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Individual Behavior, Values, and Personality.ppt
- 1. McGraw-Hill/Irwin © 2008The McGraw-Hill Companies, Inc. All rights reserved. 2 Individual Behavior, Values, and Personality Chapter 2 MN201 Lecturer: LONG BUNTENG Week II
- 2. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-2 Engagement at Owens Corning Owens Corning is making employee engagement a cornerstone of its business strategy to become a world- class organization. Reprinted with permission of Owens Corning. All rights reserved
- 3. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-3 Employee Engagement Defined The employee’s emotional and cognitive (rational) motivation, ability to perform the job, clear understanding of the organization’s vision and his/her specific role in that vision, and a belief that he/she has the resources to get the job done Reprinted with permission of Owens Corning. All rights reserved
- 4. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-4 Individual Individual Behavior Behavior and Results and Results Role Role Perceptions Perceptions Situational Situational Factors Factors Motivation Motivation Ability Ability Values Values Personality Personality Perceptions Perceptions Emotions Emotions Attitudes Attitudes Stress Stress MARS Model of Individual Behavior
- 5. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-5 Example An enthusiastic salespeople (motivation) who understand his or her job duties (role perceptions) and has sufficient resources (situational factor) will not perform his or her jobs as well if they lack sufficient knowledge and sales skill (ability)
- 6. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-6 M M A A R R S S BAR BAR Employee Motivation • Internal forces that affect a person’s voluntary choice of behavior. Motivational elements are: – direction – intensity – persistence
- 7. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-7 M M A A R R S S BAR BAR Employee Ability • Natural aptitudes (natural talents) and learned capabilities (skills and knowledge) required to successfully complete a task – competencies personal characteristics that lead to superior performance – person job matching • selecting the best • training & developing • redesigning jobs
- 8. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-8 M M A A R R S S BAR BAR Employee Role Perceptions • Beliefs about what behavior is required to achieve the desired results: – understanding what tasks to perform – understanding relative importance of tasks – understanding preferred behaviors to accomplish tasks
- 9. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-9 M M A A R R S S BAR BAR Situational Factors • Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior. Controllable factors are: – time – people – budget – work facilities
- 10. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-10 Organizational Organizational Citizenship Citizenship • Performance beyond the required job duties Task Task Performance Performance • Goal-directed behaviours under person’s control more Types of Behavior in Organizations
- 11. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-11 Maintaining Work Maintaining Work Attendance Attendance • Attending work at required times Joining/staying Joining/staying with the with the Organization Organization • Goal-directed behaviours under person’s control Types of Behavior in Organizations Counterproductive Counterproductive Work Behaviours Work Behaviours • Voluntary behaviour that potentially harms the organization
- 12. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-12 Values in the Workplace • Values are stable, evaluative beliefs that guide our preferences for outcomes. A value is a principle, a standard, or a quality considered worthwhile or desirable. • They define the right or wrong, good or bad • Value system -- hierarchy of values • Espoused vs. Enacted values: – Espoused -- the values we say we use and often think we use – Enacted -- values we actually rely on to guide our decisions and actions
- 13. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-13 Three Categories of Values • Personal values define who an individual is. They serve as guides in handling situations and interacting with others. • Organizational values are the standards that guide an individual's behavior in a professional context. They define how an individual accomplishes work, interacts in professional situations, and how he makes decisions relative to his job/career. • Cultural values are standards that guide how a person relates meaningfully to others in different social situations.
- 14. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-14 Schwartz’s Values Model Conservation Self-enhancement Self-transcendence Openness to Change
- 15. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-15 Values and Behavior • Habitual behavior tends to be consistent with our values, but our everyday conscious decisions and actions apply our values much less consistently. • Decisions and behaviors linked to values when:43 1. Mindful and conscious of our values 2. Have logical reasons to apply values in that situation 3. Situation does not interfere
- 16. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-16 Values Congruence at Coles More than 2,300 Coles employees across all levels participated in 203 focus groups around the country. Their objective: to identify a set of values for Australia’s second largest retailer that would be congruent with their personal values. Armen Dueschian/Newspix Integrity -- Respect/recognition -- Passion for excellence -- Working together
- 17. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-17 Values Congruence • Values congruence -- where two or more entities have similar value systems • Problems with incongruence – Incompatible decisions – Lower satisfaction and commitment – Increased stress and turnover • Benefits of (some) incongruence – Better decision making (diverse values) – Enhanced problem definition – Prevents “corporate cults” Armen Dueschian/Newspix
- 18. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-18 Individualism- Collectivism Peru Chile Italy Nigeria India United States Japan Egypt Korea France PR China Portugal Mexico Hong Kong Taiwan Collectivism High Low Individualism High Low Australia Hungary New Zealand Singapore
- 19. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-19 Power Distance The degree that people accept an unequal distribution of power in society Japan Japan Israel Israel Denmark Denmark Venezuela Venezuela High Power Distance Malaysia Malaysia Low Power Distance U.S. U.S.
- 20. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-20 Uncertainty Avoidance High U. A. Low U. A. Japan Japan Greece Greece U.S. U.S. The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). Italy Italy Singapore Singapore
- 21. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-21 Achievement-Nurturing Achievement Nurturing Japan Japan U.S. U.S. Sweden Sweden The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) China China Chile Chile France France
- 22. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-22 Ethics • Ethics is a system of moral values that govern a person's conduct. Values and ethics, together, define a person • Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad. • People rely on ethical values to determine ‘the right thing to do’.
- 23. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-23 Utilitarianism Utilitarianism Individual Individual Rights Rights Greatest good for the greatest number of people Fundamental entitlements in society Distributive Distributive Justice Justice People who are similar should receive similar benefits Three Ethical Principles
- 24. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-24 Influences on Ethical Conduct • Moral intensity – degree to which an issue demands the application of ethical principles • Ethical sensitivity – ability to recognize the presence and determine the relative importance of an ethical issue • Situational influences – competitive pressures and other conditions affect ethical behavior
- 25. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-25 Supporting Ethical Behavior • Ethical code of conduct – Establishes standards of behavior – Problem: Limited effect alone on ethical behavior • Ethics training – Awareness and clarification of ethics code – Practice resolving ethical dilemmas • Ethics officers – Educate and counsel; hear about wrongdoing • Ethical leadership and culture – Demonstrate integrity and role model ethical conduct
- 26. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-26 Defining Personality Relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies
- 27. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-27 Big Five Personality Dimensions Outgoing, talkative, sociable, assertive Sensitive, flexible, creative, curious Careful, dependable, self-disciplined Courteous, caring, good-natured Anxious, hostile, depressed Extroversion Extroversion Openness to Experience Openness to Experience Conscientiousness Conscientiousness Agreeableness Neuroticism Neuroticism
- 28. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-28 Myers-Briggs Type Indicator Extroversion Extroversion Introversion Introversion vs. Sensing Sensing Intuition Intuition vs. Thinking Thinking Feeling Feeling vs. Judging Judging Perceiving Perceiving vs.
- 29. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-29 Locus of Control and Self-Monitoring • Locus of control – Internal beliefs in ones effort and ability – External beliefs events are mainly due to external causes • Self-monitoring personality – Sensitivity to situational cues, and ability to adapt your behavior to that situation
- 30. McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-30 Holland’s Occupational Choice Theory • Career success depends on fit between the person and work environment • Holland identifies six “themes” – Represent work environment and personality traits/interests • A person aligned mainly with one theme is highly differentiated • A person has high consistency when preferences relate to adjacent themes