Individual Behaviour, Personality and Values McShane-Olekalns-Travaglione OB Pacific Rim 3e © 2010 The McGraw-Hill Companies, Inc. All rights reserved

Values, Personality, and Self-Concept at Johnson & Johnson Johnson & Johnson relies on sound values to guide decisions. It also recognises that employees have personal values, personalities and self-concepts that require dignity, nurturing and recognition. © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

MARS Model of Individual Behaviour Situational factors Values Personality Perceptions Emotions Attitudes Stress Motivation Individual behaviour and results Ability Role perceptions © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Employee Motivation Internal forces that affect a person’s voluntary choice of behaviour: direction intensity persistence R BAR S M A © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Employee Ability Natural aptitudes and learned capabilities required to successfully complete a task Competencies  personal characteristics that lead to superior performance Person  job matching selecting developing redesigning R BAR S M A © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Improving Role Perceptions at Best Buy Best Buy employees know what is expected of them during the busy pre-Christmas season (beginning with Black Friday in late November). The American retailer clarifies duties and conducts rehearsals (shown here). © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Role Perceptions Beliefs about what behaviour is required to achieve the desired results: understanding what tasks to perform understanding relative importance of tasks understanding preferred behaviours to accomplish tasks R BAR S M A © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Situational Factors Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour time people budget work facilities R BAR S M A © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Defining Personality Relatively enduring pattern of thoughts, emotions, and behaviours that characterise a person, along with the psychological processes behind those characteristics External traits – observable behaviours Internal states – thoughts, values, etc. inferred from behaviours Some variability, adjust to suit the situation © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Nature vs. Nurture of Personality Influenced by Nature Heredity explains about 50 per cent of behavioural tendencies and 30 per cent of temperament Minnesota studies – twins had similar behaviour patterns Influenced by Nurture Personality isn’t stable at birth Influenced by socialisation, life experiences, learning Stabilises throughout adolescence Executive function uses self-concept to steer behaviour © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Five-Factor Personality Model (CANOE) Conscientiousness Careful, dependable Agreeableness Courteous, caring Neuroticism Anxious, hostile Openness to experience Sensitive, flexible Extroversion Outgoing, talkative © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

