HBO Chap002 Revised

8/18/2019 HBO Chap002 Revised

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IndividualBehavior,

Personality,and Values

McGraw-Hill/Irwin

McShane/Von Glinow OB 5eCopyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.


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Values, Personality, and Self-

Concept at Fairmont Hotels &

Resorts Fairmont Hotels & Resorts has

excelled as North America’s

largest luxury hotel operator by

hiring people such as Yasmeen

Youssef (shown here with the

right !alues and personality

and then nurturing their self"concept#

YasmeenYoussef Fairmont Hotels & Resorts

$"$


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!RS odel of IndividualBehavior

%ndi!idual%ndi!idual

beha!ior andbeha!ior and

resultsresults

ituationalituational

factorsfactors

'alues

ersonality

erceptions

)motions

Attitudes

tress RoleRole

perceptionsperceptions

*oti!ation*oti!ation

Ability Ability

$"+


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"he Basic Psycholo#icalodel

McShane/Von Glinow OB 5e© 2010 The McGraw-Hill Companies, Inc. All rights

reserve,

Behavior = function!erson" #nvironment$

%aw of #ect = future'ehavior is a function of it(s)ast conse*uences


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$mployee otivation

%nternal forces that affect a person’s

!oluntary choice ofbeha!ior

- direction

- intensity

- persistence

RR

BARBAR

SSMM

AA

$".


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$mployee !%ility

Natural aptitudes and learned capabilities

re/uired to successfully complete a tas0

1ompetencies − personal characteristics that

lead to superior performance

erson − 2ob matching

- selecting

- de!eloping- redesigning

RR

BARBAR

SSMM

AA

$"3


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Role Perceptions

4eliefs about what beha!ior is re/uired to

achie!e the desired results5

- understanding what tas0s to perform

- understanding relati!e importance of tas0s

- understanding preferred

beha!iors to accomplish tas0s

RR

BARBAR

SSMM

AA

$"6


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Situational Factors

)n!ironmental conditions beyond the

indi!idual’s short"term control that constrain

or facilitate beha!ior

- time

- people

- budget

- wor0 facilities

RR

BARBAR

SSMM

AA

$"7


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e'nin# Personality

Relati!ely enduring pattern of thoughts8

emotions8 and beha!iors that characteri9e a

person8 along with the psychological

processes behind those characteristics- )xternal traits : obser!able beha!iors

- %nternal states : thoughts8 !alues8 etc inferred from

beha!iors

- ome !ariability8 ad2ust to suit the situation

$";


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(ature vs) (urture ofPersonality

%nfluenced by Nature- Heredity explains about .< percent of beha!ioral

tendencies and +< percent of temperament

- *innesota studies : twins had similar beha!iour

patterns %nfluenced by Nurture

- ociali9ation8 life experiences8 learning also affectpersonality

- ersonality isn’t stable at birth- tabili9es throughout adolescence

- )xecuti!e function steers using our self"concept asa guide

$"=<


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Five-Factor Personalityodel *C!(+$

>utgoing8 tal0ati!e

ensiti!e8 flexible

1areful8 dependable

1ourteous8 caring

Anxious8 hostile

1onscientiousness1onscientiousness

Agreeableness Agreeableness

NeuroticismNeuroticism

>penness to )xperience>penness to )xperience

)xtro!ersion)xtro!ersion

$"==


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Five-Factor Personality and+r#aniational Behavior

1onscientiousness and emotional stability

- *oti!ational components of personality

- trongest personality predictors of performance

)xtro!ersion- ?in0ed to sales and mgt performance

- Related to social interaction and persuasion

Agreeableness

- )ffecti!e in 2obs re/uiring cooperation and helpfulness

>penness to experience

- ?in0ed to higher creati!ity and adaptability to change

$"=$


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Common Personalityeasures

**% : *innesota *ultiphasic ersonality %n!entory

measures @emotional stability on =< scaleshttp5BBpsychology#about#comBodBpsychologicaltestingBaBmmpiC$#htm

*4D% : *eyers 4riggs Dype %ndicator

1% : 1alifornia sychological %n!entory

H% " Hogan ersonality %n!entory


reserve=+

http://psychology.about.com/od/psychologicaltesting/a/mmpi_2.htmhttp://psychology.about.com/od/psychologicaltesting/a/mmpi_2.htm


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/un#ian Personality "heory

wiss psychiatrist 1arl ung

%dentifies preferences for

percei!ing the en!ironment

and obtainingBprocessing

information

1ommonly measured by

*yers"4riggs Dype %ndicator

(*4D%

$"=.


