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Human Behavior
This document discusses theories of personality and values in organizational behavior. It covers several key models for understanding personality, including the Big Five model and Myers-Briggs Type Indicator (MBTI). Values are described as basic convictions that guide behavior. The document outlines various personality traits and values that are relevant to organizational behavior, linking personality and values to job and organizational fit. It also discusses implications of personality and values for global organizations.
Human Behavior
- 1. Human Behavior inOrganizationHuman Behavior in Organization Personality & Values Behavior Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-1
- 2. What is Personality?Whatis 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-2
- 3. Personality DeterminantsPersonality 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-3
- 4. Personality TraitsPersonality Traits Enduringcharacteristics 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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-4
- 5. Understanding PersonalityUnderstanding Personality Copyright© 2011 Pearson Education, Inc. publishing as Prentice Hall 5-5
- 6. Personality MethodsPersonality Methods Twodominant frameworks used to describe personality: –Myers-Briggs Type Indicator (MBTI® ) –Big Five Model Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-6
- 7. The Myers-Briggs TypeIndicatorThe Myers-Briggs Type 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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Flexible and Spontaneous Sociable and Assertive Quiet and Shy Unconscious Processes Uses Values & Emotions Practical and Orderly Use Reason and Logic Want Order & Structure 5-7
- 8. Understanding MBTIUnderstanding MBTI Copyright© 2011 Pearson Education, Inc. publishing as Prentice Hall 5-8
- 9. The Types andTheir UsesThe Types and Their 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 – Conceptualizer (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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-9
- 10. The Big FiveModel of Personality DimensionsThe Big Five Model of Personality Dimensions Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-10
- 11. Understanding Big 5PersonalityUnderstanding Big 5 Personality Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-11
- 12. Other Personality TraitsRelevant to OBOther Personality Traits Relevant to 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. Flourish when: • Have direct interaction • 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-12
- 13. Self-Monitoring – Theability 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. More Relevant Personality TraitsMore Relevant Personality Traits Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-13
- 14. Even More RelevantPersonality TraitsEven More Relevant Personality 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 North America but quality of the work is low – Type B people are the complete opposite Proactive Personality – Identifies opportunities, shows initiative, takes action, and perseveres to completion – Creates positive change in the environment Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-14
- 15. ValuesValues Basic convictions onhow 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 – that the mode of conduct or end-state is important – Intensity Attribute – just how important that content is Value System – A person’s values rank ordered by intensity – Tends to be relatively constant and consistent Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-15
- 16. Understanding ValuesUnderstanding Values Copyright© 2011 Pearson Education, Inc. publishing as Prentice Hall 5-16
- 17. Importance of ValuesImportanceof Values Provide understanding of the attitudes, motivation, and behaviors Influence our perception of the world around us Represent interpretations of “right” and “wrong” Imply that some behaviors or outcomes are preferred over others Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-17
- 18. Classifying Values –Rokeach Value SurveyClassifying Values – Rokeach Value Survey Terminal Values – Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime Instrumental Values – Preferable modes of behavior or means of achieving one’s terminal values People in same occupations or categories tend to hold similar values – But values vary between groups – Value differences make it difficult for groups to negotiate and may create conflict Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-18
- 19. Value Differences BetweenGroupsValue Differences Between Groups Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44. E X H I B I T 5-4 E X H I B I T 5-4 5-19
- 20. Linking Personality andValues to the WorkplaceLinking Personality and Values to the 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-20
- 21. Still Linking Personalityto the WorkplaceStill Linking Personality to the 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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-21
- 22. Global ImplicationsGlobal 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 – five value dimensions: • Power Distance • Individualism vs. Collectivism • Masculinity vs. Femininity • Uncertainty Avoidance • Long-term vs. Short-term Orientation Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-22
- 23. Summary and ManagerialImplicationsSummary and Managerial 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-23
- 24. PERSONALITY TESTPERSONALITY TEST Copyright© 2011 Pearson Education, Inc. publishing as Prentice Hall 5-24
Editor's Notes
- #3 Personality is often defined by characteristics such as outgoing or charming. However, psychologists define personality as the growth and development of a person’s whole psychological system. We study personality in Organizational Behavior because it impacts a number of important work outcomes. We can attempt to measure personality through a variety of methods. Often these methods are utilized in the hiring process to assist in hiring the right person for the job and the organization. The most common method is self-reporting surveys where individuals answer questions that determine what type of personality they have. Another, more accurate, method is when others observe the individual and provide an independent assessment of their personality.
- #4 There has been a long-standing debate about whether genetics or environment are more important in determining personality. They both play an important role. The heredity approach refers to factors determined at conception such as physical stature and gender. This has been reaffirmed by studies that have looked at twins who were raised apart but still had similar personalities. Personalities can, however, change over time.
