Individual Behavior, Personality, and Values McGraw-Hill/Irwin McShane/Von Glinow OB 5e Copyright ©...
Transcript of Individual Behavior, Personality, and Values McGraw-Hill/Irwin McShane/Von Glinow OB 5e Copyright ©...
Individual Behavior, Personality, and Values
McGraw-Hill/IrwinMcShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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 values and
personality and then nurturing
their self-concept.
YasmeenYoussefFairmont Hotels & Resorts
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MARS Model of Individual Behavior
Individual Individual behavior and behavior and
resultsresults
Individual Individual behavior and behavior and
resultsresults
SituationalSituationalfactorsfactors
SituationalSituationalfactorsfactors
Values
Personality
Perceptions
Emotions
Attitudes
Stress
Values
Personality
Perceptions
Emotions
Attitudes
Stress Role Role perceptionsperceptions
Role Role perceptionsperceptions
MotivationMotivationMotivationMotivation
AbilityAbilityAbilityAbility
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The Basic Psychological Model
McShane/Von Glinow OB 5e© 2010 The McGraw-Hill Companies, Inc. All rights
reserved4
Behavior = function (Person, Environment)
Law of Effect = future behavior is a function of it’s past consequences
Employee Motivation
Internal forces that affect a person’s voluntary choice ofbehavior• direction• intensity• persistence
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Employee Ability
Natural aptitudes and learned capabilities required to successfully complete a task
Competencies personal characteristics that lead to superior performance
Person job matching• selecting• developing• redesigning
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Role Perceptions
Beliefs about what behavior is required to achieve the desired results:• understanding what tasks to perform• understanding relative importance of tasks• understanding preferred
behaviors to accomplish tasks
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Situational Factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior• time• people• budget• work facilities
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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
• Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament
• Minnesota studies – twins had similar behaviour patterns
Influenced by Nurture• Socialization, life experiences, learning also affect
personality• Personality isn’t stable at birth• Stabilizes throughout adolescence• Executive function steers using our self-concept as
a guide
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Five-Factor Personality Model (CANOE)
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
ConscientiousnessConscientiousnessConscientiousnessConscientiousness
AgreeablenessAgreeablenessAgreeablenessAgreeableness
NeuroticismNeuroticismNeuroticismNeuroticism
Openness to ExperienceOpenness to ExperienceOpenness to ExperienceOpenness to Experience
ExtroversionExtroversionExtroversionExtroversion
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Five-Factor Personality and Organizational Behavior
Conscientiousness and emotional stability• Motivational components of personality• Strongest personality predictors of performance
Extroversion• Linked to sales and mgt performance• Related to social interaction and persuasion
Agreeableness• Effective in jobs requiring cooperation and helpfulness
Openness to experience• Linked to higher creativity and adaptability to change
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Common Personality Measures
MMPI – Minnesota Multiphasic Personality Inventory measures “emotional stability” on 10 scales
http://psychology.about.com/od/psychologicaltesting/a/mmpi_2.htm
MBTI – Meyers Briggs Type Indicator
CPI – California Psychological Inventory
HPI - Hogan Personality Inventory
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MBTI at Southwest Airlines
Southwest Airlines uses the Myers-Briggs Type Indicator to help staff understand and respect co-workers’ different personalities and thinking styles. “You can walk by and see someone's [MBTI type] posted up in their cube,” says Elizabeth Bryant, Southwest’s leadership development director (shown here).
