1. BY Mrs. Rand Omran Alastal 0

2. Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Personality and Values 5-1

3. 1.Define personality, describe how it is measured, and explain the factors that determine an individual’s personality. 2.Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses. 3.Identify the key traits in the Big Five personality model. 4.Demonstrate how the Big Five traits predict behavior at work. 5.Identify other personality traits relevant to OB. 6.Define values, demonstrate their importance, and contrast terminal and instrumental values. 7.Compare generational differences in values, and identify the dominant values in today’s workforce. 8.Identify Hofstede’s five value dimensions of national culture. After studying this chapter you should be able to:

4. content  1. what is personality?  2. values.  3. linking an individual’s personality and values to the workplace  4. international values  5. Summary and implications for managers 1-3

5. 1. What is Personality?  Defining personality: (Gordon Allport) “The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment”.  Personality: The sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits.  Personality: Enduring characteristics that describe an individual's behaviour. 5-4

6. 1. What is Personality?  How to Measuring Personality? Helpful in hiring decisions. Most common method self-reporting surveys Observer-ratings surveys: provide an independent assessment of personality – often better predictors.  Note: the implication use both observer ratings and self report rating of personality when making important employment decision. 5-5

7. Personality Determinants  Definition of Heredity : Factors determined at conception. one’s biological and inherent psychological makeup. Like:(physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and biological rhythms).  This “Heredity Approach” : argues that genes are the source of personality  Twin studies: raised apart but very similar personalities  There is some personality change over long time periods 5-6

8. Personality Traits  Enduring characteristics that describe an individual’s behavior including: (shy, aggressive, submissive, lazy, ambitious, loyal, and timid).  The more consistent the characteristic and the more frequently it occurs in diverse situations, the more important the trait. 5-7

9. Myers-Briggs Type Indicator (MBTI)  Two dominant frameworks used to describe personality:  Definition of MBTI: a personality test that taps four characteristics and classifies people into (1 of 6) personality types.  The term defined as: 1.Extraverted versus introverted. 2.Sensing versus intuitive 3.Thinking versus feeling 4.Judging versus perceiving. 5-8

10. The Myers-Briggs Type Indicator  Most widely used instrument in the world.  Participants are classified on four axes to determine one of 16 possible personality types, such as ENTJs. Flexible and Spontaneous Sociable and Assertive Quiet and Shy Unconscious Processes Uses Values & Emotions Practical and Orderly Use Reason and Logic Want Order & Structure 5-9

11. The Big Five Model of Personality Dimensions Extroversion gregarious, assertive and Sociable. Agreeableness Agreeable: cooperative, warm and trusting. Agreeableness: cold, disagreeable, and antagonistic. Conscientiousness High: Responsible, organized, dependable, persistent. Low: distracted, disorganized and unreliable. Emotional Stability Positive: Calm, self-confident, secure Negative: nervous, anxious, depressed, and insecure. Openness to Experience Creative, Curious, artistically, and sensitive. 5-10

12. How do the big five traits predict behavior at work?  Research has found relationships between these personality dimensions and job performance.  Certain traits have been shown to strongly relate to higher job performance: 1.Highly conscientious people develop more job knowledge, exert greater effort, and have better performance. 2.Other Big Five Traits also have implications for work. 3.Emotional stability is related to job satisfaction. 4.Extroverts tend to be happier in their jobs and have good social skills. 5.Open people are more creative and can be good leaders. 6.Agreeable people are good in social settings. 5-11

13. Other Personality Traits Relevant to OB  1. Definition of Core Self-Evaluation:  Bottom line conclusions individuals have about their capabilities, competence and worth as a person.  The degree to which people like or dislike themselves  Positive self-evaluation leads to higher job performance 5-12

14. Cont.  2. definition of Machiavellianism: the degree to which an individual is pragmatic, maintain emotional distance and believes that ends can justify mean.  High Mach's are manipulative, win more often, and persuade more than they are persuaded. Flourish when: 1.Interact face to face directly. 2.Work with minimal rules and regulations 3.Emotions involvement details irrelevant distract others  3. definition of Narcissism the tendency to be arrogant have a grandiose sense of self importance require excessive admiration and have a sense of entitlement. 5-13

