Ob chapter 4 by pearson 2018

Organizational Behavior
Eighteenth Edition, Global Edition
Chapter 4
Personality and values
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.

Describe Personality, the Way It Is Measured, and
the Factors that Shape It (1 of 4)
• Defining Personality
-Personality is a dynamic concept describing the growth
and development of a person's whole psychological
system.
-The sum of ways in which an individual reacts to
and interacts with others
• Most often described in terms of measurable traits
that a person exhibits.

- The most common means of measuring personality is
through self-report surveys.
• Measuring Personality
- Managers need to know how to measure personality.
 Most common
• Prone to error
o The respondent might lie or practice management to create a good
impression.
o The respondent might engage in bad mood on a series of factors
impression
Personality tests are useful in hiring decisions and help
managers forecast who is best for a job.

• Personality Determinants
-is personality the result of heredity or environment?
 Personality appears to be a result of both; however,
research tends to support the importance of
heredity over environment.
— Heredity refers to those factors that were determined at
conception.
 The heredity approach argues that the ultimate explanation of an
individual's personality is the molecular structure of the genes,
located in the chromosomes.

Describe Personality, the Way It Is Measured,
and the Factors that Shape It (4 of 4)
Copyright3-©72019 Pearson Education, Ltd. All Rights Reserved.arson Education
• Early research tried to identify and label enduring personality
characteristics.
- Shy, aggressive, submissive, lazy, ambitious, loyal,
and timid.
 These are personality traits.

Myers-Briggs Type Indicator (1 of 4)
• The most widely used personality framework is the
Myers-Briggs Type Indicator (MBTI).
• Individuals are classified as :
-Extroverted or Introverted (E or l)
-Sensing or Intuitive (S or N)
-Thinking or Feeling (T or F)
-Perceiving or Judging (P or J)
• Classifications combined into 16 personality types (i.e., INTJ
or ESTJ)

• Individuals are classified as :
-Extraverted versus Introverted (E or l). People scoring higher
on the extraverted side of the scale are more outgoing, social
and assertive while those on the introvert side are quiet and shy.
-Sensing versus Intuitive (S or N). Sensing individuals are
practical, enjoy order and are detail oriented. Intuitive people are
more "big picture" oriented.
-Thinking versus Feeling (T or F). This scale is important in
decision-making: thinkers use reason and logic while feelers use
emotions and their own personal values to make decisions
- Judging versus Perceiving (J or P). Judgers are control- oriented
and enjoy structure and order. Perceivers are more flexible and
spontaneous.

Introverted/Intuitive/Thinking/Judging people (INTJ) are
visionaries.
-They are usually have original minds and great drive for their
own ideas and purposes.
-They are skeptical, critical , independent , determined , and
often stubborn.
• ESTJ are organizers
-They are realistic , logical ,analytical ,and decisive ,and have a natural
head for business or mechanics.
- They like to organize and run activities.
• The ENTP type is a conceptualizer
- They are innovative , invidualistic, versatile, and attracted to entrepreneurial ideas.
- This person tends to be resourceful in solving challenging problems but may neglect
routine assignments.

• In spite of its popularity, evidence is mixed about its validity
as a measure of personality.
• One problem is that it forces a person into either one type
or another (that is, you're either introverted or extraverted).
There is no in-between, though people can be both
extraverted and introverted to some degree.
• The best we can say is that the MBTI can be a valuable
tool for increasing self-awareness and providing career
guidance.
• Because results tend to be unrelated to job performance,
managers probably shouldn't use it as a selection test for
job candidate.

The Big Five Personality Model (1 of 5)
• The Big Five Model is an impressive body of research supports that
five basic dimensions underlie all other personality dimensions . The
five basic dimensions are :
- Extraversion
- Agreeableness
- Conscientiousness
- Emotional stability
- Openness to experience

Extraversion • Sociable, gregarious , and assertive
agreeableness
• Good-natured ,cooperative, and trusting
Conscientiousness
• Responsible , dependable, persistent, and
organized
Emotional stability
• Calm, self-confident, secure under stress (positive),versus
nervous , depressed, and insecure under stress (negative)
Openness to
experience
• Curious , imaginative, and sensitive

How Do the Big Five Traits Predict
Behavior at work? (4 of 5)
• Conscientiousness at work: Employees who score higher in
conscientiousness develop higher levels of job knowledge, probably
because they learn more, and these levels correspond with higher
levels of job performance.
• Emotional Stability at work: It is most strongly related to life
satisfaction, job satisfaction, and low stress levels. People with high
emotional stability can adapt to unexpected or changing demands in
the workplace.
• Extraversion at work: They perform better in jobs with significant
interpersonal interaction. They are socially dominant. Extraversion is
a relatively strong predictor of leadership emergence in groups.

