personality & value

Chapter TWO

Personality
and
Values

© 2007 Prentice Hall Inc. All rights reserved.

What is Personality?
What is Personality?

Personality
The sum total of ways in which an individual reacts and
interacts with others; measurable traits a person
exhibits.

Personality
Personality
Personality Traits
Determinants
Determinants
Enduring characteristics • •Heredity
Heredity
that describe an • •Environment
individual’s behavior. Environment
• •Situation
Situation


The Myers-Briggs Type Indicator
The Myers-Briggs Type Indicator

Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and
classifies people into 1 of 16 personality types.

Personality Types
Personality Types
• •Extroverted vs. Introverted (E or I)
Extroverted vs. Introverted (E or I)
• •Sensing vs. Intuitive (S or N)
Sensing vs. Intuitive (S or N)
• •Thinking vs. Feeling (T or F)
Thinking vs. Feeling (T or F)
• •Judging vs. Perceiving (P or J)
Judging vs. Perceiving (P or J)
Score is a combination of
Score is a combination of
all four (e.g., ENTJ)
all four (e.g., ENTJ)

Extraversion/Introversion
Extraversion/Introversion
Extraversion-
A preference indicating that an individual is energized with other
people.

Introversion-
A preference indicating that an individual is energized by time alone.

EXTRAVERSION- (E) INTROVERSION- (I)
 Outgoing  Quiet
 Publicly Expressive  Reserved
 Interacting  Concentrating
 Speaks, then thinks  Thinks, then speaks
 Gregarious  Reflective

2-Sensing/Intuiting
2-Sensing/Intuiting
Sensing-
Gathering information through the five senses.

Intuiting-
Gathering information through “sixth sense” and focusing on
what could be rather than what actually exists.

SENSING- S
INTUITING- N
 Practical  General
 General
 Abstract
 Abstract
 Specific  Head in the clouds
 Head in the clouds
 Possibilities
 Possibilities
 Feet on the ground  Theoretical
 Theoretical
 Details
 Concrete

3-Thinking // Feeling
3-Thinking Feeling
Thinking-
Making decisions in a logical, objective fashion.
Feeling-
Making decisions in a personal, value oriented way.

THINKING - T FEELING - F
 Analytical  Subjective
 Clarity  Harmony
 Head  Heart
 Justice  Mercy
 Rules  Circumstances

4-Judging // Perceiving
4-Judging Perceiving
Judging-
Preferring closure and completion in making decisions.
Perceiving-
Preferring to explore many alternatives and flexibility.

JUDGING -J PERCEIVING- P
 Structured  Flexible
 Time Oriented  Open ended
 Decisive  Exploring
 Makes lists/  Makes lists/
uses them loses them
 Organized  Spontaneous

Meyers-Briggs, Continued
Meyers-Briggs, Continued

A Meyers-Briggs score
– Can be a valuable too for self-awareness and career
guidance

BUT
– Should not be used as a selection tool because it has
not been related to job performance!!!


The Big Five Model of Personality Dimensions
The Big Five Model of Personality Dimensions
Extroversion
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, artistic, and sensitive


Measuring Personality
Measuring Personality

Personality is Measured By

 Self-report surveys
 Observer-rating surveys
 Projective measures


Major Personality Attributes Influencing OB
Major Personality Attributes Influencing OB
 Core Self-evaluation
– Self-esteem
– Locus of Control
 Machiavellianism
 Narcissism
 Self-monitoring
 Risk taking
 Type A vs. Type B personality
 Proactive Personality


Core Self-Evaluation: Two Main Components
Core Self-Evaluation: Two Main Components

•Self Esteem
Individuals’ degree of liking or disliking
themselves.

•Locus of Control
The degree to which people believe they are
masters of their own fate.
•Internals (Internal locus of control)
Individuals who believe that they
control what happens to them.
•Externals (External locus of control)
Individuals who believe that what
happens to them is controlled by
outside forces such as luck or chance.


Machiavellianism
Machiavellianism

Machiavellianism (Mach)
Degree to which an individual is pragmatic,
maintains emotional distance, and believes
that ends can justify means.

Conditions Favoring High Machs
Conditions Favoring High Machs
••Direct interaction with others
Direct interaction with others
••Minimal rules and regulations
Minimal rules and regulations
••Emotions distract for others
Emotions distract for others


Narcissism
Narcissism

A Narcissistic Person
•Has grandiose sense of self-importance
•Requires excessive admiration
•Has a sense of entitlement
•Is arrogant
•Tends to be rated as less effective


Self-Monitoring
Self-Monitoring
Self-Monitoring
A personality trait that measures
an individual’s ability to adjust
his or her behavior to external,
situational factors.
High Self-Monitors
High Self-Monitors
••Receive better performance
Receive better performance
ratings
ratings
••Likely to emerge as leaders
Likely to emerge as leaders
••Show less commitment to
Show less commitment to
their organizations
their organizations

Risk-Taking
Risk-Taking
 High Risk-taking Managers
– Make quicker decisions
– Use less information to make decisions
– Operate in smaller and more entrepreneurial
organizations
 Low Risk-taking Managers
– Are slower to make decisions
– Require more information before making decisions
– Exist in larger organizations with stable environments


Personality Types
Personality Types
Type A’s
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.