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Jungian Personality Theory
Swiss psychiatrist Carl Jung
Identifies preferences for perceiving the environment and obtaining/processing information
Commonly measured by Myers-Briggs Type Indicator (MBTI)
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Myers-Briggs Type Indicator (MBTI) Extroversion versus introversion
• similar to five-factor dimension Sensing versus intuition
• collecting information through senses versus through intuition, inspiration or subjective sources
Thinking versus feeling• processing and evaluating information• using rational logic versus personal values
Judging versus perceiving• orient themselves to the outer world• order and structure or flexibility and spontaneity
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Feeling Valued at Johnson & Johnson
Johnson & Johnson is one of the most respected employers because it recognizes the value of supporting each employee’s self-concept
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Self-Concept Defined
An individual’s self-beliefs and self-evaluations “Who am I?” and “How do I feel about myself?” Guides individual decisions and behavior
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Three “C’s” of Self-Concept
Complexity• People have multiple self-concepts
Consistency• Improved wellbeing when multiple self-concepts
require similar personality traits and values
Clarity• Clearly and confidently described, internally
consistent, and stable across time. • Self-concept clarity requires self-concept
consistency
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Four “Selves” of Self-Concept Self-enhancement
• Promoting and protecting our positive self-view
Self-verification• Affirming our existing self-concept (good and bad
elements)
Self-evaluation• Evaluating ourselves through self-esteem, self-
efficacy, and locus of control
Social self• Defining ourselves in terms of group membership
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Self-Concept: Self-Enhancement
Drive to promote/protect a positive self-view • competent, attractive, lucky, ethical, valued
Strongest in common/important situations Positive self-concept outcomes:
• better personal adjustment and mental/physical health
• inflates personal causation and probability of success
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Self-Concept: Self-Verification Motivation to verify/maintain our existing self-
concept Stabilizes our self-concept People prefer feedback consistent with their
self-concept Self-verification outcomes:
• We ignore or reject info inconsistent with self-concept
• We interact more with those who affirm/reflect self-concept
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Self-Concept: Self-Evaluation Defined mainly by three dimensions: Self-esteem
• High self-esteem -- less influenced, more persistent/logical
Self-efficacy• Belief in one’s ability, motivation, role perceptions, and
situation to complete a task successfully• General vs. task-specific self-efficacy
Locus of control• General belief about personal control over life events• Higher self-evaluation with internal locus of control
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Self-Concept: Social Self
Social identity -- defining ourselves in terms of groups to which we belong or have an emotional attachment
We identify with groups that have high status -- aids self-enhancement
Employees at Employees at other firmsother firms
People living in People living in other countriesother countries
Graduates of other Graduates of other schoolsschools
An individual’s
social identity
An individual’s
social identity
IBM EmployeeIBM Employee
Live in Live in U.S.A.U.S.A.
University of Dallas University of Dallas GraduateGraduate
Contrasting Groups
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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 values
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Schwartz’s Values Model
Openness to change – motivation to pursue innovative ways
Conservation -- motivation to preserve the status quo
Self-enhancement -- motivated by self-interest
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:• Mindful of our values• Have logical reasons to apply values in that
situation• Situation does not interfere
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Values Congruence
Where two or more entities have similar value systems
Problems with incongruence• Incompatible decisions• Lower satisfaction/loyalty• Higher stress and turnover
Benefits of incongruence• Better decision making (diverse perspectives)• Avoids “corporate cults”
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Values Across Cultures: Individualism and Collectivism Degree that people value duty to their group
(collectivism) versus independence and person uniqueness (individualism)
Previously considered opposites, but unrelated -- i.e. possible to value high individualism and high collectivism
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Individualism
The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualitiesDenmarkDenmark
TaiwanTaiwan
ItalyItaly
High IndividualismU.S.U.S.
Low Individualism
IndiaIndia
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Collectivism
The degree to which people value their group membership and harmonious relationships within the group
IndiaIndia
U.S.U.S.
TaiwanTaiwan
High Collectivism
ItalyItaly
Low Collectivism
DenmarkDenmark
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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
JapanJapan
IsraelIsraelDenmarkDenmark
VenezuelaVenezuela
High Power DistanceMalaysiaMalaysia
Low Power Distance
U.S.U.S.
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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.
JapanJapanGreeceGreece
U.S.U.S.
ItalyItaly
SingaporeSingapore
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Achievement-Nurturing
High achievement orientation• assertiveness• competitiveness• materialism
High nurturing orientation• relationships• others’ well-being
Achievement
Nurturing
JapanJapan
U.S.U.S.
SwedenSweden
ChinaChina
ChileChile
FranceFrance
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UtilitarianismUtilitarianism
Individual Individual RightsRights
Greatest good for the greatest number of people
Fundamental entitlementsin society
Distributive Distributive JusticeJustice
People who are similar should receive similar benefits
Three Ethical Principles
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An Alternative Set of Principles
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Egoist – if it benefits me
Utilitarian – “the greatest net good”
Absolutist – right and wrong stand apart from human judgment
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 conditions affect ethical behavior
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Supporting Ethical Behavior
Ethical code of conduct
Ethics training
Ethics hotlines
Ethical leadership and culture