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yers-Bri##s "ype Indicator*B"I

)xtro!ersion !ersus intro!ersion- similar to fi!e"factor dimension

ensing !ersus intuition- collecting information through senses !ersus

through intuition8 inspiration or sub2ecti!e sources Dhin0ing !ersus feeling

- processing and e!aluating information

- using rational logic !ersus personal !alues

udging !ersus percei!ing- orient themsel!es to the outer world

- order and structure or flexibility and spontaneity

$"=3


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Feelin# Valued at /ohnson& /ohnson

ohnson & ohnson is one of the most

respected employers because it recogni9esthe !alue of supporting each employee’s self"

concept

$"=6


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Self-Concept e'ned

An indi!idual’s self"beliefs and self"e!aluations

@Iho am %J and @How do % feel about myselfJ

Kuides indi!idual decisions and beha!ior

$"=7


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"hree 0C1s2 of Self-Concept

1omplexity- eople ha!e multiple self"concepts

1onsistency

-%mpro!ed wellbeing when multiple self"conceptsre/uire similar personality traits and !alues

1larity

- 1learly and confidently described8 internally

consistent8 and stable across time#- elf"concept clarity re/uires self"concept

consistency

$"=;


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Four 0Selves2 of Self-Concept

elf"enhancement- romoting and protecting our positi!e self"!iew

elf"!erification

- Affirming our existing self"concept (good and badelements

elf"e!aluation

- )!aluating oursel!es through self"esteem8 self"

efficacy8 and locus of control ocial self

- Lefining oursel!es in terms of group membership

$"$<


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Self-Concept3 Self-$nhancement

Lri!e to promoteBprotect a positi!e self"!iew

- competent8 attracti!e8 luc0y8 ethical8 !alued

trongest in commonBimportant situations

ositi!e self"concept outcomes5

- better personal ad2ustment and mentalBphysical

health

- inflates personal causation and probability ofsuccess

$"$=


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Self-Concept3 Self-Veri'cation

*oti!ation to !erifyBmaintain our existing self"concept

tabili9es our self"concept

eople prefer feedbac0 consistent with theirself"concept

elf"!erification outcomes5

- Ie ignore or re2ect info inconsistent with self"

concept- Ie interact more with those who affirmBreflect self"

concept

$"$$


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Self-Concept3 Self-$valuation

Lefined mainly by three dimensions5 elf"esteem

- High self"esteem "" less influenced8 more

persistentBlogical

elf"efficacy- 4elief in one’s ability8 moti!ation8 role perceptions8 and

situation to complete a tas0 successfully

- Keneral !s# tas0"specific self"efficacy

?ocus of control- Keneral belief about personal control o!er life e!ents

- Higher self"e!aluation with internal locus of control

$"$+


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Self-Concept3 Social Self

ocial identity "" defining oursel!es in terms ofgroups to which we belong or ha!e an emotionalattachment

Ie identify with groups that ha!e high status "" aids

self"enhancement

)mployees at)mployees at

other firmsother firms

eople li!ing ineople li!ing in

other countriesother countries

Kraduates of otherKraduates of other

schoolsschools

+nin,ivi,ual(s

sociali,entit-

%4* )mployee%4* )mployee

?i!e in?i!e in

M##A#M##A#

Mni!ersity of LallasMni!ersity of Lallas

KraduateKraduate

.ontrastin Grou)s

$"$,


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Values in the 4or5place

table8 e!aluati!e beliefs that guide ourpreferences

Lefine right or wrong8 good or bad

'alue system "" hierarchy of !alues

$"$.