- #5 Even though personalities do change overtime, there are enduring characteristics that describe an individual’s behavior. If we see a trait consistently surface in different situations, this trait is important in describing the individual. Some methods used to describe personality are the Myers-Briggs Type Indicator, the MBTI. The Big Five Model is another framework used to describe personality.
- #8 The MBTI is the most widely used personality instrument worldwide. Participants are classified within four scales to determine 1 of 16 possible personality types. These types are broken down into four dichotomies. The first is extroverts who tend to be sociable and assertive verses introverts who tend to be quiet and shy. The second dichotomy is sensing and intuitive. Sensors are practical and orderly where intuits utilize unconscious processes. The third dichotomy is thinking and feeling. Thinking focuses on using reason and logic where feeling utilizes values and emotions. The final dichotomy is judging and perceiving. Judgers want order and structure whereas perceivers are more flexible and spontaneous.
- #10 The tool categorizes the individual into one of the four dichotomies, such as INTJ. There are 16 possible combinations and each helps the individual to better understand themselves. The tool is helpful, but should not be used for selection as the results on validity are mixed.
- #11 The Big Five model of personality sets forth that there are five basic dimensions that underlie all others and encompass most of the significant variations in human personalities. The Big Five factors are: Extroversion, Agreeableness, Conscientiousness, Emotional Stability and Openness to Experience. There is a lot of research that supports the Big Five model and it has been shown to predict behavior at work.
- #13 There are additional personality traits relevant to organizational behavior. Core self-evaluation is the degree to which people like/dislike themselves. Positive self-evaluation leads to higher job performance. Machiavellianism describes a person who tends to be emotionally distant and believes that the ends justify the means. They tend to have a competitive drive and a need to win. They can be very persuasive in situations where there is direct interaction with minimal rules and people are distracted by emotions. Narcissism is a trait that often hinders job effectiveness. It describes a person who requires excessive admiration and has a strong sense of entitlement.
- #14 Self-monitoring is another personality trait that is linked to job performance. It is the ability to adjust behavior to meet situational factors. High monitors are more likely to become leaders in the workplace. Risk taking assesses the willingness to take chances. This is important in certain job situations, but not in all.
- #15 Type A personalities are defined as those who need to achieve more and more. They are always moving, striving to multitask and don’t do well with leisure time. This is something that has been valued in North America, but it is not always a positive as quality of work can be low. Type B personalities operate at a slower pace, find time for leisure and are the opposite of all type A characteristics. Proactive personalities are those that identify opportunities, take initiative, and persevere to completion in all they do. This is a positive in work environments.
- #16 Values represent basic convictions that make judgments about what is the best mode of conduct or end-state of existence. There are two attributes of values. There is a content component that looks at the level of importance of the mode of conduct or end-state and the intensity component that looks at how important that content is. A person’s value system ranks values by their intensity. This tends to be relatively constant over time.
- #18 Values are very important because they provide an understanding of attitudes, motivation, and behaviors. Values play a role in how we perceive the world around us and how we interpret right and wrong. Values imply that some behaviors are preferred over others based on how/what we value.
- #19 The Rokeach Value Survey was created by Milton Rokeach. It consists of two sets of values, terminal values and instrumental values. Terminal values describe the desired values/goals a person would like to keep/achieve through their lifetime. Instrumental values are the preferred modes of behavior or means of achieving one’s terminal values. Values vary between groups and can cause trouble when group members hold different values and negotiation is needed.
- #20 This table shows some differences between different employment groups as there are often similarities between job categories.
- #21 Personality and value studies are important to the field of organizational behavior because they have been linked to workplace outcomes. The person-job fit theory developed by John Holland has been critical to thinking about how people fit with a specific job. Holland classified people into six personality types utilizing a vocational preference inventory. Through the study of personality it has become clear that there are intrinsic differences in personality between people. Given that there are a number of different jobs it is logical that people in jobs congruent with their personalities would be more satisfied in their work.
- #22 This idea can be further linked to the workplace by looking at person-organization fit. The employee’s personality needs to fit with the organizational culture. When employees find organizations that match their values, they are more likely to be selected and correspondingly be more satisfied with their work. The big five personality types are often helpful in matching the individuals with organizational culture.
- #23 There are global implications to personality and values in the workplace. Frameworks such as the big five and MBTI are transferable across cultures; in fact, the MBTI has been used worldwide. However, the applicability is higher in some cultures than others. Values, on the other hand, differ to a great degree across cultures. Geert Hofstede developed a framework for assessing culture. He breaks up his framework of understanding into five value dimensions: power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long-term vs. short-term orientation.
- #24 Personality and values are very important to the workplace and play a solid role in predicting behavior. There are some good frameworks and models that can aid us in applying these theories and assist managers in being better predictors of workplace behavior.