Date post: | 25-Dec-2015 |
Category: |
Documents |
Upload: | jewel-garrison |
View: | 307 times |
Download: | 10 times |
Values, Personality, and Self-Concept at Fairmont Hotels & Resorts
Fairmont Hotels & Resorts has
excelled as North America’s
largest luxury hotel operator by
hiring people such as
Yasmeen Youssef (shown
here) with the right values and
personality and then nurturing
their self-concept.
Yasmeen YoussefFairmont Hotels & Resorts
MARS Model of Individual Behaviour
Individual Individual behaviour and behaviour and
resultsresults
Individual Individual behaviour and behaviour and
resultsresults
SituationalSituationalfactorsfactors
SituationalSituationalfactorsfactors
Values
Personality
Perceptions
Emotions
Attitudes
Stress
Values
Personality
Perceptions
Emotions
Attitudes
Stress Role Role perceptionsperceptions
Role Role perceptionsperceptions
MotivationMotivationMotivationMotivation
AbilityAbilityAbilityAbility
Employee Motivation
Internal forces that affect a person’s voluntary choice of behaviour• direction• intensity• persistence
RRRR
BARBARBARBAR
SSSSMMMM
AAAA
Employee Ability
Natural aptitudes and learned capabilities required to successfully complete a task
Competencies personal characteristics that lead to superior performance
Person job matching• selecting• developing• redesigning
RRRR
BARBARBARBAR
SSSSMMMM
AAAA
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
RRRR
BARBARBARBAR
SSSSMMMM
AAAA
Situational Factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour• time• people• budget• work facilities
RRRR
BARBARBARBAR
SSSSMMMM
AAAA
Defining Personality
Relatively enduring pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological processes behind those characteristics• External traits – observable behaviours• Internal states – thoughts, values, etc inferred from
behaviours• Some variability, adjust to suit the situation
Nature vs Nurture of Personality
Heredity explains about half of behavioural tendencies and 30% of temperament preferences
Minnesota studies of twins, including those separated at birth, very similar behaviour patterns
Nurture also counts -- socialization, life experiences, learning
Personality stabilizes over time -- executive function
Five-Factor Personality Model (CANOE)
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
ConscientiousnessConscientiousnessConscientiousnessConscientiousness
AgreeablenessAgreeablenessAgreeablenessAgreeableness
NeuroticismNeuroticismNeuroticismNeuroticism
Openness to ExperienceOpenness to ExperienceOpenness to ExperienceOpenness to Experience
ExtroversionExtroversionExtroversionExtroversion
Five-Factor Personality and Organizational Behaviour
Conscientiousness and emotional stability• Motivational components of personality• Strongest personality predictors of performance
Extroversion• Linked to sales and mgt performance• Related to social interaction and persuasion
Agreeableness• Effective in jobs requiring cooperation and helpfulness
Openness to experience• Linked to higher creativity and adaptability to change
Jungian Personality Theory
Swiss psychiatrist Carl Jung Identifies preferences for perceiving the
environment and obtaining/processing information
Commonly measured by Myers-Briggs Type Indicator (MBTI)
Myers-Briggs Type Indicator (MBTI)
Extroversion versus introversion• similar to five-factor dimension
Sensing versus intuition• collecting information through senses versus through
intuition, inspiration or subjective sources Thinking versus feeling
• processing and evaluating information• using rational logic versus personal values
Judging versus perceiving• orient themselves to the outer world• order and structure or flexibility and spontaneity
Feeling Valued at Johnson & Johnson
Johnson & Johnson is one of the most respected employers because it recognizes the value of supporting each employee’s self-concept
Self-Concept Defined
An individual’s self-beliefs and self-evaluations “Who am I?” and “How do I feel about myself?” Guides individual decisions and behaviour
Three “C’s” of Self-Concept
Complexity• People have multiple self-concepts
Consistency• Improved wellbeing when multiple self-concepts
require similar personality traits and values
Clarity• Clearly and confidently described, internally
consistent, and stable across time. • Self-concept clarity requires self-concept
consistency
Three “Selves” of Self-Concept
Self-enhancement• Promoting and protecting our positive self-view
Self-verification• Affirming our existing self-concept (good and bad
elements)
Self-evaluation• Evaluating ourselves through self-esteem, self-
efficacy, and locus of control
Self-Concept: Self-Enhancement
Drive to promote/protect a positive self-view • competent, attractive, lucky, ethical, valued
Strongest in common/important situations Positive self-concept outcomes:
• better personal adjustment and mental/physical health
• inflates personal causation and probability of success
Self-Concept: Self-Verification
Motivation to verify and maintain our existing self-concept
