informative

1. McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Individual Behavior, Personality
and Values,

2. McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
INDIVIDUAL BEHAVIOR
2

3. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-3
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

4. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-4
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

5. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-5
Defining Individual Behavior
Reprinted with permission of Owens Corning. All rights reserved
AN ACT OF
A PERSON

6. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-6
Individual
Behavior
and Results
Situational
Factors
Motivation
Ability
Values
Personality
Perceptions
Emotions
Attitudes
Stress
MARS Model of Individual Behavior
Role
Perceptions
Individual
Characteristics

7. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-7
M
A
R
S
BAR
Employee Motivation
• Internal forces that affect a person’s voluntary
choice of behavior
– direction
– intensity
– persistence

8. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-8
M
A
R
S
BAR
Employee Ability
• Natural aptitudes and learned capabilities
required to successfully complete a task
– competencies  personal characteristics that
lead to superior performance
– person  job matching
• selecting
• developing
• redesigning

9. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-9
M
A
R
S
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

10. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-10
M
A
R
S
BAR
Situational Factors
• Environmental conditions beyond the
individual’s short-term control that constrain or
facilitate behavior.
– time
– people
– budget
– work facilities

11. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-11
Organizational
Citizenship
• Performance beyond the required
job duties
Task
Performance
• Goal-directed behaviors under
person’s control
more
Types of Behavior in Organizations

12. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-12
Maintaining Work
Attendance
• Attending work at required times
Joining/staying
with the
Organization
• Goal-directed behaviors under
person’s control
Types of Behavior in Organizations
Counterproductive
Work Behaviors
• Voluntary behavior that potentially
harms the organization
Continue…

13. McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
PERSONALITY
3

14. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-14
Defining Personality
Relatively stable pattern of behaviors
and consistent internal states that
explain a person's behavioral
tendencies

15. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-15
Big Five Personality (CANOE)
Dimensions
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
Extroversion
Openness to Experience
Conscientiousness
Agreeableness
Neuroticism
People with a high score on this
dimension tend to be more:

16. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-16
Myers-Briggs Type Indicator
Extroversion Introversion
vs.
Sensing Intuition
vs.
Thinking Feeling
vs.
Judging Perceiving
vs.

17. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-17
Locus of Control and Self-
Monitoring
• Locus of control
– Internals believe in their effort and ability
– Externals believe events are mainly due to external
causes
• Self-monitoring personality
– Sensitivity to situational cues, and ability to adapt your
behavior to that situation

18. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-18
Holland’s Occupational Choice Theory
– 6 Types
• Holland identifies six “themes” - Represent work
environment and personality traits/interests :
1. Realistic – practical , shy, materialistic, stable
2. Investigative – analytic, introverted, reserved, curious, precise,
independent
3. Artistic – creative, impulsive, idealistic, intuitive, emotional
4. Social – sociable, outgoing, conscientious, need for affiliation
5. Enterprising – confident, assertive, energetic, need for power
6. Conventional – dependable, disciplined, orderly, practical,
efficient

19. McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
SELF CONCEPT

20. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-20
Self Concept
• An Individual’s self beliefs and self evaluations.
• The “Who am I?” & the “ How do I feel about
myself?” that people ask themselves and that guide
their decisions and actions.
• Less attention in OB research but
• Scholars in other disciplines have discovered that it
is critically important concept for - understanding
individual perceptions, attitudes, decisions, and
behavior.

21. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-21
Self Concept
• People do not have a single unitary self-concept.
• There are 3 structural features/dimensions of Self-
concept that influence an individual’s adaptability
and well-being:
a. Complexity
b. Consistency
c. Clarity
Continue…

22. McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
VALUES
4

23. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-23
Defining Values in the Workplace
• Stable, evaluative beliefs that guide our
preferences
• Define 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 eg sincerity..
– Enacted -- values we actually rely on to guide our
decisions and actions eg power..

24. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-24
Values and Behavior
• Habitual behavior usually consistent with
values, but conscious behavior less so
because values are abstract constructs.
• Decisions and behaviors linked to values
when:
1. Mindful of our values
2. Have logical reasons to apply values in that situation
3. Situation does not interfere

25. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-25
Types of Values
• Social Psychologist Milton Rokeach developed 2
list of Values ; Instrumental and Terminal but not
widely accepted anymore
• Now Social Psychologist Shalom Shwartz (& his
colleageus) have developed 57 values (builds on
Rokeach’s) but later organized them into 10 broad
categories.
• Later Shwartz reduced to 2 bipolar dimensions.
a. Openness to Change vs Conservation.
b. Self Enhancement vs Self Transcendence

26. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-26
Values Across Cultures
(Geert Hofstede)
• Individualism vs Collectivism
• Power Distance
• Uncertainty Avoidance
• Achievement vs Nurturing Orientation
(Quantity vs Quality)
• Long Term vs Short Term Orientation

27. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-27
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

28. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-28
Individualism vs Collectivism

29. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-29
Power Distance
The degree that
people accept an
unequal
distribution of
power in society
Japan
Israel
Denmark
Venezuela
High Power Distance
Malaysia
Low Power Distance
U.S.

30. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-30
Uncertainty Avoidance
High U. A.
Low U. A.
Japan
Greece
U.S.
The degree that people
tolerate ambiguity (low)
or feel threatened by
ambiguity and
uncertainty (high
uncertainty avoidance).
Italy
Singapore

31. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-31
Achievement-Nurturing
Achievement (Quantity)
Nurturing (Quality)
Japan
U.S.
Sweden
The degree that people
value assertiveness,
competitiveness, and
materialism
(achievement) versus
relationships and well-
being of others
(nurturing)
China
Chile
France

32. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-32
Japan
Netherlands
Philippines
Long-Term Orientation
Short-Term Orientation
China
The degree that people
value thrift, savings, and
persistence (long-term)
versus past and present
issues, respect for tradition
and fulfilling social
obligations (short-term).
Long/Short-Term Orientation
U.S.

33. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-33
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

34. McShane/Von Glinow OB4e © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2-34
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

35. McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
END OF TOPIC 2, 3,& 4