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Chapter 3 Personality and Values Essentials of Organizational Behavior, 9/e Stephen P. Robbins/Timothy A. Judge
After studying this chapter you should be able to: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personality ,[object Object],[object Object]
Myers-Briggs Type Indicator ,[object Object],[object Object],[object Object]
The Big-Five Model ,[object Object],[object Object],[object Object],[object Object],[object Object]
Major Personality Attributes Influencing OB ,[object Object],[object Object],[object Object],[object Object],[object Object]
Major Personality Attributes Influencing OB ,[object Object],[object Object],[object Object],[object Object]
Personality and National Culture ,[object Object]
Values ,[object Object]
Value Systems ,[object Object],[object Object]
Rokeach Value Survey ,[object Object],[object Object],[object Object]
Examples of Terminal Values
Examples of Instrumental Values
Contemporary Work Cohorts Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships 2000 to present Nexters Work/life balance, team-oriented, dislike of rules; loyalty to relationships 1985-2000 Xers Success, achievement, ambition, dislike of authority; loyalty to career 1965-1985 Boomers Hard working, conservative, conforming; loyalty to the organization 1950s or early 1960s Veterans Dominant Work Values Entered the Workforce Cohort
Ethical Behavior ,[object Object]
Hofstede’s Framework for Assessing Cultures ,[object Object],[object Object],[object Object],[object Object],[object Object]
Globe Framework for Assessing Cultures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personality-Job Fit Theory
Person-Organization Fit ,[object Object],[object Object]
Implications for Managers ,[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Robbins eob9 inst_ppt_03

  • 1. Chapter 3 Personality and Values Essentials of Organizational Behavior, 9/e Stephen P. Robbins/Timothy A. Judge
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  • 14. Contemporary Work Cohorts Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships 2000 to present Nexters Work/life balance, team-oriented, dislike of rules; loyalty to relationships 1985-2000 Xers Success, achievement, ambition, dislike of authority; loyalty to career 1965-1985 Boomers Hard working, conservative, conforming; loyalty to the organization 1950s or early 1960s Veterans Dominant Work Values Entered the Workforce Cohort
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