OB1 Section 2 Personality & Values
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Transcript of OB1 Section 2 Personality & Values
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OB1
Personality & Values
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The dynamic organization within the individual of those psychophysical systems that determine hisunique adjustments to his environment. - Gordon
Allport.Th e sum total of ways in w h ich an individual reacts andinteracts wit h oth ers, t h e measurable traits a personex h ibits
` M easuring PersonalityH elpful in h iring decisionsM ost common met h od: self-reporting surveysObserver-ratings surveys provide an independentassessment of personality often better predictors
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` H eredityFactors determined at conception: p h ysical stature,facial attractiveness, gender, temperament, musclecomposition and reflexes, energy level, and bio-
r h yth msTh is H eredity Approac h argues t h at genes are t h esource of personalityTwin studies: raised apart but very similar personalitiesParents dont add muc h to personality developmentTh ere is some personality c h ange over long timeperiods
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E nduring characteristics that describe anindividuals behavior
Th e more consistent t h e c h aracteristic and t h e more
frequently it occurs in diverse situations, t h e moreimportant t h e trait.
` T wo dominant frameworks used to describepersonality:
M yers-Briggs T ype Indicator ( M BT I)Big Five M odel
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` M ost widely used instrument in t h e world.` Participants are classified on four axes to
determine one of 16 possible personality types,suc h as EN TJ .
Extroverted(E) Introverted(I)
Sensing(S)
Intuitive(N)
Th inking(T )
Feeling(F)
J udging ( J ) Perceiving(P)
Flexible andSpontaneou
s
Sociableand Assertive
Quiet andS h y
Unconscious
ProcessesUses
Values &Emotions
Practicaland
Orderly
Use Reasonand Logic
Want Order & Structure
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ExtroversionSociable, gregarious, and assertive
AgreeablenessGood-natured, cooperative, and trusting
Conscientiousness
Responsible, dependable,persistent, and organized
Emotional Stability
Calm, self-confident, secure under stress(positive), versus nervous, depressed,and insecure under stress (negative)
Openness toExperience
Curious, imaginative, artistic, andsensitive
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` Sociable` Confident` Ent h usiastic
` Energetic` Outspoken` Assertive` Forceful
QuietReservedShy
WithdrawnSubmissiveBrooding
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E motionalStability
Ex traversion
OpennessAgreeableness
Conscientious-ness
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` Friendly` Kind` T rusting` Praising` Altruistic` Diplomatic
ColdQuarrelsomeHard-hearted
ThanklessCritical
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E motionalStability
Ex traversion
OpennessAgreeableness
Conscientious-ness
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` H ardworking` Persevering` Dependable` Ac h ieving` Conforming` Organised
ImpulsiveCarelessDisorderlyFrivolousForgetfulLazy
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E motionalStability
Ex traversion
OpennessAgreeableness
Conscientious-ness
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` Calm` Steady` Independent` Self-esteemed` Self-accepting
TenseAnx iousMoody
WorryingSelf-pityingE motional
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E motionalStability
Ex traversion
OpennessAgreeableness
Conscientious-ness
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` Inquiring` Wide interests` Intelligent` Imaginative` Witty
ShallowNarrow interestsSimpleUnintelligentBoring
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E motionalStability
Ex traversion
OpennessAgreeableness
Conscientious-ness
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` R esearch has shown this to be a better framework.
` Certain traits h ave been s h own to strongly relateto h igh er job performance:
H igh ly conscientious people develop more jobknowledge, exert greater effort, and h ave better performance.Ot h er Big Five T raits also h ave implications for work.x Emotional stability is related to job satisfaction.x Extroverts tend to be h appier in t h eir jobs and h ave good social skills.x Open people are more creative and can be good leaders.x Agreeable people are good in social settings.
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` Core Self-EvaluationTh e degree to w h ich people like or dislike t h emselvesPositive self-evaluation leads to h igh er job performance
` M ac h iavellianism A pragmatic, emotionally distant power-player w h o believes t h at
ends justify t h e means.H igh M ac h s are manipulative, win more often, and persuade moreth an t h ey are persuaded. Flouris h wh en:x H ave direct interactionx Work wit h minimal rules and regulationsx Emotions distract ot h ers
` Narcissism An arrogant, entitled, self-importantperson w h o needs excessive admiration.Less effective in t h eir jobs.
