1 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

IndividualIndividualBehavior andBehavior and

ResultsResults

RoleRolePerceptionsPerceptions

SituationalSituationalFactorsFactors

MotivationMotivation

AbilityAbility

ValuesValues

PersonalityPersonality

PerceptionsPerceptions

EmotionsEmotions

AttitudesAttitudes

StressStress

MARS Model of Individual BehaviorMARS Model of Individual BehaviorMARS Model of Individual BehaviorMARS Model of Individual Behavior

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MM

AA

RR

SS

BARBAR

Employee MotivationEmployee MotivationEmployee MotivationEmployee Motivation

Internal forces that affect a person’s voluntary choice of behavior direction intensity persistence

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MM

AA

RR

SS

BARBAR

Employee AbilityEmployee AbilityEmployee AbilityEmployee 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

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MM

AA

RR

SS

BARBAR

Employee Role PerceptionsEmployee Role PerceptionsEmployee Role PerceptionsEmployee Role Perceptions

Beliefs about what behavior is required to achieve the desired results: understanding what tasks to perform understanding relative importance of tasks understanding preferred

behaviors to accomplish tasks

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MM

AA

RR

SS

BARBAR

Situational FactorsSituational FactorsSituational FactorsSituational Factors

Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior time people budget work facilities

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Types ofTypes ofWork-RelatedWork-Related

BehaviorBehavior

TaskTaskPerformancePerformance

OrganizationalOrganizationalCitizenshipCitizenship

Counter-Counter-ProductiveProductiveBehaviorsBehaviors

MaintainingMaintainingWorkWork

AttendanceAttendance

Joining/StayingJoining/Stayingwith the with the

OrganizationOrganization

Types of Behavior in OrganizationsTypes of Behavior in OrganizationsTypes of Behavior in OrganizationsTypes of Behavior in Organizations

7 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

Values in the WorkplaceValues in the WorkplaceValues in the WorkplaceValues in the Workplace

Stable, evaluative beliefs that guide our preferences

Define right or wrong, good or bad

Value system -- hierarchy of values

Values are important because: Ethical values Guide employee behavior Globalization raises awareness of values differences Influence perceptions, decisions, behavior

8 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

Schwartz’s Values ModelSchwartz’s Values ModelSchwartz’s Values ModelSchwartz’s Values Model

Conservation

Self-enhancement

Self-transcendence

Openness to Change

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Values CongruenceValues CongruenceValues CongruenceValues 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 Enhanced problem definition Prevents “corporate cults”

10 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

Hyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in Alabama

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.

© AP Photo/Yonhap

11 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

Individualism- CollectivismIndividualism- CollectivismIndividualism- CollectivismIndividualism- Collectivism

PeruPeru

ChileChile

ItalyItalyPortugalPortugal

TurkeyTurkey

U.S.A.U.S.A.

JapanJapan

EgyptEgypt

KoreaKoreaFranceFrance

ChinaChina

ZimbabweZimbabwe

MexicoMexicoHongHongKongKong

TaiwanTaiwan

Col

lect

ivis

mHigh

Low

Individualism HighLow

12 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

Power DistancePower DistancePower DistancePower Distance

The degree that people accept an unequal distribution of power in society

JapanJapan

NetherlandNetherlandss

U.S.A.U.S.A.

RussiaRussia

High Power DistanceChinaChina

Low Power Distance

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Uncertainty AvoidanceUncertainty AvoidanceUncertainty AvoidanceUncertainty Avoidance

High U. A.

Low U. A.

JapanJapanFrancFranc

ee

U.S.A.U.S.A.

The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).

ChinaChina

SingaporeSingapore

14 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

Achievement-NurturingAchievement-NurturingAchievement-NurturingAchievement-Nurturing

Achievement

Nurturing

JapanJapan

U.S.A.U.S.A.

SwedenSweden

The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing)

ChinaChina

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JapanJapan

NetherlandsNetherlands

RussiaRussia

Long-Term Orientation

Short-Term Orientation

ChinaChina

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).

Long/Short-Term OrientationLong/Short-Term OrientationLong/Short-Term OrientationLong/Short-Term Orientation

U.S.A.U.S.A.

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UtilitarianismUtilitarianism

Individual Individual RightsRights

Greatest good for the greatest number of people

Fundamental entitlementsin society

Distributive Distributive JusticeJustice

People who are similar should receive similar benefits

CareCareFavor those with whom we have special relationships

Four Ethical PrinciplesFour Ethical PrinciplesFour Ethical PrinciplesFour Ethical Principles

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Influences on Ethical ConductInfluences on Ethical ConductInfluences on Ethical ConductInfluences 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 behavior

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Supporting Ethical BehaviorSupporting Ethical BehaviorSupporting Ethical BehaviorSupporting Ethical Behavior

Ethical code of conduct Establishes standards of behavior Problem: Limited effect alone on ethical behavior

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

19 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

Defining PersonalityDefining PersonalityDefining PersonalityDefining Personality

Relatively stable pattern of

behaviors and consistent internal

states that explain a person's

behavioral tendencies

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Big Five Personality DimensionsBig Five Personality DimensionsBig Five Personality DimensionsBig Five Personality Dimensions

Outgoing, talkative

Sensitive, flexible

Careful, dependable

Courteous, caring

Anxious, hostile

ExtroversionExtroversion

Openness to ExperienceOpenness to Experience

ConscientiousnessConscientiousness

AgreeablenessAgreeableness

NeuroticismNeuroticism

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Myers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type Indicator

ExtroversionExtroversion IntroversionIntroversionvs.

SensingSensing IntuitionIntuitionvs.

ThinkingThinking FeelingFeelingvs.

JudgingJudging PerceivingPerceivingvs.

22 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

Locus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-Monitoring

Locus of control 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 behavior to that situation

23 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e

Holland’s Occupational Choice TheoryHolland’s Occupational Choice TheoryHolland’s Occupational Choice TheoryHolland’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