1. Organizational Behaviour Lecturer: Sharon Porter Class 5

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 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.

3. What is Personality?
The ways in which an individual reacts and interacts with others, the measurable traits a of person
Measuring Personality
Helpful in recruitment & selection decisions
Most common method: self-reporting surveys
Observer-ratings surveys provide an independent assessment of personality – often better predictors
Personality is often defined by characteristics such as outgoing or charming. However, psychologists define personality as the growth and development of a person’s whole psychological system.
We study personality in Organizational Behavior because it impacts a number of important work outcomes. We can attempt to measure personality through a variety of methods. Often these methods are utilized in the hiring process to assist in hiring the right person for the job and the organization. The most common method is self-reporting surveys where individuals answer questions that determine what type of personality they have. Another, more accurate, method is when others observe the individual and provide an independent assessment of their personality.
(c) 2008 Prentice-Hall, All rights reserved.

4. What Determines a Person’s Personality?
Heredity
Factors from your family: physical stature, attractiveness, gender, temperament, energy levels
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
There has been a long-standing debate about whether genetics or environment are more important in determining personality. They both play an important role. The heredity approach refers to factors determined at conception such as physical stature and gender. This has been reaffirmed by studies that have looked at twins who were raised apart but still had similar personalities. Personalities can, however, change over time.
(c) 2008 Prentice-Hall, All rights reserved.

5. 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.
A framework used to describe personality:
Myers-Briggs Type Indicator (MBTI®)
Even though personalities do change overtime, there are enduring characteristics that describe an individual’s behavior. If we see a trait consistently surface in different situations, this trait is important in describing the individual.
Some methods used to describe personality are the Myers-Briggs Type Indicator, the MBTI. The Big Five Model is another framework used to describe personality.
(c) 2008 Prentice-Hall, All rights reserved.

6. The Myers-Briggs Type Indicator
Most widely used indicator
Participants are classified to determine one of 16 possible personality types, such as ENTJ.
Extroverted (E)
Introverted (I)
Sensing (S)
Intuitive (N)
Thinking (T)
Feeling (F)
Judging (J)
Perceiving (P)
Quiet and Shy
Sociable and Assertive
Unconscious
Processes
The MBTI is the most widely used personality instrument worldwide. Participants are classified within four scales to determine 1 of 16 possible personality types. These types are broken down into four dichotomies. The first is extroverts who tend to be sociable and assertive verses introverts who tend to be quiet and shy. The second dichotomy is sensing and intuitive. Sensors are practical and orderly where intuits utilize unconscious processes. The third dichotomy is thinking and feeling. Thinking focuses on using reason and logic where feeling utilizes values and emotions. The final dichotomy is judging and perceiving. Judgers want order and structure whereas perceivers are more flexible and spontaneous.
Practical and
Orderly
Uses Values & Emotions
Use Reason
and Logic
Flexible and Spontaneous
Want Order
& Structure
(c) 2008 Prentice-Hall, All rights reserved.

7. The Types and Their Uses
Each of the sixteen possible combinations has a name, for instance:
Visionaries (INTJ) – original, stubborn, and driven
Organizers (ESTJ) – realistic, logical, analytical, and businesslike
Conceptualizer (ENTP) – entrepreneurial, innovative, individualistic, and resourceful
Research results on validity are mixed
MBTI® is a good tool for self-awareness and counseling.
Should not be used as a selection test for job candidates.
The tool categorizes the individual into one of the four dichotomies, such as INTJ. There are 16 possible combinations and each helps the individual to better understand themselves. The tool is helpful, but should not be used for selection as the results on validity are mixed.
(c) 2008 Prentice-Hall, All rights reserved.

