Organizational Behavior DOC-20240905-WA0017.pptx

A book for organizational Behavior

1. CHAPTER TWO Individual Differences: Personality and Values © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

2. LEARNING OBJECTIVES 2-1 Define personality and discuss how the Big Five personality factors relate to workplace behavior and performance. 2-2 Describe the dark triad personality and identify its effects on behavior in organizations. 2-3 Summarize psychological types in the Myers-Briggs Type Indicator (MBTI) and discuss the usefulness of this model in organizations. 2-4 Summarize Schwartz’s model of individual values and discuss the conditions where values influence behavior. 2-5 Describe four ethical principles and discuss three factors that influence ethical behavior. 2-6 Describe five values commonly studied across cultures. 2

3. Personality Testing in the Workplace Many companies try to estimate the personality traits of job applicants and employees. Predicts employee behavior and performance if carefully developed. Many off-the-shelf tests fail and unfairly discriminate. May be difficult to identify applicants who fake personality test responses. B Calkins/Shutterstock 3

4. Personality in Organizations Personality: relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics. Estimate personality from individual’s observable behaviors. Personality traits: discernible patterns to label and understand individual differences. Evident across situations, but people adjust behavior to the situation. B Calkins/Shutterstock 4

5. Nature versus Nurture of Personality Influenced by nature: Heredity explains about 50 percent of behavioral tendencies. Influenced by nurture: Socialization, learning. Personality stabilizes in young adulthood: Self-concept gets clearer, more stable with age. Executive function regulates behavior. Some traits change throughout life. 5

6. Five-Factor Personality Model PERSONALITY FACTOR DESCRIPTION Conscientiousness Organized, dependable, goal-focused, thorough, disciplined, methodical, industrious Agreeableness Trusting, helpful, good-natured, considerate, tolerant, selfless, generous, flexible Neuroticism Anxious, insecure, self-conscious, depressed, temperamental Openness to experience Imaginative, creative, unconventional, curious, nonconforming, autonomous, perceptive Extraversion Outgoing, talkative, energetic, sociable, assertive 6

7. Five-Factor Model and Work Performance Access the text alternative for slide images. (top-left):  Ildar Galeev/Shutterstock;  (top-center):  Fred Ho Yeow Hui/Shutterstock;  (top-right):  malika.1028/Shutterstock;  (bottom-left):  Aha-Soft/Shutterstock;  (bottom-right):  Sign N Symbol Production/Shutterstock 7

8. Five-Factor Model and Behavior: Further Information Effective leaders, salespeople are somewhat more extraverted. Openness to experience associated with successful performance in creative work. Conscientiousness is a weak predictor of adaptive, proactive performance. Agreeableness: Predicts team member, customer service performance. Weak predictor of proficient, proactive performance. 8

9. Five-Factor Model Issues Higher Big Five scores aren’t always better. Specific traits may predict better than overall Big Five factors. Personality isn’t static. The five-factor model doesn’t cover all personality. 9

10. The Dark Triad Machiavellianism: Strong motivation to get what one wants at the expense of others. Believe that deceit is natural and acceptable to achieve goals. Take pleasure in misleading, outwitting, controlling others. Seldom empathize with or trust coworkers. Narcissism: Obsessive belief in one’s own superiority, entitlement. Excessive need for attention. Intensely envious. Psychopathy: Social predators may ruthlessly dominate and manipulate others. Mask of psychopathy: superficial charm, but selfish self-promoters. Engage in antisocial, impulsive, and often fraudulent thrill-seeking behavior. 10

11. Dark Triad and Workplace Behavior Organizational politics : Using influence tactics for personal gain at the expense of others and the interests of the entire organization. Serious white-collar crime activity. Workplace aggression/bullying associated with psychopathy. Poor decision making associated with psychopathy. Ineffective team behaviors (long-term). Dark triad may have some positive outcomes. 11

12. Jungian Personality Theory and MBTI Exhibit 2.3 Access the text alternative for slide images. Sources: Adapted from an exhibit found at http:www.16-personality-types.com. Based on data from CPP, Inc. Sunnyvale, CA 94086 from Introduction to Type and Careers by Allen L. Hammer. 12

13. Jungian Theory in the Workplace Several limitations with Jungian/MBTI: Jungian model lacks systematic testing, empirical validation . Questionable predictive value (leadership, teams, etc.). Ambiguously defines, distinguishes MBTI types. Dichotomizes people to distinct groups, rather than continuum. MBTI has measurement flaws (dichotomous forced choice). Strengths of Jungian/MBTI: Modeled around perceiving and deciding. Recognizes strengths and limitations of each type. 13

14. Values in the Workplace Stable, evaluative beliefs that guide our preferences. Define right and wrong, good and bad: what we “ought” to do. Direct our motivation, potentially decisions and behavior. Value system: hierarchy of values. Compared with personality, values are: Evaluative (not descriptive). May conflict with each other. Affected more by nurture than nature. 14

