Personality and Values PDF

Personality Personality and and Values Values 5-1 Chapter Chapter Learning Learning Objectives Objectives  After studying this chapter, you should be able to: – Define personality, describe how it is measured, and ex...

Personality Personality and and Values Values 5-1 Chapter Chapter Learning Learning Objectives Objectives  After studying this chapter, you should be able to: – Define personality, describe how it is measured, and explain the factors that determine an individual’s personality. – Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses. – Identify the key traits in the Big Five personality model. – Demonstrate how the Big Five traits predict behavior at work. – Identify other personality traits relevant to OB. – Define values, demonstrate their importance, and contrast terminal and instrumental values. – Compare generational differences in values, and identify the dominant values in today’s workforce. – Identify Hofstede’s six value dimensions of national culture. 5-2 What What Is Is Personality? Personality? The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment. - Gordon Allport – The sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits Measuring Personality – Helpful in hiring decisions – Most common method: self-reporting surveys – Observer-ratings surveys provide an independent assessment of personality – often better predictors 5-3 Personality Personality Determinants Determinants  Heredity – Factors determined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and bio-rhythms – This “heredity approach” argues that genes are the source of personality – Twin studies: raised apart but very similar personalities – There is some personality change over long time periods 5-4  Personality Personality Traits Traits Enduring characteristics that describe an individual’s behavior – The more consistent the characteristic and the more frequently it occurs in diverse situations, the more important the trait. Two dominant frameworks used to describe personality: – Myers-Briggs Type Indicator (MBTI®) – Big Five Model 5-5 The The Myers-Briggs Myers-Briggs Type Type Indicator Indicator  Most widely used instrument in the world.  Participants are classified on four axes to determine one of 16 possible personality types, such as ENTJ. Sociable Quiet and and Shy Assertive Practical Unconsci and ous Orderly Processe Use s Uses Reason Values & and Logic Emotions Want Flexible Order and & Spontane Structure ous 5-6 study study the the picture picture for for aa minute minute 5-7 Sensing\ Sensing\ intuition, intuition,  When an individual has a preference for sensing, they tend to look at the facts and use the 5 senses to gather information. Perceptions tend to be in the moment and a reflection of what is or was present at the time of the observation.  Those that prefer intuition, tend to see patterns and connections and often use one or two details as a springboard for other perceptions that aren’t actually there. 5-8 With Sensors:  Show evidence (e.g. facts, details, examples, etc.).  Be practical and realistic; grounded.  Have a well-thought-out plan with details worked out in advance.  Be direct.  Show logical sequence of steps.  Use concepts and strategies sparingly -- concentrate more on the day-to-day consequences of a plan. With Intuitors:  Present ideas and global concept first, then draw out the details.  Don’t give details unless asked.  When provided an idea or hypothesis or summary, don’t ask for details; accept the intuitive conclusion at face value as working hypothesis.  Be patient; work may come in spurts or bursts of energy.  Let them dream; encourage imagination. 5-9 The The Types Types and and Their Their Uses Uses  Each of the sixteen possible combinations has a name, for instance: – Visionaries (INTJ): original, stubborn, and driven – Organizers (ESTJ): realistic, logical, analytical, and businesslike – Conceptualizers (ENTP): entrepreneurial, innovative, individualistic, and resourceful  Research results on validity mixed – MBTI® is a good tool for self-awareness and counseling. – Should not be used as a selection test for job candidates. 5-10 The The Big Big Five Five Model Model of of Personality Personality Dimensions Dimensions 5-11 Big 5 Traits Why Is It Relevant What Does It Affect Emotional Less negative thinking and Higher job & life stability fewer negative emotions satisfaction Lower Less hyper-vigilant stress levels Extroversion Better interpersonal skills Higher performance* Greater social dominance Enhanced leadership More emotionally Higher job & life expressive satisfaction Openness Increased learning Training performance More creative More Enhanced leadership flexible & autonomous More adaptable to change Agreeableness Better liked Higher performance* More compliant and Lower levels of deviant conforming behavior Conscientiousne Greater effort & persistence Higher performance ss More drive and discipline Enhanced leadership Better organized & Greater longevity planning 5-12 How How Do Do the the Big Big Five Five Traits Traits Predict Predict Behavior? Behavior?  