Chapter 2

Individual Behavior, Personality, and Values

McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

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MARS Model of Individual Behavior

Individual behavior and

results

Situationalfactors

Personality

Values

Self-concept

Perceptions

Emotions & attitudes

StressRole

perceptions

Motivation

Ability

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Employee Motivation

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

R

BAR

SM

A

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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

R

BAR

SM

A

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Role Perceptions

Beliefs about what behavior is required to achieve the desired results:• understanding what tasks to perform• understanding priority of tasks• understanding preferred behaviors

to accomplish tasks

R

BAR

SM

A

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Situational Factors

Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior

Constraints – time, budget, facilities, etc Cues – e.g. signs of nearby hazards

R

BAR

SM

A

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Types of Individual Behavior

Organizational Citizenship

Contextual performance – cooperation and helpfulness beyond required job duties

Task PerformanceGoal-directed behaviors under the person’s control

more

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Types of Individual Behavior (con’t)

Maintaining Work Attendance

Attending work at required times

Joining/staying with the Organization

Agreeing to employment relationship; remaining in that relationship

Counterproductive Work Behaviors

Voluntary behaviors that potentially harm the organization

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Defining Personality

Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics• External traits – observable behaviors• Internal states – thoughts, values, etc inferred from

behaviors• Some variability, adjust to suit the situation

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Nature vs. Nurture of Personality

Influenced by Nature• Heredity explains about 50 percent of

behavioral tendencies and 30 percent of temperament

• Minnesota studies – twins had similar personalities

Influenced by Nurture• Socialization, learning• Personality stabilizes throughout

adolescence• Executive function steers behavior

guided by our self-concept

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Five-Factor Personality Model (CANOE)

Outgoing, talkative, energetic

Creative, nonconforming

Organized, dependable

Trusting, helpful, flexible

Anxious, self-conscious

Conscientiousness

Agreeableness

Neuroticism

Openness to Experience

Extraversion

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Five-Factor Personality and Organizational Behavior

Conscientiousness and emotional stability• Strongest personality predictors of performance

Extraversion• 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

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Swiss psychiatrist Carl Jung Identifies preferences for perceiving the

environment and obtaining/processing information

Commonly measured by Myers-Briggs Type Indicator (MBTI)

Jungian Personality Theory

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Sensing (S)• Concrete• Realistic• Practical

Gettingenergy

Intuitive (N)• Imaginative• Future-focused• Abstract

Extraversion (E)• Talkative• Externally-focused• Assertive

Introversion (I)• Quiet• Internally-focused• Abstract

Thinking (T)• Logical• Objective• Impersonal

Feeling (F)• Empathetic• Caring• Emotion-focused

Judging (J)• Organized• Schedule-oriented• Closure-focus

Perceiving (P)• Spontaneous• Adaptable• Opportunity-focus

Perceivinginformation

Makingdecisions

Orienting to theexternal world

Jungian & Myers-Briggs Types

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Myers-Briggs Type Indicator (MBTI) Extroversion versus introversion

• similar to five-factor dimension

Perceiving information• Sensing – uses senses, factual, quantitative

• Intuition – uses insight, subjective experience

Judging (making decisions)• Thinking – rational logic, systematic data collection • Feeling – influenced by emotions, how choices affect

others

Orientation toward the external world• Perceiving – flexible, spontaneous, keeps options open • Judging – order and structure

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Values in the Workplace

Stable, evaluative beliefs that guide our preferences

Define right or wrong, good or bad

Value system -- hierarchy of value

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Schwartz’s Values Model

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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

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Values and Behavior

Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs

Decisions and behavior are linked to values when:1. Have logical reasons to apply values in that

situation

2. Situation allows/encourages values enactment

3. Mindful of our values

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In Search of Congruent Values

Scott Reed (far right) and his siblings joined the Chick-fil-

A restaurant chain because its strong family values were

compatible with their personal values. “Chick-fil-A’s core

values line up well with mine,” says Reed.

.

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In Search of Congruent Values

Similarity of a person’s values hierarchy to another source

Person-organization value congruence Espoused-enacted value congruence Organization-community values congruence

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Utilitarianism

Individual Rights

Greatest good for the greatest number of people

Fundamental entitlementsin society

Distributive Justice

People who are similar should receive similar benefits

Three Ethical Principles

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Supporting Ethical Behavior

Ethical code of conduct

Ethics training

Ethics hotlines

Ethical leadership and shared values

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Cross-Cultural Values at Infosys

Infosys Technologies, one of India’s largest technology companies, anticipated cross-cultural differences when it acquired an Australian company. Infosys held seminars where employees from both countries learned about their cultures and discussed how they can manage employees with these different values.

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Individualism

The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities

Denmark

Taiwan

Italy

High IndividualismUSA

Low Individualism

India

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Collectivism

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

India

USA

Taiwan

High Collectivism

Italy

Low Collectivism

Denmark

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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

Japan

IsraelDenmark

Venezuela

High Power DistanceMalaysia

Low Power Distance

USA

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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.

JapanGreece

USA

Italy

Singapore

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Achievement-Nurturing

High achievement orientation• assertiveness• competitiveness• materialism

High nurturing orientation• relationships• others’ well-being

Achievement

Nurturing

Japan

USA

Sweden

China

Chile

France

Chapter 2

Individual Behavior, Personality, and Values