8. 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
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
An arrogant, entitled, self-important person who needs excessive admiration
Less effective in their jobs
There are additional personality traits relevant to organizational behavior. Core self-evaluation is the degree to which people like/dislike themselves. Positive self-evaluation leads to higher job performance. Machiavellianism describes a person who tends to be emotionally distant and believes that the ends justify the means. They tend to have a competitive drive and a need to win. They can be very persuasive in situations where there is direct interaction with minimal rules and people are distracted by emotions. Narcissism is a trait that often hinders job effectiveness. It describes a person who requires excessive admiration and has a strong sense of entitlement.
(c) 2008 Prentice-Hall, All rights reserved.

9. 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.
Risk Taking
The willingness to take chances.
May be best to align propensities with job requirements.
Risk takers make faster decisions with less information.
Self-monitoring is another personality trait that is linked to job performance. It is the ability to adjust behavior to meet situational factors. High monitors are more likely to become leaders in the workplace. Risk taking assesses the willingness to take chances. This is important in certain job situations, but not in all.
(c) 2008 Prentice-Hall, All rights reserved.

10. Even More Relevant Personality Traits
Type A Personality
Aggressively seeking 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
Type A personalities are defined as those who need to achieve more and more. They are always moving, striving to multitask and don’t do well with leisure time. This is something that has been valued in North America, but it is not always a positive as quality of work can be low. Type B personalities operate at a slower pace, find time for leisure and are the opposite of all type A characteristics.
Proactive personalities are those that identify opportunities, take initiative, and persevere to completion in all they do. This is a positive in work environments.
(c) 2008 Prentice-Hall, All rights reserved.

11. Values
Basic belief 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 person’s values rank ordered by intensity
Tends to be relatively constant and consistent
Values represent basic convictions that make judgments about what is the best mode of conduct or end-state of existence. There are two attributes of values. There is a content component that looks at the level of importance of the mode of conduct or end-state and the intensity component that looks at how important that content is.
A person’s value system ranks values by their intensity. This tends to be relatively constant over time.
(c) 2008 Prentice-Hall, All rights reserved.

12. 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
Values are very important because they provide an understanding of attitudes, motivation, and behaviors. Values play a role in how we perceive the world around us and how we interpret right and wrong. Values imply that some behaviors are preferred over others based on how/what we value.
(c) 2008 Prentice-Hall, All rights reserved.

13. Approximate Current Age
Generational Values
Cohort
Entered Workforce
Approximate Current Age
Dominant Work Values
Veterans
65+
Hard working, conservative, conforming; loyalty to the organization
Boomers
40-60s
Success, achievement, ambition, dislike of authority; loyalty to career
Xers
20-40s
Work/life balance, team-oriented, dislike of rules; loyalty to relationships
Nexters
2000-Present
Under 30
Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships
The workplace is made up of a number different generations of workers, more so than ever before seen in history. These workers bring with them different sets of values and corresponding work behaviors. For example, veterans tend to be conservative and conform to standards whereas nexters tend to be self-reliant but still team oriented.
(c) 2008 Prentice-Hall, All rights reserved.

14. 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.
Personality and value studies are important to the field of organizational behavior because they have been linked to workplace outcomes. The person-job fit theory developed by John Holland has been critical to thinking about how people fit with a specific job. Holland classified people into six personality types utilizing a vocational preference inventory.
Through the study of personality it has become clear that there are intrinsic differences in personality between people. Given that there are a number of different jobs it is logical that people in jobs congruent with their personalities would be more satisfied in their work.
(c) 2008 Prentice-Hall, All rights reserved.

15. Relationships Among Personality Types
The closer the occupational fields, the more compatible.
The further apart the fields, the more dissimilar.
When the personality is matched with the type of occupation, then there are stronger positive work outcomes.
Need to match personality type with occupation.
(c) 2008 Prentice-Hall, All rights reserved.

16. Summary and Managerial Implications
Personality
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
Personality and values are very important to the workplace and play a solid role in predicting behavior. There are some good frameworks and models that can aid us in applying these theories and assist managers in being better predictors of workplace behavior.
(c) 2008 Prentice-Hall, All rights reserved.