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Organizational Behavior - Chapter 5: Personality and Values (Values…
Organizational Behavior -
Chapter 5: Personality and Values
Personality
Definition
sum total of ways in which an individual reacts
to and interacts with others
Measuring
self-report surveys
Weakness
inaccurate
lie or practice impression management
observer-rating surveys
Combination of both
important when making employment decisions
Determinents
Heredity
(i.e. genes)
e.g. twins raise in different environments
have similar personalities
Measures of dependability increases over
time
Myers-Briggs Type Indicator
E vs I
S vs N
T vs F
J vs P
Big Five Personality Model
Extraversion
Agreeableness
Conscientiousness
Emotional stabliity
Openness to experience
How to predict work behavior
Result: Higher job performance
dependable, reliable, careful, thorough, able
to plan, organized, hardworking, persistent,
and achievement-oriented
high in conscientiousness - to learn more
Extraverted: perform better in jobs with
interpersonal interaction/ leadership
Result: Life, job satisfaction and low-stress
Emotional stability
Be extraverted
Agreeableness (i.e. associated with
lower career success)
Refer Exhibit 5-2
Result: creative
High on openness
Other relevant
Personality Traits
OB relevant
Core Self-Evaluation
Higher: Better job performance
set more ambitious goals
Machiavellianism
High: pragmatic, maintains emotional distance,
believes ends can justify means
Narcissism
undesirable - 'talk-down' effect
Self-Monitoring
Individual's ability to adjust behavior to external factors
Risk Taking
Affects how much time and info. we need to make decision
Proactive Personality
select, create and influence work situations to their favor
Other Orientation
decisions affected by social influences and concerns
Values
represent basic convictions that 'a specific mode of conduct or end state of existence is personally or socially preferred to an opposite or converse mode of conduct or end-state of existence'
contain a judgemental element
carry an individual's ideas as to what is right, good or desirable
Attributes
Content
A mode of conduct or end-state of existence is important
Intensity
specifies how important a mode of conduct/ end-state of existence is
when we rank base on this
obtain a person's value system
Importance
Foundation for understanding people's attitudes/ motivation/ influence on perceptions
Terminal VS Instrumental
Terminal
desirable end-states
Instrumental
refers to preferable modes of behavior or
means of achieving terminal values
from Rokeach Value Survey..
Generational Values
Contemporary Work Cohorts
Limitations
No assumption it applies across cultures
relies on intuitive framework
categories
Boomers
Emphasis on achievement and material success
pragmatists believing ends can justify means
Terminal values are sense of
accomplishment and social recognition
Generation Xers
flexibility, life options and job satisfaction
Family and relationships are important
enjoy team-oriented work
Rate high on true friendship, happiness and pleasure
Millenials
Life goals oriented to being rich and famous
questioning, electronically networked and entrepreneurial
entitled and needy
may clash with other generations
over work attire and communication
Person-Job Fit
personality-job fit theory
Exhibit 5-5 - 6 personality types
Key points
intrinsic differences in personality
people in jobs congruent to should be
more satisfied and less likely to resign
different types of jobs
Exhibit 5-6 - Like and dislike of personality profiles, and their relations
Person-Organization Fit
people are attracted to and selected by
organizations that match their vales
leave organizations that do not match their personality
International values
Power distance
degree to which people in a country accept
power in organisations are distributed unequally
Individualism
degree to which people prefer to act as individuals
In opposition: Collectivism
Masculinity vs. feminity
degree to which culture favors masculine roles
High feminity rating means there is little differentiation
Uncertainty avoidance
degree to which people prefer structured over unstructured situations
Long-term vs. short-term orientation
Long-term orientation - values thrift, persistence and tradition
Short-term orientation - accept change readily and don't see commitments as impediments to change
The GLOBE Framework for Assessing Cultures
resembles Hofstede dimensions
Difference? added dimensions of
humane
orientation
and
performance orientation