Chapter 4

1. Chapter 4 Personality and Values

2. Learning Objectives Define personality, describe how it is measured, and explain the factors that determine an individual’s personality. Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses. Identify the key traits in the Big Five personality model. Demonstrate how the Big Five traits predict behavior at work. Identify other personality traits relevant to OB. Define values, demonstrate their importance, and contrast terminal and instrumental values. Compare generational differences in values, and identify the dominant values in today’s workforce. Identify Hofstede’s five value dimensions of national culture.

3. Personality What is Personality? The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment. “Gordon Allport” The sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits

4. Personality Measuring Personality Personality Tests Helpful in hiring decisions Self Report Surveys Most common method Observer Rating Surveys Provide an independent assessment of personality – often better predictors

5. Personality Personality Determinants Heredity Factors determined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and bio-rhythms “Heredity Approach” argues that genes are the source of personality Twin studies: raised apart but very similar personalities Parents don’t add much to personality development There is some personality change over long time periods Personality Traits Enduring characteristics that describe an individual’s behavior The more consistent the characteristic and the more frequently it occurs in diverse situations, the more important the trait

6. Personality The Myers – Briggs Indicator (MBTI) A personality test that taps four characteristics and classifies people into 1 of 16 personality types using 100 questions Most widely-used instrument in the world Extroverted (E) vs. Introverted (I) Sensing (S) vs. Intuitive (N) Thinking (T) vs. Feeling (F) Judging (J) vs. Perceiving (P) Each of the sixteen possible combinations has a name

7. + + + Extraversion Introversion - - - Extraversion Personality The Big Five Personality Model A personality assessment model that taps five basic dimensions • The quality of being comfortable with relationships (Sociable, gregarious, and assertive) • Higher performance – Enhanced leadership – Higher job & life satisfaction

8. + + + High Low - - - Agreeableness + + + High Low - - - Conscientiousness Personality The Big Five Personality Model • The ability to get along with others (Good-natured, cooperative, and trusting) • Higher performance – Lower levels of deviant behavior • The number of goals on which a person focuses (Responsible, dependable, persistent, and organized) • Higher performance – Enhanced leadership – Greater longevity

9. + + + More Less - - - Openness + + + More Less- - - Emotional Stability Personality The Big Five Personality Model • Less moodiness and insecurity (Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative) • High job & life satisfaction – Lower stress level • The capacity to entertain new ideas and to change as a result of new information (Curious, imaginative, artistic, and sensitive) • Training performance – Enhanced leadership – More adaptable to change

10. Personality Other Personality Traits Relevant to OB Core Self Evaluation The degree to which people like or dislike themselves higher job performance Machiavellianism A pragmatic, emotionally distant power-player who believes that ends justify the means win more often Narcissism An arrogant, entitled, self-important person who needs excessive admiration Less effective in their jobs Self Monitoring The ability to adjust behavior to meet external, situational factors. more likely to become leaders. Risk Taking The willingness to take chances. make faster decisions with less information Types A Personality Aggressively involved in a chronic, incessant struggle to achieve more in less time High performance Proactive Personality Identifies opportunities, shows initiative, takes action, and perseveres to completion Creates positive change in the environment 10

11. Values What is Values? Basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable to an opposite or converse mode of conduct or end state of existence Attributes of Values Content Attribute That the mode of conduct or end-state is importance Intensity Attribute Person’s beliefs about his or her capabilities to perform a task

12. Values What is Value System? A hierarchy based on a ranking of an individual’s value in terms of their intensity Tends to be relatively constant and consistent

13. Values What is the Importance of Values? Provide understanding of the attitudes, motivation, and behaviors Influence our perception of the world around us Represent interpretations of “right” and “wrong” Imply that some behaviors or outcomes are preferred over others

14. Values Terminal Versus Instrumental 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

15. Values Generational Values

16. Linking an Individual’s Personality and Values to the Workplace Personality - Job Fit Theory A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover • John Holland’s Personality-Job Fit Theory • Vocational Preference Inventory (VPI) Realistic Social Investigative Enterprising Artistic Conventional There appear to be intrinsic differences in personality between people. There are different types of jobs. People in jobs congruent with their personality should be more satisfied and have lower turnover.

17. Linking an Individual’s Personality and Values to the Workplace Person – Organization Fit The extent that employee’s personality must fit with the organizational culture. • People are attracted to organizations that match their values. • Those who match are most likely to be selected. • Mismatches will result in turnover. • Can use the Big Five personality types to match to the organizational culture.

18. Global Implications Personality Do frameworks like Big Five transfer across cultures? Yes, but the frequency of type in the culture may vary Better in individualistic than collectivist cultures Values Values differ across cultures Hofstede’s Framework for assessing culture – five value dimensions: Power distance - Individualism vs. Collectivism - Masculinity vs. Femininity - Uncertainty Avoidance - Long-term vs. Short-term Orientation

19. Global Implications 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 • High Distance Relatively equal power between those with status / wealth and those without status / wealth Extremely unequal power distribution between those with status / wealth and those without status / wealth

20. Global Implications Hofstede’s Framework for Assessing Cultures Individualism • Collectivism The degree to which people prefer to act as individuals rather than as members of groups A tight social framework in which people expect others in groups of which they are a part to look after them and protect them Masculinity Femininity The extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued The extent to which there is little differentiation between roles for men and women

21. Global Implications Hofstede’s Framework for Assessing Cultures Uncertainty Avoidance The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them High Uncertainty Avoidance Low Uncertainty Avoidance Society does not like ambiguous situations and tries to avoid them Society does not mind ambiguous situations and embraces them

22. Global Implications Hofstede’s Framework for Assessing Cultures Long-term Orientation Short-term Orientation • A national culture attribute that emphasizes the future, thrift, and persistence A national culture attribute that emphasizes the present and the here-and-now

23. Global Implications GLOBE Framework for Assessing Cultures Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program (Nine dimensions of national culture) Humane Orientation Performance Orientation How much society rewards people for being altruistic, generous, and kind How much society encourages and rewards performance improvement and excellence