robbinsjudge_ob18_inppt_05.pptx

Organizational Behavior Eighteenth Edition Chapter 5 Personality and Values Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives (1 of 2...

Organizational Behavior Eighteenth Edition Chapter 5 Personality and Values Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives (1 of 2) 5.1 Describe personality, the way it is measured, and the factors that shape it. 5.2 Describe the strengths and weaknesses of the Myers- Briggs Type Indicator (MBTI) personality framework and the Big Five model. 5.3 Discuss how the concepts of core self-evaluation (CSE), self-monitoring, and proactive personality contribute to the understanding of personality. 5.4 Describe how personality affects job search and unemployment. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives (2 of 2) 5.5 Describe how the situation affects whether personality predicts behavior. 5.6 Contrast terminal and instrumental values. 5.7 Describe the differences between person-job fit and person-organization fit. 5.8 Compare Hofstede’s five value dimensions and the GLOBE framework. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe Personality, the Way It Is Measured, and the Factors that Shape It (1 of 4) Defining Personality – Personality is a dynamic concept describing the growth and development of a person’s whole psychological system. – The sum of ways in which an individual reacts to and interacts with others. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe Personality, the Way It Is Measured, and the Factors that Shape It (2 of 4) Measuring Personality – Managers need to know how to measure personality.  Personality tests are useful in hiring decisions and help managers forecast who is best for a job. – The most common means of measuring personality is through self-report surveys. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe Personality, the Way It Is Measured, and the Factors that Shape It (3 of 4) Personality Determinants – Is personality the result of heredity or environment? – Heredity refers to those factors that were determined at conception.  The heredity approach argues that the ultimate explanation of an individual’s personality is the molecular structure of the genes, located in the chromosomes. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe Personality, the Way It Is Measured, and the Factors that Shape It (4 of 4) Early research tried to identify and label enduring personality characteristics. – Shy, aggressive, submissive, lazy, ambitious, loyal, and timid.  These are personality traits. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Strengths and Weakness of the MBTI and Big Five Model (1 of 7) The most widely used personality framework is the Myers-Briggs Type Indicator (MBTI). Individuals are classified as: – Extroverted or Introverted (E or I) – Sensing or Intuitive (S or N) – Thinking or Feeling (T or F) – Perceiving or Judging (P or J)  INTJs are visionaries.  ESTJs are organizers.  ENTPs are conceptualizers. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Strengths and Weakness of the MBTI and Big Five Model (2 of 7) The Big Five Model – Extraversion – Agreeableness – Conscientiousness – Emotional stability – Openness to experience Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Strengths and Weakness of the MBTI and Big Five Model (3 of 7) Exhibit 5-1 Traits That Matter Most to Business Success at Buyout Companies Most Important Less Important Persistence Strong oral communication Attention to detail Teamwork Efficiency Flexibility/adaptability Analytical skills Enthusiasm Setting high standards Listening skills Source: Based on S. N. Kaplan, M. M. Klebanov, and M. Sorensen, “Which CEO Characteristics and Abilities Matter?” The Journal of Finance 67, no. 3 (2012): 973–1007. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Strengths and Weakness of the MBTI and Big Five Model (4 of 7) Exhibit 5-2 Model of How Big Five Traits Influence OB Criteria Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Strengths and Weakness of the MBTI and Big Five Model (5 of 7) The Dark Triad – Machiavellianism: the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. – Narcissism: the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. – Psychopathy: the tendency for a lack of concern for others and a lack of guilt or remorse when their actions cause harm. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Strengths and Weakness of the MBTI and Big Five Model (6 of 7) An emerging framework to study dark side traits: – First, antisocial people are indifferent and callous toward others. – Second, borderline people have low self-esteem and high uncertainty. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Strengths and Weakness of the MBTI and Big Five Model (7 of 7) – Third, schizotypal individuals are eccentric and disorganized. – Fourth, obsessive compulsive people are perfectionists and can be stubborn, yet they attend to details, carry a strong work ethic, and may be motivated by achievement. – Fifth, avoidant individuals feel inadequate and hate criticism. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. CSE, Self-Monitoring, and Proactive Personality Other Personality Traits Relevant to OB – Core Self-Evaluation: bottom line conclusions individuals have about their capabilities, competence, and worth as a person. – Self-Monitoring: measures an individual’s ability to adjust his or her behavior to external, situational factors. – Proactive Personality: people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. The Situation, Job Search, and Unemployment What personality characteristics predict job search behaviors among the unemployed? – Conscientiousness and extraversion are the two strongest predictors of job search behavior,  Self-esteem and self-efficacy (parts of CSE) are also important. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. The Situation, Personality, and Behavior (1 of 3) Situation strength theory: indicates that the way personality translates into behavior depends on the strength of the situation. – The degree to which norms, cues, or standards dictate appropriate behavior.  Clarity  Consistency  Constraints  Consequences Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.  