1. Individual Behaviour, Values, and Personality

2. Employee Engagement at FHA
Courtesy of Fraser Health Authority
Fraser Health Authority (FHA), the organization that oversees public health care facilities in eastern Vancouver and the Fraser Valley, is making employee engagement a cornerstone of its organizational effectiveness strategy

3. Employee Engagement Defined
Courtesy of Fraser Health Authority
The employee’s emotional and cognitive (rational) motivation, ability to perform the job, clear understanding of the organization’s vision and his/her specific role in that vision, and a belief that he/she has the resources to get the job done

4. MARS Model of Individual Behaviour
Role
Perceptions
Values
Personality
Perceptions
Emotions
Attitudes
Stress
Motivation
Ability
Individual
Behaviour and Results
Situational
Factors

5. Employee Motivation
Internal forces that affect a person’s voluntary choice of behaviour
direction
intensity
persistence R M
BAR A S

6. 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

7. 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

8. 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

9. Types of Behaviour in Organizations
Task Performance
Goal-directed behaviours under person’s control
Organizational Citizenship
Performance beyond the required job duties
more

10. Types of Behaviour in Organizations
Counterproductive Work Behaviours
Voluntary behaviour that potentially harms the organization
Joining/staying with the Organization
Goal-directed behaviours under person’s control
Maintaining Work Attendance
Performance beyond the required job duties

11. Values in the Workplace
Stable, evaluative beliefs that guide our preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
Espoused vs. enacted values:
Espoused -- the values we say we use and often think we use
Enacted -- values we actually rely on to guide our decisions and actions

12. Schwartz’s Values Model
Self-transcendence
Openness to Change
Conservation
Self-enhancement

13. Values Congruence
Values congruence -- where two or more entities have similar value systems
Consequences of incongruence
Incompatible decisions
Lower satisfaction and commitment
Increased stress and turnover
Benefits of incongruence
Better decision making (diverse values)
Enhanced problem definition
Prevents “corporate cults”

14. Hyundai Crosses Cultures in Alabama
© AP Photo/Yonhap
When Korean automobile giant Hyundai Motor Company recently opened its manufacturing plant in Montgomery, Alabama, local residents and Hyundai executives alike paid close attention to differences in Korean and American cultural values.

15. Individualism- Collectivism
High
Peru
Italy
Portugal
Taiwan
Zimbabwe
China
Turkey
Collectivism
Mexico
Chile
Hong
Kong
Korea
Canada/
U.S.A.
France
Japan
Egypt
Low
Low
Individualism
High

16. Power Distance High Power Distance
Malaysia
The degree that people accept an unequal distribution of power in society
Venezuela
Japan
Canada
Israel
Low Power Distance

17. Uncertainty Avoidance
High U. A.
Greece
Japan
The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).
Italy
Canada
Singapore
Low U. A.

18. Achievement-Nurturing
Japan
The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing)
China
Canada
Chile
Sweden
Nurturing

19. Canadian vs American Values
Question authority
Egalitarian
Moral permissiveness
Cultural mosaic
Collective rights valued
American
Deference to authority
Patriarchal
Conservative, moralistic
Melting pot
Individual rights paramount

20. 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

21. 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

22. 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

23. Supporting Ethical Behaviour
Ethical code of conduct
Establishes standards of behaviour
Problem: Limited effect alone on ethical behaviour
Ethics training
Awareness and clarification of ethics code
Practice resolving ethical dilemmas
Ethics officers
Educate and counsel; hear about wrongdoing
Ethical leadership
Demonstrate integrity and role model ethical conduct

24. Defining Personality
Relatively stable pattern of behaviours and consistent internal states that explain a person's behavioural tendencies

25. Big Five Personality Dimensions
Conscientiousness
Careful, dependable
Agreeableness
Courteous, caring
Neuroticism
Anxious, hostile
Openness to Experience
Sensitive, flexible
Extroversion
Outgoing, talkative

26. Myers-Briggs Type Indicator
Extroversion
Introversion
vs.
Sensing
Intuition
vs.
Thinking
Feeling
vs.
Judging
Perceiving
vs.

27. 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

28. 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

29. Individual Behaviour, Values, and Personality

30. Chapter Two Extras

31. 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