

± Content Attribute ± that the mode of conduct or end-state isimportant (good, bad or desirable)± Intensity Attribute ± just how important that content is.

Value System ( flexible or fluid)± A person¶s values rank ordered by intensity (freedom,pleasure, self respect, honesty, obedience, equality)± Tends to be relatively constant and consistent ( parents,

teachers, friends and others)



C lassifying Values R okeach Value Survey

T erminal Values± Desirable end-states of existence; the goals that a person

would like to achieve during his or her lifetime

nstrumental Values

± Preferable modes of behavior or means of achieving one¶sterminal values

People in same occupations or categories tend to holdsimilar values± But values vary between groups± Value differences make it difficult for groups to negotiate

and may create conflict




Values in the R okeach Survey




Value Differences Between Groups


E X H I B I T 4 4



Linking Personality and V alues to the Workplace

Managers are less interested in someone¶s ability to do aspecific job than in that person¶s flexibility.

Person-Job Fit:± John Holland¶s Personality-Job Fit Theory

� Six personality types� Vocational Preference Inventory (VPI)

± Key Points of the Model:� There appear to be intrinsic differences in personality between

people� There are different types of jobs� People in jobs congruent with their personality should be more

satisfied and have lower turnover




H olland s Personality Typology & O ccupations


E X H I B I T 4 7



R elationships Among Personality Types


The closer theoccupationalfields, the morecompatible.

The furtherapart the fields,the moredissimilar.

E X H I B I T 4 8

Need to match personalitytype with occupation.Source: R eprinted by special permission of the publisher, PsychologicalAssessment R esources, Inc., from Making Voc ati o nal Cho i ces, copyright 1973,1985, 1992 by Psychological Assessment R esources, Inc. All rights reserved.



Still Linking Personality to the Workplace

In addition to matching the individual¶s personality to thejob, managers are also concerned with:

Person-Organization Fit:± The employee¶s personality must fit with the organizational

culture.± People are attracted to organizations that match their values.± Those who match are most likely to be selected.± Mismatches will result in turnover.

± Can use the Big Five personality types to match to theorganizational culture.




Global Implications

Personality± Do frameworks like Big Five transfer across cultures?

� Yes, but the frequency of type in the culture may vary.� Better in individualistic than collectivist cultures.

Values± Values differ across cultures.± Hofstede¶s Framework for assessing culture ± five value

dimensions:� Power Distance

� Individualism vs. Collectivism� Masculinity vs. Femininity� Uncertainty Avoidance� Long-term vs. Short-term Orientation

4-37© 2009 Prentice-Hall Inc. All rights reserved.



H ofstede s Framework: Power Distance

The extent to which a society accepts that power ininstitutions and organizations is distributed unequally.


Low distanceRelatively equal power

between those withstatus/wealth and thosewithout status/wealth

High distanceExtremely unequal power

distribution between those

with status/wealth and thosewithout status/wealth

See E X H I B I T 4 6



H ofstede s Framework: Individualism

ndividualism± The degree to which people prefer to act as individuals

rather than a member of groupsC ollectivism

± A tight social framework in which people expect others ingroups of which they are a part to look after them andprotect them

Versus




H ofstede s Framework: Masculinity

Masculinity± The extent to which the society values work roles of

achievement, power, and control, and where assertivenessand materialism are also valued

Femininity± The extent to which there is little differentiation between

roles for men and women

Versus




H ofstede s Framework: Uncertainty Avoidance

The extent to which a society feels threatened by uncertainand ambiguous situations and tries to avoid them


H igh Uncertainty Avoidance:Society does not like ambiguoussituations and tries to avoid them.

L ow Uncertainty Avoidance:

Society does not mind ambiguoussituations and embraces them.



L ong-term Orientation± A national culture attribute that emphasizes the future, thrift,

and persistence

Short-term Orientation

± A national culture attribute that emphasizes the present andthe here and now

H ofstede s Framework: Time O rientation




H ofstede s Framework: An Assessment

T here are regional differences w ithin countriesT he original data is old and based on only one companyH ofstede had to make many judgment calls w hile doing

the researchSome results don¶t match w hat is believed to be trueabout given countriesDespite these problems it remains a very popularframe w ork




GLO BE Framework for Assessing C ultures

G lobal L eadership and Organizational BehaviorE ffectiveness ( GL OB E ) research program.± Nine dimensions of national culture

Similar to H ofstede¶s frame w ork w ith these additionaldimensions:± Humane Orientation: how much society rewards people for

being altruistic, generous, and kind.± Performance Orientation: how much society encourages and

rewards performance improvement and excellence.


persnality & values-prince dudhatra-9724949948

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