15. Schwartz’s Values Model Fifty-seven values clustered into 10 categories, and further into four quadrants. Openness to change: Motivated to pursue innovative ways. Conservation: Motivated to preserve the status quo. Self-enhancement: Motivated by self-interest. Self-transcendence: Motivated to promote the welfare of others and nature. Exhibit 2.4 Schwartz’s Values Circumplex Access the text alternative for slide images. Sources: S.H. Schwartz, “Universals in the Content and Structure of Values: Theoretical Advances and Countries.” Advances in Experimental Social Psychology 25 (1992): 1-65: S.H. Schwartz and K. Boeh Structure of Human Values with Confirmatory Factor Analysis.” Journal of Research in Personality 38, no. 3 (2004): 230–55. 15

16. Importance of Values at IKEA IKEA describes itself as a values-driven company, so job applicants need to reflect on whether their personal values are congruent with the global retailer’s organizational values. Iroz Gaizka/AFP/Getty Images 16

17. How Values Influence Decisions and Behavior Values affect the relative attractiveness of choices. Values frame perceptions. Values help regulate the consistently of behavior. Iroz Gaizka/AFP/Getty Images 17

18. When Values Don’t Predict Behavior Situational factors are barriers or lack of opportunity. Counter-motivational forces. Lack of values awareness. Values are abstract. Less mindful of values with routine behavior. Iroz Gaizka/AFP/Getty Images 18

19. Values Congruence Similarity of a person’s values hierarchy to another entity (organization, team, etc.). Importance of values congruence: Higher job satisfaction, loyalty, and organizational citizenship. Decisions are more compatible with organizational expectations.  Lower stress and turnover . Iroz Gaizka/AFP/Getty Images 19

20. Ethical Values and Behavior Ethics: moral principles (human good) or societal norms that determine whether actions are right or wrong and outcomes are good or bad . Ethics are societal/universal principles, whereas values are personal preferences. Four major ethical principles. Utilitarianism: Greatest good for the greatest number. Individual rights: Everyone has same natural rights. Distributive justice: Use appropriate decision criteria to calculate how to distribute benefits/burdens . Ethic of care: Moral obligation to help others. 20

21. Moral Intensity and Ethical Conduct How much issue demands application of ethical principles. Moral intensity of a situation increases with: the severity (good or bad) of the decision’s consequences. the probability that the decision will have good or bad consequences. the number of people who will experience the decision’s good or bad consequences. the level of agreement by others that the decision has good or bad consequences. 21

22. Moral Sensitivity and Ethical Conduct A person’s ability to detect a moral dilemma and estimate its relative importance. More quickly and accurately estimate an issue’s moral intensity. Necessary, but not sufficient for moral behavior. Moral sensitivity is higher in people with:  Expertise/knowledge of prescriptive norms and rules. Past experience with specific moral dilemmas. More empathy. A self-view as a morally sensitive person. High situational mindfulness. 22

23. Supporting Ethical Behavior Corporate code of ethical conduct: Desired practices, rules of conduct, philosophy about stakeholders. Limited effect on ethical behavior. Ethics training and testing. Communicating, impartially investigating wrongdoing: Hotlines, websites, ombudspersons. Compliance-focused initiatives: Reward/punish conduct, evaluate ethical attitudes/behavior. Ethical culture and ethical leadership: Firm’s values aligned with ethical conduct. Corporate leaders role model ethical standards. 23

24. Individualism The degree to which people value personal freedom, self-sufficiency, control over their lives, and being appreciated for unique qualities. 24

25. Collectivism The degree to which people value their group membership and harmonious relationships within the group. 25

26. Power Distance High power distance. Value obedience to authority. Accept superiors’ commands. Prefer formal rules and authority to resolve conflicts. Low power distance. Expect relatively equal power sharing. View relationship with boss as interdependence, not dependence. 26

27. Uncertainty Avoidance High uncertainty avoidance: Feel threatened by ambiguity and uncertainty. Value structured situations and direct communication. Low uncertainty avoidance: Tolerate ambiguity and uncertainty. 27

28. Achievement–Nurturing High achievement orientation: Assertiveness. Competitiveness. Materialism. High nurturing orientation: Value relationships. Focus on human interaction. 28

29. Cultural Diversity within the United States Individualism highest among African Americans, lowest among Asian Americans. Regional diversity in collectivism: Highest: southern states, California, and Hawaii. Lowest: Mountain, Northwest, and Great Plains states. Regional diversity in openness to experience (personality factor): Highest: New England, Middle Atlantic, and Pacific regions. Lowest: Great Plains, midwestern, and southeastern states. Regional diversity in n euroticism (personality factor): Highest: Northeast and Southeast. Lowest: Midwest and West. Regional variations seem to be caused by: Regional institutions. Regional migration. Physical environment (smallest effect). 29

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