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Individual Behaviour, Values and Personality
2 . C H A P T E R T W O Individual Behaviour, Values and Personality
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Values Congruence at MEC
Mountain Equipment Co-op (MEC) tries to align its organizational values with the personal values of its employees and client members. Courtesy of Mountain Equipment Co-op
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MARS Model of Individual Behaviour
Role Perceptions Values Personality Perceptions Emotions Attitudes Stress Motivation Individual Behaviour and Results Ability Situational Factors
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Employee Motivation Internal forces that affect a person’s voluntary choice of behaviour direction intensity persistence R M BAR A S
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Employee Ability Natural aptitudes and learned capabilities required to successfully complete a task competencies personal characteristics that lead to superior performance person job matching select qualified people develop employee abilities through training redesign job to fit person's existing abilities R M BAR A S
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Employee 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 M BAR A S
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Situational Factors Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour time people budget work facilities R M BAR A S
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Types of Behaviour in Organizations
Task Performance Types of Work-Related Behaviour Maintaining Work Attendance Organizational Citizenship Joining/Staying with the Organization Counter- Productive Behaviours
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Values in the Workplace
Stable, evaluative beliefs that guide our preferences Define right or wrong, good or bad Arrange values into a hierarchy of preferences -- value system Important for OB -- influence perceptions, decisions, behaviour
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Schwartz’s Values Model
Self-transcendence Openness to Change Conservation Self-enhancement
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Incongruent Values Consequences of incongruence
Incompatible decisions Reduced satisfaction and commitment Increased stress and turnover Benefits of incongruence Better decision making Enhanced problem definition Prevents “corporate cults”
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Collectivism-Individualism
High Peru Italy Taiwan Portugal Zimbabwe China Turkey Collectivism Mexico Chile Hong Kong Korea CANADA & U.S.A. France Japan Egypt Low Low Individualism High
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Power Distance High Power Distance
China The degree that people accept an unequal distribution of power in society Russia Japan Canada Netherlands Low Power Distance
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Uncertainty Avoidance
High U. A. Japan France The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). China Canada Low U. A.
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Achievement-Nurturing
Japan Canada The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) China Russia Nurturing
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Long/Short-Term Orientation
Long-Term Orientation China Japan The degree that people value thrift, savings, and persistence (long-term) versus past and present issues, respect for tradition and fulfilling social obligations (short-term). Netherlands Canada Russia Short-Term Orientation
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Canadian vs American Values
Egalitarian Collective rights, role of government, diversity Multiculturalism American Patriarchal Conservative Moralistic, individualistic, self- reliant, materialistic Melting pot
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Canadian Subcultures Francophone values First Nations values
Shifted from more conservative to more liberal than English Canadians on social issues First Nations values Strong collectivist values Lower power distance Low uncertainty avoidance Relatively nurturing values orientation
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Four Ethical Principles
Utilitarianism Greatest good for greatest number Individual Rights Fundamental entitlements in society Distributive Justice People who are similar should get similar benefits Care Principle Favour special relationships
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Influences on Ethical Conduct
Moral intensity degree that issue demands ethical principles Ethical sensitivity ability to recognize the presence and determine the relative importance of an ethical issue Situational influences competitive pressures and other conditions affect ethical behaviour
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Defining Personality Relatively stable pattern of behaviours and consistent internal states that explain a person's behavioural tendencies
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Big Five Personality Dimensions
Conscientiousness Careful, dependable Agreeableness Courteous, caring Neuroticism Anxious, hostile Openness to Experience Sensitive, flexible Extroversion Outgoing, talkative
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Myers-Briggs Type Indicator
During their retreat in Maine, employees at Thompson Doyle Hennessey & Everest completed the Myers- Briggs Type Indicator and learned how their personalities can help them understand each other more effectively. Courtesy of Thompson Doyle Hennessey & Everest
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Myers-Briggs Type Indicator
Extroversion versus introversion Sensing versus intuition Thinking versus feeling Judging versus perceiving Courtesy of Thompson Doyle Hennessey & Everest
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Locus of Control and Self-Monitoring
Internals believe in their effort and ability Externals believe events are mainly due to external causes Self-monitoring personality Sensitivity to situational cues, and ability to adapt your behaviour to that situation
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Holland’s Occupational Choice Theory
Career success depends on fit between the person and work environment Holland identifies six “themes” represent work environment and personality traits/interests A person aligned mainly with one theme is highly differentiated A person has high consistency when preferences relate to adjacent themes
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Individual Behaviour, Values and Personality
2 . C H A P T E R T W O Individual Behaviour, Values and Personality
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