The Situation, Personality, and Behavior (2 of 3) Exhibit 5-3 Trait Activation Theory: Jobs in Which Certain Big Five Traits Are More Relevant Detail Orientation Required Social Skills Competitive Innovation Dealing with Time Pressure Required Work Required Angry People (Deadlines) Jobs scoring high (the traits blank blank blank blank blank listed here should predict behavior in these jobs) Air traffic controller Clergy Coach/scout Actor Correctional Broadcast officer news analyst Accountant Therapist Financial Systems analyst Telemarketer Editor manager Legal secretary Concierge Sales Advertising writer Flight attendant Airline pilot representative Jobs scoring low (the traits blank blank blank blank blank listed here should not predict behavior in these jobs) Forester Software Postal clerk Court reporter Composer Skincare engineer specialist Masseuse Pump operator Historian Archivist Biologist Mathematician Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.  The Situation, Personality, and Behavior (3 of 3) [Exhibit 5-3 Continued] Detail Orientation Required Social Skills Competitive Innovation Dealing with Time Pressure Required Work Required Angry People (Deadlines) Model Broadcast Nuclear Medical Statistician Fitness trainer technician reactor technician operator Jobs that score high activate blank blank blank blank blank these traits (make them more relevant to predicting behavior) Conscientiousness (+) Extraversion (+) Extraversion Openness (+) Extraversion (+) Conscientiousn (+) ess (+) Blank Agreeableness Agreeableness Blank Agreeableness Neuroticism (–) (+) (–) (+) Blank Blank Blank Blank Neuroticism (–) Blank Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Terminal and Instrumental Values (1 of 3) Values: basic convictions about what is right, good, or desirable. – Value system: ranks values in terms of intensity. The Importance and Organization of Values – Values:  Lay the foundation for understanding of attitudes and motivation.  Influence attitudes and behaviors. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Terminal and Instrumental Values (2 of 3) Terminal vs. Instrumental Values – Terminal values: desirable end-states of existence. – Instrumental values: preferred modes of behavior or means of achieving terminal values. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Contrast Terminal and Instrumental Values (3 of 3) Exhibit 5-4 Dominant Work Values in Today’s Workforce Entered the Approximate Cohort Workforce Current Age Dominant Work Values Boomers 1965–1985 50s to 70s Success, achievement, ambition, dislike of authority; loyalty to career Xers 1985–2000 Mid-30s to 50s Work-life balance, team-oriented, dislike of rules; loyalty to relationships Millennials 2000 to To mid-30s Confident, financial success, self- present reliant but team-oriented; loyalty to both self and relationships Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Person-Job Fit vs. Person- Organization Fit (1 of 3) Exhibit 5-5 Holland’s Typology of Personality and Congruent Occupations Type Personality Characteristics Congruent Occupations Realistic: Prefers physical activities that Shy, genuine, persistent, stable, Mechanic, drill press operator, require skill, strength, and coordination conforming, practical assembly-line worker, farmer Investigative: Prefers activities that Analytical, original, curious, independent Biologist, economist, involve thinking, organizing, and mathematician, news reporter understanding Social: Prefers activities that involve Sociable, friendly, cooperative, Social worker, teacher, counselor, helping and developing others understanding clinical psychologist Conventional: Prefers rule-regulated, Conforming, efficient, practical, Accountant, corporate manager, orderly, and unambiguous activities unimaginative, inflexible bank teller, file clerk Enterprising: Prefers verbal activities in Self-confident, ambitious, energetic, Lawyer, real estate agent, public which there are opportunities to domineering relations specialist, small business influence others and attain power manager Artistic: Prefers ambiguous and Imaginative, disorderly, idealistic, Painter, musician, writer, interior unsystematic activities that allow emotional, impractical decorator creative expression Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Person-Job Fit vs. Person- Organization Fit (2 of 3) Person-Organization Fit – People high on extraversion fit well with aggressive and team-oriented cultures. – People high on agreeableness match up better with a supportive organizational climate than one focused on aggressiveness. – People high on openness to experience fit better in organizations that emphasize innovation rather than standardization. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Person-Job Fit vs. Person- Organization Fit (3 of 3) Other Dimensions of Fit – Although person-job fit and person-organization fit are considered the most salient dimensions for workplace outcomes, other avenues of fit are worth examining.  Person-group fit  Person-supervisor fit Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Hofstede’s Five Value Dimensions and GLOBE (1 of 2) Hofstede’s Framework – Power distance – Individualism versus collectivism – Masculinity versus femininity – Uncertainty avoidance – Long-term versus short-term orientation Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Hofstede’s Five Value Dimensions and GLOBE (2 of 2) The GLOBE Framework for Assessing Culture – The Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program updated Hofstede’s research.  Data from 825 organizations and 62 countries.  Used variables similar to Hofstede’s.  Added some news ones. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Implications for Managers (1 of 2) Consider screening job candidates for high conscientiousness—and the other Big Five traits— depending on the criteria your organization finds most important. Other aspects, such as core self-evaluation or narcissism, may be relevant in certain situations. 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. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Implications for Managers (2 of 2) Evaluate jobs, work groups, and your organization to determine the optimal personality fit. Consider situational factors when evaluating observable personality traits, and lower the situation strength to better ascertain personality characteristics more closely. 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. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Copyright This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.