Research has shown this to be a better framework.  Certain traits have been shown to strongly relate to higher job performance: – Highly conscientious people develop more job knowledge, exert greater effort, and have better performance. – Other Big Five Traits also have implications for work. Emotional stability is related to job satisfaction. Extroverts tend to be happier in their jobs and have good social skills. Open people are more creative and can be good leaders. Agreeable people are good in social settings. See E X H I B I T 5–1 See E X H I B I T 5–1 5-13 Other Other Personality Personality Traits Traits Relevant Relevant to to OB OB  Core Self-Evaluation – The degree to which people like or dislike themselves – Positive self-evaluation leads to higher job performance  Machiavellianism – A pragmatic, emotionally distant power-player who believes that ends justify the means – High Machs are manipulative, win more often, and persuade more than they are persuaded. They flourish when: they have direct interaction with others they work with minimal rules and regulations emotions distract others  Narcissism – An arrogant, entitled, self-important person who needs excessive admiration – Less effective in their jobs 5-14 More More Relevant Relevant Personality Personality Traits Traits  Self-Monitoring – The ability to adjust behavior to meet external, situational factors. – High monitors conform more and are more likely to become leaders.  Risk Taking – The willingness to take chances. – May be best to align propensities with job requirements. – Risk takers make faster decisions with less information. 5-15 Even Even More More Relevant Relevant Personality Personality Traits Traits  Type A Personality – Aggressively involved in a chronic, incessant struggle to achieve more in less time Impatient: always moving, walking, and eating rapidly Strive to think or do two or more things at once Cannot cope with leisure time Obsessed with achievement numbers – Prized in today’s competitive times but quality of the work is low – Type B people are the complete opposite of Type A’s  Proactive Personality – Identifies opportunities, shows initiative, takes action, and perseveres to completion – Creates positive change in the environment 5-16  Type Type A A Personality Personality  Type A personality is more likely to be preoccupied with social status, accomplishment in life, and self-esteem. This person is often domineering, impatient, and prone or quick to anger. This personality type was found to be associated with the higher risk of developing heart ailments compared to the other type. Type A people mainly have the following behavior and outlook in life:  These people are high-achievers. They are great at multi-tasking unrelated duties and jobs. They usually perform beyond par.  They are constantly in a race to achieve higher goals. When goals are attained, they set much loftier aspirations. They can’t rest on their laurels.  They find it difficult to accept failure. It is never one of their realities. For them, others fail, they don’t.  They feel like time is an opponent that they have to beat every day. They will work their butts off to exhaustion.  This severe sense of urgency makes them edgy. Relaxation is difficult for them.  They need to compete. If there is no obvious competition, they create one.  They are driven people, usually self-driven. Their stress levels are generally high. 5-17  Type Type BB Personality Personality  Type B people have lower incidence of heart problems. Type B personalities are indulgent and tolerant. They also reported higher levels of satisfaction in life. Typically, these people have the following characteristics:  They know their abilities and work steadily for their goals. They enjoy their achievements.  They are not too stressed out to excel. They can be disappointed when they fall short of their goals, but they are not devastated. They are more accepting of failures.  They enjoy games and competitions, not for the sole objective of winning but for the love of the game.  They are reflective and innovative. They allow themselves to explore and fail, if necessary.  Sometimes they are too relaxed and laid-back that they lack the drive to reach the uppermost of their careers.  They are even-tempered.  They typically live less stressful lives. 