Organisational Behaviour Unit 3 Personality.pdf

Organisational Behaviour Unit 3 Personality.pdf

1. GMGT 5173 –ORGANISATIONAL BEHAVIOUR
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Unit 3 –Personality and Values
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Organizational
Behavior
EighteenthEdition
Chapter 3
Personality
and Values

2. GMGT 5173 – ORGANISATIONAL BEHAVIOUR
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Unit 3 – Personality and Values
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LearningObjectives(1of2)
1.Describepersonality,thewayitismeasured,andthe
factorsthatshapeit.
2.DescribethestrengthsandweaknessesoftheMyers-
BriggsTypeIndicator(MBTI)personalityframeworkand
theBigFivemodel.
3.Discusshowtheconceptsofcoreself-evaluation(CSE),
self-monitoring,andproactivepersonalitycontributeto
theunderstandingofpersonality.
4.Describehowpersonalityaffectsjobsearchand
unemployment.

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LearningObjectives(2of2)
5.Describehowthesituationaffectswhetherpersonality
predictsbehavior.
6.Contrastterminalandinstrumentalvalues.
7.Describethedifferencesbetweenperson-jobfitand
person-organizationfit.
8.CompareHofstede’sfivevaluedimensionsandthe
GLOBEframework.

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•DefiningPersonality
–Personalityisadynamicconceptdescribingthe
growthanddevelopmentofaperson’swhole
psychologicalsystem.
–Thesumofwaysinwhichanindividualreactstoand
interactswithothers.
Describe Personality, the Way It Is Measured,
and the Factors that Shape It (1 of 4)

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Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
•MeasuringPersonality
–Managersneedtoknowhowtomeasurepersonality.
▪Personalitytestsareusefulinhiringdecisionsand
helpmanagersforecastwhoisbestforajob.
–Themostcommonmeansofmeasuringpersonality
isthroughself-reportsurveys.
Describe Personality, the Way It Is Measured,
and the Factors that Shape It (1 of 4)

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Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
•PersonalityDeterminants
–Ispersonalitytheresultofheredityorenvironment?
–Heredityreferstothosefactorsthatweredetermined
atconception.
▪Theheredityapproacharguesthattheultimate
explanationofanindividual’spersonalityisthe
molecularstructureofthegenes,locatedinthe
chromosomes.
Describe Personality, the Way It Is Measured,
and the Factors that Shape It (1 of 4)

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Unit 3 – Personality and Values
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Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
•Earlyresearchtriedtoidentifyandlabelenduring
personalitycharacteristics.
–Shy,aggressive,submissive,lazy,ambitious,loyal,
andtimid.
▪Thesearepersonalitytraits.
Describe Personality, the Way It Is Measured,
and the Factors that Shape It (1 of 4)

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StrengthsandWeaknessoftheMBTI andBigFiveModel(1of7)
•Themostwidelyusedpersonalityframeworkisthe
Myers-BriggsType Indicator(MBTI).
•Individualsareclassifiedas:
–Extroverted orIntroverted(EorI)
–SensingorIntuitive(SorN)
–Thinkingor Feeling(T orF)
–PerceivingorJudging(PorJ)
▪INTJsarevisionaries.
▪ESTJsareorganizers.
▪ENTPsareconceptualizers.
https://www.16personalities.com/free-personality-test

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Myers-Briggs Type Indicator (MBTI)

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StrengthsandWeaknessoftheMBTI andBigFiveModel(2of7)
•TheBigFiveModel
–Extraversion
–Agreeableness
–Conscientiousness
–Emotionalstability
–Opennesstoexperience

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StrengthsandWeaknessoftheMBTI andBigFiveModel(3of7)
Exhibit5-1TraitsThatMatterMosttoBusinessSuccessatBuyout
Companies
MostImportant LessImportant
Persistence Strongoralcommunication
Attentiontodetail Teamwork
Efficiency Flexibility/adaptability
Analyticalskills Enthusiasm
Settinghighstandards Listeningskills
Source:BasedonS.N.Kaplan,M.M.Klebanov,andM.Sorensen,“WhichCEOCharacteristicsandAbilitiesMatter?”The
JournalofFinance67,no.3(2012):973–1007.

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Exhibit3-2ModelofHowBigFiveTraitsInfluenceOBCriteria
StrengthsandWeaknessoftheMBTI andBigFiveModel(5of7)

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StrengthsandWeaknessoftheMBTI andBigFiveModel(5of7)
•TheDarkTriad
–Machiavellianism:thedegreetowhichanindividualis
pragmatic,maintainsemotionaldistance,andbelieves
thatendscanjustifymeans.
–Narcissism:thetendencytobearrogant,havea
grandiosesenseofself-importance,requireexcessive
admiration,andhaveasenseofentitlement.
–Psychopathy:thetendencyforalackofconcernfor
othersandalackofguiltorremorsewhentheiractions
causeharm.