15.  4. definition of Self-Monitoring  A personality trait that measures an individual’s ability to adjust his or her behaviour to external, situational factors.  High monitors conform more and are more likely to become leaders.  5. definition of Risk Taking  The willingness to take chances. That affects how much time and information they need to make a decision.  May be best to align propensities with job requirements.  Risk takers make faster decisions with less information. Cont. 5-14

16. Cont.  6. definition of Proactive Personality  People who Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs.  Creates positive change in the environment  7. 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  8. Type (B ) personality: people are the complete opposite 5-15

17. 2. Values  Definition of values: Basic 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.  Definition of Value System: a hierarchy based on a ranking of an individual’s values in terms of their intensity.  A person’s values rank ordered by intensity  Tends to be relatively constant and consistent 5-16

18. Importance of Values 1.Provide understanding of the attitudes, motivation, and behaviors. 2.Influence our perception of the world around us. 3.Represent interpretations of “right” and “wrong”. 4.Imply that some behaviors or outcomes are preferred over others 5-17

19. Terminal Values versus Instrumental Values  Classifying Values – Rokeach Value Survey(RVS)  1. Terminal Values Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.  2. Instrumental Values Preferable modes of behavior or means of achieving one’s terminal 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. 5-18

20. Value Differences Between Groups 5-19

21. Generational Values Cohort Entered Workforce Approximate Current Age Dominant Work Values Veterans1950-196465+ Hard working, conservative, conforming; loyalty to the organization Boomers1965-198540-60s Success, achievement, ambition, dislike of authority; loyalty to career Xers1985-200020-40s Work/life balance, team-oriented, dislike of rules; loyalty to relationships Nexters2000-PresentUnder 30 Confident, financial success, self- reliant but team-oriented; loyalty to both self and relationships 5-20

22. 3. Linking Personality and Values to the Workplace  Managers are less interested in someone’s ability to do a specific job than in that person’s flexibility.  Person-Job Fit theory:  John Holland’s Personality-Job Fit Theory; That identifies Six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.  Key Points of the Model: 1.There appear to be intrinsic differences in personality between people 2.There are different types of jobs 3.People in jobs congruent with their personality should be more satisfied and have lower turnover 5-21

23. Relationships Among occupational Personality Types 5-22

24. Cont. In addition to matching the individual’s personality to the job, managers are also concerned with:  Person-Organization Fit: 1.The employee’s personality must fit with the organizational culture. 2.People are attracted to organizations that match their values. 3.Those who match are most likely to be selected. 4.Mismatches will result in turnover. 5.Can use the Big Five personality types to match to the organizational culture. 5-23

25. 4. international value :  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: 1.Power Distance 2.Individualism vs. Collectivism 3.Masculinity vs. Femininity 4.Uncertainty Avoidance 5.Long-term vs. Short-term Orientation 5-24

26. 1. Power Distance Definition of power distance: National culture attribute that describes 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 5-25

27. 2. Individualism  Individualism National culture attribute that describes the degree to which people prefer to act as individuals rather than as member of groups.  Collectivism National culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them. Versus 5-26

28. 3. Masculinity  Masculinity National culture attribute that describes the extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued  Femininity National culture attribute that describes the extent to which there is little differentiation between roles for men and women Versus 5-27

29. 4. Uncertainty Avoidance  The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them:  High Uncertainty Avoidance: National culture attribute that describes a Society does not like ambiguous situations and tries to avoid them.  Low Uncertainty Avoidance: National culture attribute that describes a Society does not mind ambiguous situations and embraces them. 5-28

30.  Long-term Orientation A national culture attribute that emphasizes the future, thrift, and persistence.  Short-term Orientation A national culture attribute that emphasizes the past and the present, respect for tradition, and fulfillment of social obligation. 5. Time Orientation 5-29

31. 6. An Assessment 1.There are regional differences within countries 2.The original data is old and based on only one company 3.Hofstede had to make many judgment calls while doing the research 4.Some results don’t match what is believed to be true about given countries 5.Despite these problems it remains a very popular framework 5-30

32. 5. 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 individual’s values match those of the organization 5-31