How do the big five traits predict
behavior at work ? (5 of 5)
• Openness at work: They are more likely to be effective people —
and more comfortable with ambiguity. They cope better with
organizational change and more adaptable. While openness is not
related to initial performance on a job, individuals higher in openness
are less susceptible to decline in performance over time, and
experience less work-family conflict.
• Agreeableness at work: They are better in interpersonally oriented
jobs. They abide to rules, less likely to get into accidents, and more
satisfied in their jobs. They contribute to the organizational
performance by engaging in organizational Citizenship Behavior
(OCB).

CSE, Self-Monitoring, and Proactive
Personality
• Other Personality Traits Relevant to 0B
• Core Self-Evaluation: bottom line conclusions individuals
have about their capabilities, competence, and worth as a
person.
• Self-Monitoring: measures an individual's ability to adjust
his or her behavior to external, situational factors.
• Proactive Personality: people who identify opportunities,
show initiative, take action, and persevere until meaningful
change occurs.

Values
• 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 by:
-Content — importance to the individual
- Intensity — relative importance with other values
• Value system: ranks values in terms of intensity.
• The Importance and Organization of Values
- Values:
 Lay the foundation for understanding of attitudes and
motivation.
 Influence attitudes and behaviors.

Terminal and Instrumental Values
• Terminal vs. Instrumental Values
- Terminal values: desirable end-states of existence. These are the
goals that a person would like to achieve during his or her lifetime.
• Ex: A world of peace, Freedom, Health and well-being, Meaning in
life.
- Instrumental values: preferred modes of behavior or means of
achieving terminal values.
• Ex: Autonomy and self reliance, Personal discipline, Kindness, and
Goal Orientation.
- A balance between terminal and instrumental values is important, as
well as an understanding of how to strike this balance.

Personality-Job Fit Theory(1 of 2)
• Holland presents six personality types and proposes that
satisfaction and the propensity to leave a job depends on
the degree to which individuals successfully match their
personalities to an occupational environment.
• He identifies six personality types: realistic,
investigative, social, conventional, enterprising, and artistic

Type Personality characteristics Congruent occupations
Realistic: Prefers physical activities
that require skill, strength, and
coordination
Shy, genuine, persistent, stable,
conforming, practical
drill press operator, assembly-line
worker, farmer
investigative: Prefers activities that
involve thinking, organizing, and
understanding
Analytical, original, curious.
independent
Biologist, economist. mathematician,
news reporter
Social: Prefers activities that involve
helping and developing others
Sociable friendly, cooperative,
understanding
Social worker, teacher, counselor,
clinical psychologist
Conventional: Prefers rule-
regulated, orderly, and unambiguous
activities
Conforming, efficient, practical,
unimaginative, inflexible
Accountant, corporate manager,
bank teller, file clerk
Enterprising: Prefers verbal
activities in which there are
opportunities to influence others and
attain power
Self-confident, ambitious, energetic,
domineering
Lawyer, real estate agent,
public relations specialist,
small business manager
Artistic: Prefers ambiguous and
unsystematic activities that allow
creative expression
Imaginative, disorderly, idealistic,
emotional, impractical
Painter, musician, writer, interior
decorator
Person-Job fit (2 of 2)

Person-Organization Fit (1 of 2)
• Person-Organization Fit
• People are attracted to and selected by organizations that match
their values, and leave when there is no compatibility.
• People high on extraversion fit well with aggressive and team-
oriented cultures
• .People high on agreeableness match up better with a supportive
organizational climate than one focused on aggressiveness.
• People high on openness to experience fit better in organizations
that emphasize innovation rather than zation.

Person-Organization Fit (2 of 2)
Other Dimensions of Fit
• Although person-job fit and person-organization fit are
considered the most salient dimensions for workplace
outcomes, other avenues of fit are worth examining.
• Person-group fit : It is important in team settings, where
the dynamics of team interactions significantly affect work
outcomes.
• Person-supervisor fit: It has become an important area of
research since poor fit in this dimension can lead to lower
job satisfaction and reduced performance.

Implications for Managers (1 of 2)
• Consider screening job candidates for high
conscientiousness—and the other Big Five traits—
depending on the criteria your organization finds most
important. Other aspects, such as core self-evaluation or
narcissism, may be relevant in certain situations.
• Although the MBTI has faults, you can use it for training
and development; to help employees better understand
each other, open communication in work groups, and
possibly reduce conflicts.

Implications for Managers (2 of 2)
• Evaluate jobs work groups, and your organization
to determine the optimal personality fit.
• Consider situational factors when evaluating
observable personality traits, and lower the
situation strength to better ascertain personality
characteristics more closely.
• The more you consider people's different cultures,
the better you will be able to-determine their work
behavior and create a positive organizational
climate that performs well.

Ob chapter 4 by pearson 2018

More Related Content

What's hot

Similar to Ob chapter 4 by pearson 2018

Recently uploaded

Ob chapter 4 by pearson 2018

Editor's Notes