Robbins eob9 inst_ppt_03
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Robbins eob9 inst_ppt_03 Robbins eob9 inst_ppt_03 Presentation Transcript

  • 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:
    • Explain the factors that determine an individual’s personality.
    • Describe the Myers-Briggs Type Indicator personality framework.
    • Identify the key traits in the Big Five personality model.
    • Explain how the major personality attributes predict behavior at work.
    • Contrast terminal and instrumental values.
    • List the dominant values in today’s workforce.
    • Identify Hofstede’s five value dimensions of national culture.
  • Personality
    • The sum total of ways in which an individual reacts to and interacts with others
    • Most often described in terms of measurable traits that a person exhibits, such as shy, aggressive, submissive, lazy, ambitious, loyal and timid
  • Myers-Briggs Type Indicator
    • Most widely used personality-assessment instrument in the world
    • Individuals are classified as extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and judging or perceiving (J or P)
    • Classifications combined into 16 personality types (i.e. INTJ or ESTJ)
  • The Big-Five Model
    • Extraversion
    • Agreeableness
    • Conscientiousness
    • Emotional Stability
    • Openness to Experience
  • Major Personality Attributes Influencing OB
    • Core self-evaluation
      • Self-esteem – a person’s view of themselves
      • Locus of control – degree to which you believe you have control of your own fate
    • Machiavellianism – degree to which a person is pragmatic, maintains emotional distance and believes that the ends can justify the means
    • Narcissism – degree of sense of self-importance and arrogance
  • Major Personality Attributes Influencing OB
    • Self-monitoring – adjust their behavior to external, situational factors
    • Risk taking – willingness to take chances
    • Type A Personality – excessive competitiveness and sense of time urgency
    • Proactive personality – identify opportunities, show initiative, take action and persevere
  • Personality and National Culture
    • A country’s culture influences the dominant personality characteristics of its population.
  • Values
    • Represent basic, enduring convictions that "a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence."
  • Value Systems
    • Represent a prioritizing of individual values
    • Identified by the relative importance an individual assigns to such values as freedom, pleasure, self-respect, honesty, obedience, and equality
  • Rokeach Value Survey
    • Terminal values - refers to desirable end-states of existence
    • Goals that a person would like to achieve during his or her lifetime
    • Instrumental values - refers to preferable modes of behavior, or means of achieving the terminal values
  • 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
    • Managers consistently report that the action of their bosses is the most important factor influencing ethical and unethical behavior in their organizations.
  • Hofstede’s Framework for Assessing Cultures
    • Power distance
    • Individualism vs. collectivism
    • Masculinity vs. femininity
    • Uncertainty avoidance
    • Long-term vs. short-term orientation
  • Globe Framework for Assessing Cultures
    • Assertiveness
    • Future orientation
    • Gender differentiation
    • Uncertainty avoidance
    • Power distance
    • Individualism/ collectivism
    • In-group collectivism
    • Performance orientation
    • Humane orientation
  • Personality-Job Fit Theory
  • Person-Organization Fit
    • It is more important that employee’s personalities fit with the overall organization’s culture than with the characteristics of any specific job.
    • The fit of employee’s values with the culture of their organization predicts job satisfaction, commitment to the organization and low turnover.
  • Implications for Managers
    • Evaluate the job, the work group and the organization to determine the optimum personality fit
    • Find job candidates who not only have the ability, experience and motivation to perform but also possess a value system that is compatible with the organization’s.
  • Summary
    • Explained the factors that determine an individual’s personality.
    • Described the Myers-Briggs Type Indicator personality framework.
    • Identified the key traits in the Big Five personality model.
    • Explained how the major personality attributes predict behavior at work.
    • Contrasted terminal and instrumental values.
    • Listed the dominant values in today’s workforce.
    • Identified Hofstede’s five value dimensions of national culture.