5-18 Linking Linking Personality Personality and and Values Values to to the the Workplace Workplace Managers are less interested in someone’s ability to do a specific job than in that person’s flexibility. Person–Job Fit: – John Holland’s Personality–Job Fit Theory Six personality types Vocational Preference Inventory (VPI) – Key Points of the Model: There appear to be intrinsic differences in personality between people There are different types of jobs People in jobs congruent with their personality should be more satisfied and have lower turnover 5-19  Relationships Relationships Among Among Personality Personality Types Types The closer the The further occupational apart the fields, the fields, the more more compatible. dissimilar. Need to match personality type with occupation. Source: Reprinted by special permission of the publisher, Psychological Assessment Resources, Inc., from Making Vocational Choices, copyright 1973, 1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved. E X H I B I T 5-6 E X H I B I T 5-6 5-20 Still Still Linking Linking Personality Personality to to the the Workplace Workplace In addition to matching the individual’s personality to the job, managers are also concerned with: Person–Organization Fit: – The employee’s personality must fit with the organizational culture. – People are attracted to organizations that match their values. – Those who match are most likely to be selected. – Mismatches will result in turnover. – Can use the Big Five personality types to match to the organizational culture. 5-21  Global Global Implications Implications  Personality – Do frameworks like Big Five transfer across cultures? Yes, but the frequency of type in the culture may vary. Better in individualistic than collectivist cultures.  Values – Values differ across cultures. – Hofstede’s Framework for assessing culture – six value dimensions: Power Distance Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance Long-term vs. Short-term Orientation Indulgence vs. Restraint 5-22 Hofstede’s Hofstede’s Framework: Framework: Power Power Distance Distance The extent to which a society accepts that power in institutions and organizations is distributed unequally. Low distance: Relatively equal power between those with status/wealth and those without status/wealth High distance: Extremely unequal power distribution between those with status/wealth and those without status/wealth 5-23 Hofstede’s Hofstede’s Framework: Framework: Individualism Individualism  Individualism – The degree to which people prefer to act as individuals rather than as member of groups  Collectivism – A tight social framework in which people expect others in groups of which they are a part to look after them and protect them Versus 5-24 Hofstede’s Hofstede’s Framework: Framework: Masculinity Masculinity  Masculinity – The extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued  Femininity – The extent to which there is little differentiation between roles for men and women Versus 5-25 Hofstede’s Hofstede’s Framework: Framework: Uncertainty Uncertainty Avoidance Avoidance The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them High Uncertainty Avoidance: Society does not like ambiguous situations and tries to avoid them. Low Uncertainty Avoidance: Society does not mind ambiguous situations and embraces them. 5-26 Hofstede’s Hofstede’s Framework: Framework: Time Time Orientation Orientation  Long-term Orientation – A national culture attribute that emphasizes the future, thrift, and persistence  Short-term Orientation – A national culture attribute that emphasizes the present and the here and now 5-27 Hofstede’s Hofstede’s Framework: Framework: Indulgence Indulgence  Indulgence – The degree to which it is alright for people to enjoy life, have fun, and fulfill natural human desires  Restraint – The extent to which there are social norms governing the gratification of basic human desires and behavior  Hofstede’s Hofstede’s Framework: Framework: An An Assessment Assessment  There are regional differences within countries  The original data is old and based on only one company  Hofstede had to make many judgment calls while doing the research  Some results don’t match what is believed to be true about given countries  Despite these problems it remains a very popular framework 5-29 GLOBE GLOBE Framework Framework for for Assessing Assessing Cultures Cultures  Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program – Nine dimensions of national culture  Similar to Hofstede’s framework with some additional dimensions: – Humane Orientation: how much society rewards people for being altruistic, generous, and kind – Performance Orientation: how much society encourages and rewards performance improvement and excellence 5-30 Summary Summary and and Managerial Managerial Implications Implications  Personality – Screen for the Big Five trait of conscientiousness – Take into account the situational factors as well – MBTI® can help with training and development  Values – Often explain attitudes, behaviors, and perceptions – Higher performance and satisfaction achieved when the individual’s values match those of the organization 5-31