Organizational Behavior

13th Edition

Chapter 4: Personality and Values

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Chapter Objectives

After studying this chapter, you should be able to: Define personality, describe how it is measured, and explain the factors that determine an individuals 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 todays workforce. Identify Hofstedes five value dimensions of national culture.

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What is Personality?

Word Personality is derived from Latin word Persona which means to speak through, the term was used in ancient drama to identify masked actors. Combination of stable physical and mental characteristics that give an individual his/her identity. How people affect others and how they understand and view themselves.

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

Measuring

Personality

Helpful in hiring decisions Most common method: self-reporting surveys Observer-ratings surveys provide an independent assessment of personality often better predictors Projective measures
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Personality Determinants

Heredity

Factors determined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and bio-rhythms This Heredity Approach argues that genes are the source of personality Twin studies: raised apart but very similar personalities Parents dont add much to personality development There is some personality change over long time periods

Environment

Culture, norms in family Friends, social groups

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Personality is combination of nature and nurture.

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Personality Determinants
Genetic Factors Personality Physical appearance Perceptual/thinking style Actions Feelings/ Emotions Values

Environmental Factors Family Culture Education Religion

50% Nature + 50% Nurture= Personality

Personality Traits
Enduring characteristics that describe an individuals behavior

The more consistent the characteristic and the more frequently it occurs in diverse situations, the more important the trait.

Two dominant frameworks used to describe personality:

Myers-Briggs Type Indicator (MBTI) Big Five Model
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The Myers-Briggs Type Indicator

Most widely-used instrument in the world. A 100 questions personality test. Participants are classified on four axes to determine one of 16 possible personality types, such as ENTJ.

Extroverted (E) vs. Introverted (I): Sensing (S) vs. Intuitive (N) Thinking (T) vs. Feeling (F) Judging (J) vs. Perceiving (P)
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The Myers-Briggs Type Indicator

Extroverted (E) vs. Introverted (I): Extroverts are outgoing, sociable and assertive. Introverts are quiet and shy. Sensing (S) vs. Intuitive (N): Sensing are practical & prefer routine and order. Intuitive rely on unconscious processes and look at the big picture Thinking (T) vs. Feeling (F): Thinking use reason and logic in problem solving, feeling rely on their personal values and emotions Judging (J) vs. Perceiving (P): Judging want control, order and structure. Perceiving are flexible and spontaneous.

The Types and Their Uses

Each of the sixteen possible combinations has a name, for instance:

Visionaries (INTJ) are original, stubborn and driven. Organizers (ESTJ) realistic, logical, analytical and businesslike. Conceptualizer (ENTP) entrepreneurial, innovative, individualistic and resourceful.

Research results on validity mixed.

MBTI is a good tool for self-awareness and counseling. Should not be used as a selection test for job candidates.

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The Big Five Model of Personality Dimensions

Extroversion

Sociable, gregarious, and assertive Good-natured, cooperative, and trusting Responsible, dependable, persistent, and organized Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative)

Agreeableness

Conscientiousness

Emotional Stability

Openness to Experience

Curious, imaginative, artistic, and sensitive

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How Do the Big Five Traits Predict Behavior?

Research has shown this to be a better framework. Certain traits have been shown to strongly relate to higher job performance:

Highly conscientious people develop more job knowledge, exert greater effort, and have better performance. Other Big Five Traits also have implications for work. Emotional stability is related to job satisfaction. Extroverts tend to be happier in their jobs and have good social skills. Open people are more creative and can be good leaders. Agreeable people are good in social settings.
See Exhibit 4-2

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Other Personality Traits Relevant to OB

Core Self-Evaluation The degree to which people like or dislike themselves Positive self-evaluation leads to higher job performance Core self-evaluation is determined by:

Self-esteem
Individuals liking or disliking themselves and degree to which they think they are worthy or unworthy as a person. Locus of Control

The degree to which people believe they are masters of their own fate. Internals Individuals who believe that they control what happens to them.

