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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)
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
• 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.
Describe Personality, the Way It Is Measured, and
the Factors that Shape It (2 of 4)
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
- 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.
Describe Personality, the Way It Is Measured, and
the Factors that Shape It (3 of 4)
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
• 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)
Myers-Briggs Type Indicator (2 of 4)
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
• 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.
Myers-Briggs Type Indicator (3 of 4)
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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.
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
Myers-Briggs Type Indicator (4 of 4)
• 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.
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
The Big Five Personality Model (2 of 5)
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
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
The Big Five Personality Model (3 of 5)
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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.
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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).
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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.
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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.
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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.
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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)
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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.
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
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)
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
• 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)
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
• 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.

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Ob chapter 4 by pearson 2018

  • 1. Organizational Behavior Eighteenth Edition, Global Edition Chapter 4 Personality and values Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
  • 2. Describe Personality, the Way It Is Measured, and the Factors that Shape It (1 of 4) Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. • 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.
  • 3. Describe Personality, the Way It Is Measured, and the Factors that Shape It (2 of 4) Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. - 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.
  • 4. Describe Personality, the Way It Is Measured, and the Factors that Shape It (3 of 4) Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. • 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.
  • 5. 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.
  • 6. 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)
  • 7. Myers-Briggs Type Indicator (2 of 4) Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. • 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.
  • 8. Myers-Briggs Type Indicator (3 of 4) Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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.
  • 9. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. Myers-Briggs Type Indicator (4 of 4) • 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.
  • 10. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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
  • 11. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. The Big Five Personality Model (2 of 5) 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
  • 12. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. The Big Five Personality Model (3 of 5)
  • 13. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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.
  • 14. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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).
  • 15. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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.
  • 16. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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
  • 17. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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.
  • 18. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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.
  • 19. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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
  • 20. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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)
  • 21. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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.
  • 22. Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. 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.
  • 23. Implications for Managers (1 of 2) Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. • 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.
  • 24. Implications for Managers (2 of 2) Copyright © 2019 Pearson Education, Ltd. All Rights Reserved. • 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.

Editor's Notes

  1. If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed: 1) Math Type Plugin 2) Math Player (free versions available) 3) NVDA Reader (free versions available) Welcome to this Organizational Behavior course that uses the 18th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered among the most widely used OB textbooks in the world. Robbins and Judge are recognized as definitive aggregators of OB concepts, applications, and practices. The course and this book will provide you with a resource that will benefit you throughout your degree program and your professional life. Chapter 3: Attitudes and Job Satisfaction
  2. Early research assumed that attitudes were causally related to behavior. One researcher, Leon Festinger, argued that attitudes follow behavior. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency. People are willing to live with some discomfort, but the degree to which this is true depends on the importance of the elements, how much influence the individual has on the situation, and the rewards available.
  3. Most of the research in OB has been concerned with three major job attitudes: job satisfaction, job involvement, and organizational commitment. In addition, perceived organizational support and employee engagement are important. Job satisfaction is the positive feeling about the job resulting from an evaluation of its characteristics. Job involvement looks at the degree of psychological identification with the job. Related to this is psychological empowerment, which is defined as employees’ beliefs in the degree to which they influence their work environment, their competencies, the meaningfulness of their job, and their perceived autonomy.