The Right Personality for Antarctic Expeditioners Antarctic expeditioners from Australia (shown in photo) and other countries have significantly higher openness to experience and lower neuroticism than the general population. This unique work environment seems to attract and possibly requires people who are curious and adventurous as well as poised and calm. © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Five-Factor Personality and Organisational Behaviour Conscientiousness and emotional stability Motivational components of personality Strongest personality predictors of performance Extroversion Linked to sales and management performance Related to social interaction and persuasion © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Five-Factor Personality and Organisational Behaviour Agreeableness Effective in jobs requiring cooperation and helpfulness Openness to experience Linked to higher creativity and adaptability to change © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Jungian Personality Theory Swiss psychiatrist Carl Jung Identifies preferences for perceiving the environment and obtaining/processing information Commonly measured by Myers-Briggs Type Indicator (MBTI) © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Myers-Briggs Type Indicator (MBTI) Extroversion versus introversion Similar to five-factor dimension Sensing versus intuition Collecting information through senses versus through intuition, inspiration or subjective sources Thinking versus feeling Processing and evaluating information Using rational logic versus personal values Judging versus perceiving Orienting self to the outer world Order and structure or flexibility and spontaneity © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Self-Concept Definition and Elements An individual’s self-beliefs and self-evaluations Guides individual decisions and behaviour Three Cs of self-concept Complexity – people have multiple self-concepts Consistency – similar personality and values across multiple selves Clarity – clearly and confidently described, internally consistent, and stable across time. © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Four ‘Selves’ of Self-Concept Self-enhancement Promoting and protecting our positive self-view Self-verification Affirming our existing self-concept (good and bad elements) Self-evaluation Evaluating ourselves through self-esteem, self-efficacy and locus of control Social self Defining ourselves in terms of group membership © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Self-Concept: Self-Enhancement Drive to promote/protect a positive self-view Competent, attractive, lucky, ethical, valued Positive self-concept outcomes: Better personal adjustment and mental/physical health Inflates personal causation and probability of success © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Self-Concept: Self-Verification Motivation to verify/maintain our self-concept Stabilises our self-concept People prefer feedback consistent with their self-concept Self-verification outcomes: We ignore or reject information inconsistent with our current self-concept We interact more with those who affirm/reflect our current self-concept © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Self-Concept: Self-Evaluation Self-esteem High self-esteem – less influenced, more persistent/logical Self-efficacy Belief in one’s ability, motivation, role perceptions, and situation to complete a task successfully General vs. task-specific self-efficacy Locus of control General belief about personal control over life events Higher self-evaluation with internal locus of control © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Self-Concept: Social Self Social identity – defining ourselves in terms of groups to which we belong or have an emotional attachment We identify with groups that aid self-enhancement (eg. high-status groups) Contrasting Groups BHP Employee Employees at other firms An individual’s social identity Live in Australia People living in other countries Graduates of other schools University of Tasmania Graduate © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Values in the Workplace Stable, evaluative beliefs that guide our preferences Define right or wrong, good or bad Value system – hierarchy of values © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Schwartz’s Values Model © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Schwartz’s Values Model Openness to change – motivation to pursue innovative ways Conservation – motivation to preserve the status quo Self-enhancement – motivated by self-interest Self-transcendence – motivation to promote welfare of others and nature © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Values and Behaviour Habitual behaviour usually consistent with values, but conscious behaviour less so because values are abstract constructs Decisions and behaviour are linked to values when: We are mindful of our values We have logical reasons to apply values in that situation The situation does not interfere © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Value Congruence Where two or more entities have similar value systems Problems with incongruence Incompatible decisions Lower satisfaction/loyalty Higher stress and turnover Benefits of incongruence Constructive conflict, better decision making Avoids ‘corporate cults’ © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Values Across Cultures: Individualism and Collectivism Degree that people value duty to their group (collectivism) versus independence and person uniqueness (individualism) Previously considered opposites, but unrelated – i.e. possible to value high individualism and high collectivism © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Individualism High individualism The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities. Australia Italy India Denmark Taiwan Low individualism © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Collectivism High collectivism The degree to which people value their group membership and harmonious relationships within the group. Italy Taiwan India Denmark Australia Low collectivism © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Power Distance High power distance High power distance Value obedience to authority Comfortable receiving commands from superiors Prefer formal rules and authority to resolve conflicts Low power distance Expect relatively equal power sharing View relationship with boss as interdependence, not dependence Malaysia Venezuela Japan U.S. New Zealand Israel Low power distance © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Uncertainty Avoidance High U. A. High uncertainty avoidance feel threatened by ambiguity and uncertainty value structured situations and direct communication Low uncertainty avoidance tolerate ambiguity and uncertainty Greece Japan Italy Australia Singapore Low U. A. © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Achievement-Nurturing High achievement orientation assertiveness competitiveness materialism High nurturing orientation relationships others’ wellbeing Japan China Australia France Chile Sweden Nurturing © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Three Ethical Principles Utilitarianism Greatest good for the greatest number of people Individual rights Fundamental entitlements in society Distributive justice People who are similar should receive similar benefits © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Influences on Ethical Conduct Moral intensity degree that issue demands ethical principles Ethical sensitivity ability to recognise the presence and determine the relative importance of an ethical issue Situational influences competitive pressures and other conditions affect ethical behaviour © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Supporting Ethical Behaviour Ethical code of conduct Ethics training Ethics hotlines Ethical leadership and culture © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Individual Behaviour, Personality and Values McShane-Olekalns-Travaglione OB Pacific Rim 3e © 2010 The McGraw-Hill Companies, Inc. All rights reserved