HBO NI FAGAR

Individual Behavior,

Personality, and

Values

McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

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Individual Behavior at OhioHealth

OhioHealth has weathered

economic recessions and

national skills shortages by

being an employer of choice for

job applicants, minimizing

absenteeism and turnover,

encouraging extra-role behavior,

and supporting high

performance.

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MARS Model of Individual Behavior

Individual

behavior and

results

Situational

factorsPersonality

Values

Self-concept

Perceptions

Emotions &

attitudes

StressRole

perceptions

Motivation

Ability

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Motivation - represents the forces within a

person that affect his or her direction,

intensity and persistence of voluntary

behavior.

• Direction – path along which people engage their

effort.

- Choice of people where to put their efforts, sense of

what they are trying to achieve and what level of

quality or quantity.

• Intensity – the amount of effort allocated to the

goal, how people push themselves to complete a

task.

Employee Motivation

McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved4

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• Levels of persistence – employees sustain their

effort until they reach their goal or give up

beforehand.

Ex: If you’re driving a car your effort is on the

engine, direction is where is you steer the car,

intensity is how much you put your foot down on

the gas pedal, and persistence are cognitive

(thoughts) and emotional conditions that directly

cause us to move.

Employee Motivation


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Ability – includes both the natural aptitudes and

the learned capabilities required to successfully

complete a task.

• Aptitudes – natural talents that help employee learn

specific tasks more quickly and perform them better.

• Learned capabilities - skills and knowledge that you

currently possess including physical and mental skills

and knowledge acquired.

• Competencies – characteristics of a person that result in

superior performance, which includes knowledge, skills,

aptitudes and behaviors, personality, values, etc.

Employee Motivation

McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved

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Role Perceptions – refer to how clearly people

understand the job duties (roles) assigned to them

or expected of them.

• Role clarity exists in 3 forms

- Employees know the specific duties or

consequences for which they are accountable.

- Employees understand the priority of their various

tasks and performance expectations.

• - Involves understanding the preferred behaviors

or procedures for accomplishing the assigned

tasks.

Employee Motivation


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Situational Factors

Environmental conditions beyond the

individual’s short-term control that constrain

or facilitate behavior

Constraints – time, budget, facilities, etc

Cues – e.g. signs of nearby hazards

R

BAR

SM

A

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Types of Individual Behavior

Organizational

Citizenship

Contextual performance – cooperation

and helpfulness beyond required job

duties (walking extra mile)

Task Performance

Goal-directed behaviors under the

person’s control that support the

organizational objectives. Ex: Task

performance behaviors transform raw

materials into goods and services or

support and maintain these technical

activities.

more

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Types of Individual Behavior (con’t)

Maintaining Work

Attendance

Attending work at required times

(absenteeism, presenteeism

Joining/staying with

the Organization

Agreeing to employment relationship;

remaining in that relationship

(nurturing an enjoyable working

environment, high involvement

environment)

Counterproductive

Work Behaviors

Voluntary behaviors that potentially

harm the organization (harassing co-

workers, creating unnecessary conflict,

deviating from preferred work methods)

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Defining Personality

Relatively enduring pattern of thoughts,

emotions, and behaviors that characterize a

person, along with the psychological

processes behind those characteristics

• External traits – observable behaviors

• Internal states – thoughts, values, etc inferred from

behaviors

• Some variability, adjust to suit the situation

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Nature vs. Nurture of Personality

Influenced by Nature – refers to

our genetic or hereditary

origins.

• Heredity explains about 50

percent of behavioral tendencies

and 30 percent of temperament

• Genetic code determines our

eye color, skin tone, and

physical shape and also our

attitudes, decisions, and

behavior.

• Minnesota studies – twins had

similar personalities

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Influenced by Nurture

Person’s socialization, life experiences and other

forms of interaction with the environment.

• Personality stabilizes throughout adolescence and

stabilizes by the time people reach 30 years of age

• Other personality changes may continue to age

50.

• Executive function steers behavior guided by our

self-concept

Nature vs. Nurture of Personality


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Five-Factor Personality Model (CANOE)

Outgoing, talkative, energetic

Creative, nonconforming

Organized, dependable

Trusting, helpful, flexible

Anxious, self-conscious

Conscientiousness

Agreeableness

Neuroticism

Openness to Experience

Extraversion

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Five-Factor Personality and Organizational Behavior

Conscientiousness and emotional stability• Strongest personality predictors of performance

Agreeableness• Effective in jobs requiring cooperation and helpfulness

Neuroticism • Characterizes people who tend to be anxious, insecure,

self-conscious, depressed, and temperamental

Openness to experience• Linked to higher creativity and adaptability to change

Extraversion• Linked to sales and mgt performance

• Related to social interaction and persuasion

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Swiss psychiatrist Carl Jung

Identifies preferences for perceiving the

environment and obtaining/processing

information

Commonly measured by Myers-Briggs Type

Indicator (MBTI)

Jungian Personality Theory

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Sensing (S)•Concrete•Realistic•Practical

