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INDIVIDUAL PERSONALITY AND VALUES - Coggle Diagram
INDIVIDUAL PERSONALITY AND VALUES
Personality and situations
Situation strength theory
indicates that the way personality translates into behavior depends on the strength of the situation
Consistency
cues regarding work duties and responsibilities are compatible with one another
Constraints
Individual's freedom to decide or act is limited by forces outside their control
Clarity
cues about work duties and responsibilities are available and clear
Consequences
decisions or actions have important implication for the organization
Trait activation theory
predicts that some situations, events, or inventions "activate" a trait more than others
Workplace
Person-Organization fit
people are attracted to and selected by organizations that match their values and leave when there is no compatibility
People high on agreeableness fit with a supportive organizational climate than one focused on aggressiveness
People high on openness to experience fit with organization that emphasize innovation rather than standardization
People high on extraversion fit well with aggressive and team-oriented cultures
Person-Job fit
identifies sic personality types and purposes that the fit between personality type and occupational environment determines satisfaction and turnover
Social
Conventional
Investigative
Enterprising
Realistic
Artistic
Other dimensions of fit
considered the most salient dimensions for workplace outcomes, other avenues or fit are worth examining
Person-supervisor fit
Person-group fit
Personality affects job search and unemployment
Conscientiousness
Extraversion
self-esteem and self-efficacy are important
Values
Terminal Value
The goal person would like to achieve during a lifetime
Prosperity and economic success, freedom, health and well-being, world peace, meaning in life
Instrumental value
preferable modes of behavior, or means of achieving the terminal value
Autonomy and self-reliance, personal discipline, kindness and goal-orientation
Implication for managers
The more you consider people’s different cultures, the better you will be able to determine their work behavior and create a positive organizational climate that performs well.
Although the MBTI has faults, you can use it for training and development; to help employees better understand each other, open communication in work groups, and possibly reduce conflicts
Consider situational factors when evaluating observable personality traits and lower the situation strength to better ascertain personality characteristics more closely.
Depending on the criteria your firm considers most important, consider screening job prospects for high conscientiousness—and the other Big Five attributes. In some cases, other factors such as basic self-evaluation or narcissism may be relevant.
Evaluate jobs, work groups, and your organization to determine the optimal personality fit.
Cultural Values
Hofstede's Framework
Uncertainty avoidance
the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them
Masculinity vs Femininity
Masculinity
the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism
Femininity
indicates the differentiation between male and female role; high rating indicates that women are threated as equal of men in all aspects of the society
Long-term vs Short-term orientation
Long-term orientation
attribute that emphasizes the future, thrift and persistence
Short-term orientation
emphasizes the present and accept change
Individualism vs Collectivism
Individualism
describes a tight social framework in which people expect others in groups
Collectivism
People prefer to act as individuals rather than as members of groups
Power distance
describes the extent to which a society accepts that power in institutions and organization is distributed unequally
The GLOBE Framework
The Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program updated Hofstede’s research.