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` Self- M onitoringTh e ability to adjust be h avior to meet external, situational factors.H igh monitors conform more and are more likely to becomeleaders.
` Risk TakingTh e willingness to take c h ances.M ay be best to align propensities wit h job requirements.Risk takers make faster decisions wit h less information.
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Basic convictions on how to conduct yourself or how to live your life that is personally or socially
preferable How To live life properly.` Attributes of Values:
Content Attribute t h at t h e mode of conduct or end-stateis importantIntensity Attribute just h ow important t h at content is.
` Value System A persons values rank ordered by intensityTends to be relatively constant and consistent
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` Provide understanding of t h e attitudes,motivation, and be h aviors
` Influence our perception of t h e world around us
` Represent interpretations of rig h t and wrong ` Imply t h at some be h aviors or outcomes are
preferred over ot h ers
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` Terminal ValuesDesirable end-states of existence; t h e goals t h at a person wouldlike to ac h ieve during h is or h er lifetime
` Instrumental ValuesPreferable modes of be h avior or means of ac h ieving onesterminal values
` People in same occupations or categories tend to h oldsimilar values
But values vary between groupsValue differences make it difficult for groups to negotiate and maycreate conflict
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S ource: Based on W. C. Frederick and J . Weber, Th e Values of Corporate M anagers and Th eir Critics: An Empirical Description and NormativeImplications, in W. C. Frederick and L. E. Preston (eds.) B usiness E thics: R esearch Issues and E mpirical S tudies (Greenwic h , C T : J AI Press,1990), pp. 12344.
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Cohort EnteredWorkforceApproximat
e CurrentAge
Dominant Work Values
Veterans 1950-1964 65+ H ard working, conservative,conforming; loyalty to t h eorganization
Boomers 1965-1985 40-60s Success, ac h ievement,ambition, dislike of aut h ority;loyalty to career
Xers 1985-2000 20-40s Work/life balance, team-oriented, dislike of rules;
loyalty to relationsh
ipsNexters 2000-Present Under 30 Confident, financial success,
self-reliant but team-oriented;loyalty to bot h self andrelations h ips
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M anagers are less interested in someones ability to do a specific job than in that persons flexibility.
` Person- J ob Fit:J ohn Hollands Personality- J ob Fit Theoryx Six personality typesx Vocational Preference Inventory (VPI)K ey Points of the Model:x Th ere appear to be intrinsic differences in personality between peoplex Th ere are different types of jobsx People in jobs congruent wit h th eir personality s h ould be more
satisfied and h ave lower turnover
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Th e closer t h e
occupationalfields, t h e morecompatible.
Th e furt h er apart t h e fields,th e moredissimilar.
N eed to match personality type withoccupation.
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In addition to matching the individuals personality to the job, managers are also concerned with:
` Person-Organization Fit:Th e employees personality must fit wit h th e organizationalculture.People are attracted to organizations t h at matc h th eir values.Th ose w h o matc h are most likely to be selected.M ismatc h es will result in turnover.Can use t h e Big Five personality types to matc h to t h eorganizational culture.
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` PersonalityDo frameworks like Big Five transfer across cultures?x Yes, but t h e frequency of type in t h e culture may vary.x Better in individualistic t h an collectivist cultures.
` ValuesValues differ across cultures.H ofstedes Framework for assessing culture fivevalue dimensions:x Power Distancex Individualism vs. Collectivismx M asculinity vs. Femininityx Uncertainty Avoidancex Long-term vs. S h ort-term Orientation
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` PersonalityScreen for t h e Big Five trait of conscientiousnessT
ake into account th
e situational factors as wellM BT I can h elp wit h training and development
` Values
Often explain attitudes, beh
aviors, and perceptionsH igh er performance and satisfaction ac h ieved w h en t h eindividuals values matc h th ose of t h e organization.