Gettingenergy

Intuitive (N)•Imaginative•Future-focused•Abstract

Extraversion (E)•Talkative•Externally-focused•Assertive

Introversion (I)•Quiet•Internally-focused•Abstract

Thinking (T)•Logical•Objective•Impersonal

Feeling (F)•Empathetic•Caring•Emotion-focused

Judging (J)•Organized•Schedule-oriented•Closure-focus

Perceiving (P)•Spontaneous•Adaptable•Opportunity-focus

Perceivinginformation

Makingdecisions

Orienting to theexternal world

Jungian & Myers-Briggs Types

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Myers-Briggs Type Indicator (MBTI)

Extraversion versus introversion• similar to five-factor dimension

Perceiving information• Sensing – uses senses, factual, quantitative

• Intuition – uses insight, subjective experience

Judging (making decisions)• Thinking – rational logic, systematic data collection

• Feeling – influenced by emotions, how choices affect others

Orientation toward the external world• Perceiving – flexible, spontaneous, keeps options open

• Judging – order and structure

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Values in the Workplace

Stable, evaluative beliefs that guide our

preferences

Define right or wrong, good or bad

Value system -- hierarchy of value

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Schwartz’s Values Model

Openness to change –

motivation to pursue

innovative ways (self-

direction includes

creativity, independent

thought ) stimulation

(excitement and

challenge) hedonism

(pursuit of pleasure,

enjoyment, gratification of

desires)

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Conservation – opposite of

openness to change,

represents a person’s to

status quo (conformity –

adherence to social norms

and expectations) security

and stability and tradition

(moderation and

preservation of status quo)

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Self-enhancement -- motivated

by self-interest (pursuit of

personal success

Self-transcendence --

motivation to promote welfare

of others and nature

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Values and Behavior

Habitual behavior usually consistent with

values, but conscious behavior less so

because values are abstract constructs

Decisions and behavior are linked to values

when:

1. Have logical reasons to apply values in that

situation

2. Situation allows/encourages values enactment

3. Mindful of our values

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In Search of Congruent Values

Scott Reed (far right) and his siblings joined the Chick-fil-

A restaurant chain because its strong family values were

compatible with their personal values. “Chick-fil-A’s core

values line up well with mine,” says Reed.

.

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In Search of Congruent Values

Similarity of a person’s values hierarchy to another

source

Person-organization value congruence

Espoused-enacted value congruence

Organization-community values congruence

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Utilitarianism

Individual

Rights

Greatest good for the greatest number

of people

Fundamental entitlements

in society (freedom of movement,

freedom of speech, fair trial, human

rights

Distributive

Justice

People who are similar should receive

similar benefits . People who are

similar to one another should receive

similar benefits and burdens, and vice-

versa.

Three Ethical Principles

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Influences on Ethical Conduct

Moral intensity

• degree that issue demands ethical principles

Ethical sensitivity

• ability to recognize the presence and determine the

relative importance of an ethical issue

Situational influences

• competitive pressures and other external factors

Mindfulness

• actively evaluate whether action violates values

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Supporting Ethical Behavior

Ethical code of conduct

Ethics training

Ethics hotlines

Ethical leadership and shared values

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Cross-Cultural Values at Infosys

Infosys Technologies, one of

India’s largest technology

companies, anticipated cross-

cultural differences when it

acquired an Australian company.

Infosys held seminars where

employees from both countries

learned about their cultures and

discussed how they can manage

employees with these different

values.

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Individualism

The degree to which people

value personal freedom, self-

sufficiency, control over

themselves, being appreciated

for unique qualities

Denmark

Taiwan

Italy

High Individualism

USA

Low Individualism

India

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Collectivism

The degree to which people

value their group membership

and harmonious relationships

within the group

India

USA

Taiwan

High Collectivism

Italy

Low Collectivism

Denmark

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Power Distance

High power distance

• Value obedience to authority

• Comfortable receiving

commands from superiors

• Prefer formal rules and authority

to resolve conflicts

Low power distance

• expect relatively equal power

sharing

• view relationship with boss as

interdependence, not

dependence

Japan

Israel

Denmark

Venezuela

High Power Distance

Malaysia

Low Power Distance

USA

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Uncertainty Avoidance

High uncertainty avoidance

• feel threatened by ambiguity

and uncertainty

• value structured situations and

direct communication

Low uncertainty avoidance

• tolerate ambiguity and

uncertainty

High U. A.

Low U. A.

Japan

Greece

USA

Italy

Singapore

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Achievement-Nurturing

High achievement

orientation

• assertiveness

• competitiveness

• materialism

High nurturing orientation

• relationships

• others’ well-being

Achievement

Nurturing

Japan

USA

Sweden

China

Chile

France

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Increasing surface-level diversity

• Also associated with some deep-level diversity

(e.g. racial differences in individualism)

Regional differences in deep-level diversity

• e.g. openness to experience, neuroticism,

collectivism

• Regional variations likely caused by:

- local institutions (schools, religion)

- physical environment

- migration

Cultural Diversity within theUnited States

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