Stabilizes our self-concept People prefer feedback consistent with their
self-concept Self-verification outcomes:
• We ignore or reject info inconsistent with self-concept
• We interact more with those who affirm/reflect self-concept
Self-Concept: Self-Evaluation
Defined mainly by three dimensions:
1. Self-esteem• Global self-evaluation• High self-esteem -- less influenced, more persistent/logical
2. Self-efficacy• Belief in one’s ability, motivation, role perceptions, and
situation to complete a task successfully (i.e. MARS)• General vs task-specific self-efficacy
3. Locus of control• General belief about personal control over life events• Higher self-evaluation with internal locus of control
The Social Self
Social identity -- defining ourselves in terms of groups to which we belong or have an emotional attachment
We identify with groups that have high status -- aids self-enhancement
Employees at Employees at other firmsother firms
People living in People living in other countriesother countries
Graduates of other Graduates of other schoolsschools
An individual’s
social identity
An individual’s
social identity
Great West Life Great West Life EmployeeEmployee
Live in Live in CanadaCanada
University of University of Manitoba GraduateManitoba Graduate
Contrasting Groups
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 and often think we use
• Enacted -- values we actually rely on to guide our decisions and actions
Schwartz’s Values Model
Openness to change – motivation to pursue innovative ways
Conservation -- motivation to preserve the status quo
Self-enhancement -- motivated by self-interest
Self-transcendence -- motivation to promote welfare of others and nature
Values and Behaviour
Habitual behaviour usually consistent with values, but conscious behaviour less so because values are abstract constructs
Decisions and behaviours linked to values when:• Mindful of our values• Have logical reasons to apply values in that
situation• Situation does not interfere
In Search of Congruent Values
Chad Hunt chose Husky
Injection Molding Systems Ltd.
as an employer because of
values congruence. “I need to
work for a company that shares
my values, and that includes
caring about our impact on the
environment,” says Hunt.
Values Congruence
Where two or more entities have similar value systems
Problems with incongruence• Incompatible decisions• Lower satisfaction/loyalty• Higher stress and turnover
Benefits of incongruence• Better decision making
(diverse perspectives)• Avoids “corporate cults”
Values Across Cultures: Individualism and Collectivism
Degree that people value duty to their group (collectivism) versus independence and person uniqueness (individualism)
Previously considered opposites, but unrelated -- i.e. possible to value high individualism and high collectivism
Individualism
The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualitiesDenmarkDenmark
TaiwanTaiwan
ItalyItaly
High IndividualismCanada.Canada.
Low Individualism
IndiaIndia
Collectivism
The degree to which people value their group membership and harmonious relationships within the group
IndiaIndia
CanadaCanada
TaiwanTaiwan
High Collectivism
ItalyItaly
Low Collectivism
DenmarkDenmark
Power Distance
High power distance• Value obedience to authority• Comfortable receiving
commands from superiors • Prefer formal rules and authority
to resolve conflicts Low power distance
• expect relatively equal power sharing
• view relationship with boss as interdependence, not dependence
JapanJapan
IsraelIsraelDenmarkDenmark
VenezuelaVenezuela
High Power DistanceMalaysiaMalaysia
Low Power Distance
CanadaCanada
Uncertainty Avoidance
High uncertainty avoidance• feel threatened by ambiguity
and uncertainty• value structured situations and
direct communication
Low uncertainty avoidance• tolerate ambiguity and
uncertainty
High U. A.
Low U. A.
JapanJapanGreeceGreece
CanadaCanada
ItalyItaly
SingaporeSingapore
Achievement-Nurturing
High achievement orientation• assertiveness• competitiveness• materialism
High nurturing orientation• relationships• others’ well-being
Achievement
Nurturing
JapanJapan
CanadaCanada
SwedenSweden
ChinaChina
ChileChile
FranceFrance
Diversity of Canadian Values
Francophone vs Anglophone values• More liberal and permissive than Anglophones –
reverse of a few decades ago
First Nations Values• high collectivism• low power distance• low uncertainty avoidance• moderately nurturing orientation
Canadian vs American Values
Subtle, but important differences:
Question authority
More liberal
More egalitarian
More collective rights
More multicultural values
More deference to authority
More conservative/ideological
More patriarchal authority
More individual rights
More melting pot values
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
Three Ethical Principles
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
Supporting Ethical behaviour
Ethical code of conduct Ethics training Ethics officers Ethical leadership and culture