Type B’s
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievements
or accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. can relax without guilt.

Personality Types
Personality Types

Proactive Personality
Identifies opportunities,
shows initiative, takes
action, and perseveres
until meaningful change
occurs.
Creates positive change
in the environment,
regardless or even in
spite of constraints or
obstacles.


Values
Values
 Definition: Mode of conduct or end state is
personally or socially preferable (i.e., what is right &
good)
– Terminal Values
• Desirable End States
– Instrumental Values
• The ways/means for achieving one’s terminal values

 Value System: A hierarchy based on a ranking of an
individual’s values in terms of their intensity.

Note: Values Vary by Cohort


Importance of Values
Importance of Values

 Provide understanding of the attitudes,
motivation, and behaviors of individuals and
cultures.
 Influence our perception of the world around us.
 Represent interpretations of “right” and “wrong.”
 Imply that some behaviors or outcomes are
preferred over others.


Types of Values –- Rokeach Value Survey
Types of 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.


Values in
Values in
the
the
Rokeach
Rokeach
Survey
Survey

Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

E X H I B I T 4-3
E X H I B I T 4-3


Values in
Values in
the
the
Rokeach
Rokeach
Survey
Survey
(cont’d)
(cont’d)

Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

E X H I B I T 4-3 (cont’d)
E X H I B I T 4-3 (cont’d)


Mean Value Rankings of
Mean Value Rankings of
Executives, Union
Executives, Union
Members, and Activists
Members, and Activists

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 4-4
E X H I B I T 4-4


Values, Loyalty, and Ethical Behavior
Values, Loyalty, and Ethical Behavior

Ethical Values and
Behaviors of
Leaders

Ethical Climate in
Ethical Climate in

Values across Cultures: Hofstede’s
Values across Cultures: Hofstede’s
Framework
Framework
 Power Distance
 Individualism vs. Collectivism
 Masculinity vs. Femininity
 Uncertainty Avoidance
 Long-term and Short-term orientation


Hofstede’s Framework for Assessing Cultures
Hofstede’s Framework for Assessing Cultures
Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.
Low distance: relatively equal power
between those with status/wealth and those
without status/wealth
High distance: extremely unequal power
distribution between those with status/wealth
and those without status/wealth


Hofstede’s Framework (cont’d)
Individualism Vs. Collectivism
A tight social framework in
The degree to which which people expect
people prefer to act as others in groups of which
individuals rather than a they are a part to look
member of groups. after them and protect
them.


Masculinity Vs. Femininity
The extent to which the The extent to which
society values work roles there is little
of achievement, power, differentiation
and control, and where between roles for
assertiveness and men and women.
materialism are also
valued.



Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
•High Uncertainty Avoidance:
Society does not like
ambiguous situations & tries to
avoid them.

•Low Uncertainty Avoidance:
Society does not mind
ambiguous situations &
embraces them.


Long-term Orientation Vs. Short-term Orientation
A national culture A national culture attribute
attribute that that emphasizes the
emphasizes the future, present and the here and
thrift, and persistence. now.


Achieving Person-Job Fit
Achieving Person-Job Fit

Personality-Job Fit
Theory (Holland)
Personality Types
Personality Types
Identifies six personality
types and proposes that ••Realistic
Realistic
the fit between personality ••Investigative
Investigative
type and occupational
••Social
Social
environment determines
satisfaction and turnover. ••Conventional
Conventional
••Enterprising
Enterprising
••Artistic
Artistic


Holland’s
Holland’s
Typology of
Typology of
Personality
Personality
and
and
Congruent
Congruent
Occupations
Occupations

E X H I B I T 4–8
E X H I B I T 4–8


Relationships
Relationships
among
among
Occupational
Occupational
Personality
Personality
Types
Types

Source: Reprinted by special permission of the publisher, Psychological
Assessment Resources, Inc., from Making Vocational Choices, copyright 1973, E X H I B I T 4–9
1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved. E X H I B I T 4–9


Organizational Culture Profile (OCP)
Organizational Culture Profile (OCP)

 Useful for determining person-
organization fit
 Survey that forces choices/rankings of
one’s personal values
 Helpful for identifying most important
values to look for in an organization (in
efforts to create a good fit)


Organizational Values
Organizational Values

 Power
 Elitism (superiority)
 Rewards
 Effectiveness
 Efficiency
 Fairness
 Teamwork
 Law and Order
 Defense
 Competitiveness
 Opportunism

Work Values
Work Values

 Commitment
 Self-Motivation
 Integrity
 Hard Work
 Trust
 Achievement
 Contentment
 Career progress

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