Externals Individuals who believe that what happens to them is controlled by outside forces such as luck or chance. 2009 Prentice-Hall Inc. All rights reserved. 4-12

Other Personality Traits Relevant to OB

Machiavellianism A pragmatic, emotionally distant power-player who believes that ends justify the means High Machs are manipulative, win more often, and persuade more than they are persuaded. Flourish when:

Have direct interaction Work with minimal rules and regulations Emotions distract others

Narcissism (self love) An arrogant, entitled, self-important person who needs excessive admiration Less effective in their jobs

More Relevant Personality Traits

Self-Monitoring

The ability to adjust behavior to meet external, situational factors. High monitors conform more and are more likely to become leaders. High self-monitor is capable of putting different faces for different audiences. The willingness to take chances. May be best to align propensities with job requirements. Risk takers make faster decisions with less information.

Risk Taking

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Even More Relevant Personality Traits

Type A Personality Aggressively involved in a chronic, incessant struggle to achieve more in less time

Impatient: always moving, walking, and eating rapidly Strive to think or do two or more things at once Cannot cope with leisure time Obsessed with achievement numbers

Prized in North America, but quality of the work is low Type B people are the complete opposite

Proactive Personality Identifies opportunities, shows initiative, takes action, and perseveres to completion Creates positive change in the environment
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Values
Basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable How to live life properly.
Attributes

of Values:

Content Attribute that the mode of conduct or end-state is important Intensity Attribute just how important that content is.

Value

System

A persons values rank-ordered by intensity Tends to be relatively constant and consistent

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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
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Classifying 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 Preferable modes of behavior or means of achieving ones terminal values

Instrumental Values

People in same occupations or categories tend to hold similar values.

But values vary between groups. Value differences make it difficult for groups to negotiate and may create conflict.
See Exhibits 4-3 and 4-4

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Generational Values
Cohort Veterans Entered Workforce 1950-1964 Approximate Current Age 65+ Dominant Work Values Hard working, conservative, conforming; loyalty to the organization Success, achievement, ambition, dislike of authority; loyalty to career Work/life balance, team-oriented, dislike of rules; loyalty to relationships

Boomers 1965-1985

40-60s

Xers

1985-2000

20-40s

Nexters

2000-Present Under 30

Confident, financial success, selfreliant but team-oriented; loyalty to See Exhibit both self and relationships 4-5
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Linking Personality and Values to the Workplace

Managers are less interested in someones ability to do a specific job than in that persons flexibility.
Person-Job

Fit:

John Hollands Personality-Job Fit Theory Six personality types Vocational Preference Inventory (VPI) Key Points of the Model: 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.
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Hollands Personality Types

Six types:

Realistic Investigative Artistic Social Enterprising Conventional

See Exhibits 4-7 and 4-8

Need to match personality type with occupation

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Still Linking Personality to the Workplace

In addition to matching the individuals personality to the job, managers are also concerned with:
Person-Organization

Fit:

The employees 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.
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Global Implications

Personality

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

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Hofstedes Framework: 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
See Exhibit 4-6

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Hofstedes Framework: Individualism

Individualism

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

Collectivism

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Hofstedes Framework: Masculinity

Masculinity

The extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued

Femininity

The extent to which there is little differentiation between roles for men and women

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Hofstedes Framework: 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 and tries to avoid them. Society does not mind ambiguous situations and embraces them.

Low Uncertainty Avoidance:

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Hofstedes Framework: Time Orientation

Long-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

Short-term Orientation

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Hofstedes Framework: An Assessment

There are regional differences within countries The original data is old and based on only one company Hofstede had to make many judgment calls while doing the research Some results dont match what is believed to be true about given countries Despite these problems it remains a very popular framework
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GLOBE Framework for Assessing Cultures

Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program.

Nine dimensions of national culture

Similar to Hofstedes framework with these additional dimensions:

Humane Orientation: how much society rewards people for being altruistic, generous, and kind. Performance Orientation: how much society encourages and rewards performance improvement and excellence.

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Summary and Managerial Implications

Personality

Screen for the Big Five trait of conscientiousness Take into account the situational factors as well MBTI can help with training and development

Values

Often explain attitudes, behaviors and perceptions Higher performance and satisfaction achieved when the individuals values match those of the organization

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