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StrengthsandWeaknessoftheMBTI andBigFiveModel(6of7)
•Anemergingframeworktostudydarksidetraits:
–First,antisocialpeopleareindifferentandcallous
towardothers.
–Second,borderlinepeoplehavelowself-esteem
andhighuncertainty.

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StrengthsandWeaknessoftheMBTI andBigFiveModel(7of7)
–Third,schizotypalindividualsareeccentricand
disorganized.
–Fourth,obsessivecompulsivepeopleare
perfectionistsandcanbestubborn,yettheyattend
todetails,carryastrongworkethic,andmaybe
motivatedbyachievement.
–Fifth,avoidantindividualsfeelinadequateandhate
criticism.

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CSE,Self-Monitoring,andProactive Personality
•OtherPersonalityTraitsRelevanttoOB
–CoreSelf-Evaluation:bottomlineconclusions
individualshaveabouttheircapabilities,
competence,andworthasaperson.
–Self-Monitoring:measuresanindividual’sability
toadjusthisorherbehaviortoexternal,situational
factors.
–ProactivePersonality:peoplewhoidentify
opportunities,showinitiative,takeaction,and
persevereuntilmeaningfulchangeoccurs.

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TheSituation,JobSearch,and Unemployment
•Whatpersonalitycharacteristicspredictjobsearch
behaviorsamongtheunemployed?
–Conscientiousnessandextraversionarethetwo
strongestpredictorsofjobsearchbehavior,
▪Self-esteemandself-efficacy(partsofCSE)are
alsoimportant.

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TheSituation,Personality,and Behavior (1of3)
•Situationstrengththeory:indicates thattheway
personalitytranslatesintobehaviordependsonthe
strengthofthesituation.
–Thedegreetowhichnorms,cues,orstandards
dictateappropriatebehavior.
▪Clarity
▪Consistency
▪Constraints
▪Consequences

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TheSituation,Personality,and Behavior (2of3)
Exhibit3-3TraitActivationTheory:JobsinWhichCertainBigFiveTraits
AreMoreRelevant
DetailOrientationRequiredSocialSkills
Required
Competitive
Work
Innovation
Required
Dealingwith
AngryPeople
TimePressure
(Deadlines)
Jobsscoringhigh(thetraits
listedhereshouldpredict
behaviorinthesejobs)
Airtrafficcontroller Clergy Coach/scout Actor Correctional
officer
Broadcast
newsanalyst
Accountant Therapist Financial
manager
SystemsanalystTelemarketer Editor
Legalsecretary Concierge Sales
representative
AdvertisingwriterFlightattendantAirlinepilot
Jobsscoringlow(thetraits
listedhereshouldnotpredict
behaviorinthesejobs)
Forester Software
engineer
Postalclerk Courtreporter Composer Skincare
specialist
Masseuse PumpoperatorHistorian Archivist Biologist Mathematician

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TheSituation,Personality,and Behavior (3of3)
[Exhibit3-3Continued]
DetailOrientationRequiredSocialSkills
Required
Competitive
Work
Innovation
Required
Dealingwith
AngryPeople
TimePressure
(Deadlines)
Model Broadcast
technician
Nuclear
reactor
operator
Medical
technician
Statistician Fitnesstrainer
Jobsthatscorehighactivate
thesetraits(makethem
morerelevanttopredicting
behavior)
Conscientiousness(+) Extraversion(+)Extraversion
(+)
Openness(+) Extraversion(+)Conscientiousn
ess(+)
Agreeableness
(+)
Agreeableness
(–)
Agreeableness
(+)
Neuroticism(–)
Neuroticism(–)

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ContrastTerminalandInstrumental Values(1of3)
•Values:basicconvictionsaboutwhatisright,good,or
desirable.
–Valuesystem:ranksvaluesintermsofintensity.
•TheImportanceandOrganizationofValues
–Values:
▪Laythefoundationforunderstandingofattitudes
andmotivation.
▪Influenceattitudesandbehaviors.

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ContrastTerminalandInstrumental Values(2of3)
•Terminalvs.InstrumentalValues
–Terminalvalues:desirableend-statesofexistence.
–Instrumentalvalues:preferredmodesofbehavior
ormeansofachievingterminalvalues.