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Sch.art1s Values odel

$"$3


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Sch.art1s Values odel

>penness to change : moti!ation

to pursue inno!ati!e ways

1onser!ation "" moti!ation to

preser!e the status /uo elf"enhancement "" moti!ated by

self"interest

elf"transcendence "" moti!ation to

promote welfare of others andnature

$"$6


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Values and Behavior

Habitual beha!ior usually consistent with!alues8 but conscious beha!ior less so

because !alues are abstract constructs

Lecisions and beha!ior are lin0ed to !alueswhen5

- *indful of our !alues

- Ha!e logical reasons to apply !alues in that

situation- ituation does not interfere

$"$7


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Values Con#ruence

Ihere two or more entities ha!e similar

!alue systems

roblems with incongruence

- %ncompatible decisions

- ?ower satisfactionBloyalty

- Higher stress and turno!er

4enefits of incongruence- 4etter decision ma0ing (di!erse perspecti!es

- A!oids @corporate cults

$"$;


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Values !cross Cultures3Individualism and

Collectivism Legree that people !alue duty to their group(collecti!ism !ersus independence and

person uni/ueness (indi!idualism

re!iously considered opposites8 butunrelated "" i#e# possible to !alue high

indi!idualism and high collecti!ism

$"+<


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Individualism

Dhe degree to which people

!alue personal freedom8

self"sufficiency8 control o!er

themsel!es8 being

appreciated for uni/ue

/ualitiesLenmar0Lenmar0

DaiwanDaiwan

%taly%taly

High IndividualismM##M##

Low Individualism

%ndia%ndia

$"+=


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Collectivism

Dhe degree to which people

!alue their group

membership and

harmonious relationships

within the group

%ndia%ndia

M##M##

DaiwanDaiwan

High Collectivism

%taly%taly

Low Collectivism

Lenmar0Lenmar0

$"+$


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Po.er istance

High power distance

- 'alue obedience to authority

- 1omfortable recei!ing

commands from superiors

- refer formal rules and authority

to resol!e conflicts

?ow power distance

- )xpect relati!ely e/ual power

sharing

- 'iew relationship with boss as

interdependence8 not

dependence

apanapan

%srael%sraelLenmar0Lenmar0

'ene9uela'ene9uela

High Power Distance

*alaysia*alaysia

Low Power Distance

M##M##

$"++


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6ncertainty !voidance

High uncertainty a!oidance

- feel threatened by ambiguity

and uncertainty

- !alue structured situations and

direct communication

?ow uncertainty a!oidance

- tolerate ambiguity and

uncertainty

High U. A.

Low U. A.

apanapanKreeceKreece

M##M##

%taly%taly

ingaporeingapore

$"+,


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!chievement-(urturin#

High achie!ement

orientation

- asserti!eness

- competiti!eness

- materialism

High nurturing orientation

- relationships

- others’ well"being

Achievement

urturing

apanapan

M##M##

wedenweden

1hina1hina

1hile1hile

FranceFrance

$"+.


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MtilitarianismMtilitarianism

%ndi!idual%ndi!idual

RightsRights

Kreatest good for the greatest

number of people

Fundamental entitlements

in society

Listributi!eListributi!e

usticeusticeeople who are similar should recei!e

similar benefits

"hree $thical Principles

$"+3


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!n !lternative Set ofPrinciples


reserve+6

#oist 0 if it 'ene1ts me

2tilitarian 0 3the reatest netoo,4

+'solutist 0 riht an, wronstan, a)art from human u,ment


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In7uences on $thicalConduct

*oral intensity

- degree that issue demands ethical principles

)thical sensiti!ity

- ability to recogni9e the presence and determine therelati!e importance of an ethical issue

ituational influences

- competiti!e pressures and other conditions affect

ethical beha!ior

$"+7


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Supportin# $thical Behavior

)thical code of conduct

)thics training

)thics hotlines

)thical leadership and culture


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IndividualBehavior,

Personality,and Values

HBO Chap002 Revised

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Transcript of HBO Chap002 Revised