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ContrastTerminalandInstrumental Values(3of3)
Exhibit3-4DominantWorkValuesinToday’sWorkforce
Cohort
Enteredthe
Workforce
Approximate
CurrentAge DominantWorkValues
Boomers 1965–198550sto 70s Success,achievement,ambition,
dislikeofauthority;loyalty tocareer
Xers 1985–2000Mid-30sto 50sWork-lifebalance, team-oriented,
dislikeofrules;loyaltyto
relationships
Millennials2000to
present
Tomid-30s Confident,financialsuccess,self-
reliantbutteam-oriented;loyalty to
bothselfandrelationships

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Person-JobFit vs. Person-OrganizationFit(1of3)
Exhibit3-5Holland’sTypologyofPersonalityandCongruent
Occupations
Type PersonalityCharacteristics CongruentOccupations
Realistic:Prefersphysicalactivitiesthat
requireskill,strength,andcoordination
Shy,genuine,persistent,stable,
conforming,practical
Mechanic,drillpressoperator,
assembly-lineworker,farmer
Investigative:Prefersactivitiesthat
involvethinking,organizing,and
understanding
Analytical,original,curious,independentBiologist,economist,
mathematician, newsreporter
Social:Prefersactivitiesthatinvolve
helpinganddevelopingothers
Sociable,friendly,cooperative,
understanding
Socialworker,teacher,counselor,
clinicalpsychologist
Conventional:Prefersrule-regulated,
orderly, andunambiguousactivities
Conforming,efficient,practical,
unimaginative,inflexible
Accountant,corporatemanager,
bankteller,fileclerk
Enterprising:Prefersverbalactivitiesin
whichthereareopportunitiesto
influenceothersandattainpower
Self-confident,ambitious,energetic,
domineering
Lawyer,realestateagent,public
relationsspecialist,smallbusiness
manager
Artistic:Prefersambiguousand
unsystematicactivitiesthatallow
creativeexpression
Imaginative,disorderly,idealistic,
emotional,impractical
Painter,musician,writer, interior
decorator

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Person-JobFit vs. Person-OrganizationFit(2of3)
•Person-OrganizationFit
–Peoplehighonextraversionfitwellwithaggressive
andteam-orientedcultures.
–Peoplehighonagreeablenessmatchupbetterwitha
supportiveorganizationalclimatethanonefocusedon
aggressiveness.
–Peoplehighonopennesstoexperiencefitbetterin
organizationsthatemphasizeinnovationratherthan
standardization.

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Person-JobFit vs. Person-OrganizationFit(3of3)
•OtherDimensionsofFit
–Althoughperson-jobfitandperson-organizationfitare
consideredthemostsalientdimensionsforworkplace
outcomes,otheravenuesoffitareworthexamining.
▪Person-groupfit
▪Person-supervisorfit

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Hofstede’sFiveValueDimensions andGLOBE(1of2)
•Hofstede’sFramework
–Powerdistance
–Individualismversuscollectivism
–Masculinityversusfemininity
–Uncertaintyavoidance
–Long-termversusshort-termorientation

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Hofstede’sFiveValueDimensions andGLOBE(2of2)
•TheGLOBEFrameworkforAssessingCulture
–TheGlobalLeadershipandOrganizationalBehavior
Effectiveness(GLOBE)researchprogramupdated
Hofstede’sresearch.
▪Datafrom825organizationsand62countries.
▪UsedvariablessimilartoHofstede’s.
▪Addedsomenewsones.

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ImplicationsforManagers(1of2)
•Considerscreeningjobcandidatesforhigh
conscientiousness—andtheotherBigFivetraits—
dependingonthecriteriayourorganizationfindsmost
important.Otheraspects,suchascoreself-evaluationor
narcissism,mayberelevantincertainsituations.
•AlthoughtheMBTIhasfaults,youcanuseitfortraining
anddevelopment;tohelpemployeesbetterunderstand
eachother,opencommunicationinworkgroups,and
possiblyreduceconflicts.

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ImplicationsforManagers(2of2)
•Evaluatejobs,workgroups,andyourorganizationto
determinetheoptimalpersonalityfit.
•Considersituationalfactorswhenevaluatingobservable
personalitytraits,andlowerthesituationstrengthto
betterascertainpersonalitycharacteristicsmoreclosely.
•Themoreyouconsiderpeople’sdifferentcultures,the
betteryouwillbeabletodeterminetheirworkbehavior
andcreateapositiveorganizationalclimatethatperforms
well.

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Copyright