OB1 Section 2 Personality & Values

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Personality & Values


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The dynamic organization within the individual of those psychophysical systems that determine hisunique adjustments to his environment. - Gordon

Allport.Th e sum total of ways in w h ich an individual reacts andinteracts wit h oth ers, t h e measurable traits a personex h ibits

` M easuring PersonalityH elpful in h iring decisionsM ost common met h od: self-reporting surveysObserver-ratings surveys provide an independentassessment of personality often better predictors


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` H eredityFactors determined at conception: p h ysical stature,facial attractiveness, gender, temperament, musclecomposition and reflexes, energy level, and bio-

r h yth msTh is H eredity Approac h argues t h at genes are t h esource of personalityTwin studies: raised apart but very similar personalitiesParents dont add muc h to personality developmentTh ere is some personality c h ange over long timeperiods


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E nduring characteristics that describe anindividuals behavior

Th e more consistent t h e c h aracteristic and t h e more

frequently it occurs in diverse situations, t h e moreimportant t h e trait.

` T wo dominant frameworks used to describepersonality:

M yers-Briggs T ype Indicator ( M BT I)Big Five M odel


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` M ost widely used instrument in t h e world.` Participants are classified on four axes to

determine one of 16 possible personality types,suc h as EN TJ .

Extroverted(E) Introverted(I)

Sensing(S)

Intuitive(N)

Th inking(T )

Feeling(F)

J udging ( J ) Perceiving(P)

Flexible andSpontaneou

s

Sociableand Assertive

Quiet andS h y

Unconscious

ProcessesUses

Values &Emotions

Practicaland

Orderly

Use Reasonand Logic

Want Order & Structure


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ExtroversionSociable, gregarious, and assertive

AgreeablenessGood-natured, cooperative, and trusting

Conscientiousness

Responsible, dependable,persistent, and organized

Emotional Stability

Calm, self-confident, secure under stress(positive), versus nervous, depressed,and insecure under stress (negative)

Openness toExperience

Curious, imaginative, artistic, andsensitive


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` Sociable` Confident` Ent h usiastic

` Energetic` Outspoken` Assertive` Forceful

QuietReservedShy

WithdrawnSubmissiveBrooding

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E motionalStability

Ex traversion

OpennessAgreeableness

Conscientious-ness


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` Friendly` Kind` T rusting` Praising` Altruistic` Diplomatic

ColdQuarrelsomeHard-hearted

ThanklessCritical

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E motionalStability

Ex traversion


Conscientious-ness


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` H ardworking` Persevering` Dependable` Ac h ieving` Conforming` Organised

ImpulsiveCarelessDisorderlyFrivolousForgetfulLazy

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E motionalStability

Ex traversion


Conscientious-ness


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` Calm` Steady` Independent` Self-esteemed` Self-accepting

TenseAnx iousMoody

WorryingSelf-pityingE motional

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E motionalStability

Ex traversion


Conscientious-ness


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` Inquiring` Wide interests` Intelligent` Imaginative` Witty

ShallowNarrow interestsSimpleUnintelligentBoring

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E motionalStability

Ex traversion


Conscientious-ness


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` R esearch has shown this to be a better framework.

` Certain traits h ave been s h own to strongly relateto h igh er job performance:

H igh ly conscientious people develop more jobknowledge, exert greater effort, and h ave better performance.Ot h er Big Five T raits also h ave implications for work.x Emotional stability is related to job satisfaction.x Extroverts tend to be h appier in t h eir jobs and h ave good social skills.x Open people are more creative and can be good leaders.x Agreeable people are good in social settings.


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` Core Self-EvaluationTh e degree to w h ich people like or dislike t h emselvesPositive self-evaluation leads to h igh er job performance

` M ac h iavellianism A pragmatic, emotionally distant power-player w h o believes t h at

ends justify t h e means.H igh M ac h s are manipulative, win more often, and persuade moreth an t h ey are persuaded. Flouris h wh en:x H ave direct interactionx Work wit h minimal rules and regulationsx Emotions distract ot h ers

` Narcissism An arrogant, entitled, self-importantperson w h o needs excessive admiration.Less effective in t h eir jobs.


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` Self- M onitoringTh e ability to adjust be h avior to meet external, situational factors.H igh monitors conform more and are more likely to becomeleaders.

` Risk TakingTh e willingness to take c h ances.M ay be best to align propensities wit h job requirements.Risk takers make faster decisions wit h less information.


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Basic convictions on how to conduct yourself or how to live your life that is personally or socially

preferable How To live life properly.` Attributes of Values:

Content Attribute t h at t h e mode of conduct or end-stateis importantIntensity Attribute just h ow important t h at content is.

` Value System A persons values rank ordered by intensityTends to be relatively constant and consistent


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` Provide understanding of t h e attitudes,motivation, and be h aviors

` Influence our perception of t h e world around us

` Represent interpretations of rig h t and wrong ` Imply t h at some be h aviors or outcomes are

preferred over ot h ers


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` Terminal ValuesDesirable end-states of existence; t h e goals t h at a person wouldlike to ac h ieve during h is or h er lifetime

` Instrumental ValuesPreferable modes of be h avior or means of ac h ieving onesterminal values

` People in same occupations or categories tend to h oldsimilar values

But values vary between groupsValue differences make it difficult for groups to negotiate and maycreate conflict


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S ource: Based on W. C. Frederick and J . Weber, Th e Values of Corporate M anagers and Th eir Critics: An Empirical Description and NormativeImplications, in W. C. Frederick and L. E. Preston (eds.) B usiness E thics: R esearch Issues and E mpirical S tudies (Greenwic h , C T : J AI Press,1990), pp. 12344.


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Cohort EnteredWorkforceApproximat

e CurrentAge

Dominant Work Values

Veterans 1950-1964 65+ H ard working, conservative,conforming; loyalty to t h eorganization

Boomers 1965-1985 40-60s Success, ac h ievement,ambition, dislike of aut h ority;loyalty to career

Xers 1985-2000 20-40s Work/life balance, team-oriented, dislike of rules;

loyalty to relationsh

ipsNexters 2000-Present Under 30 Confident, financial success,

self-reliant but team-oriented;loyalty to bot h self andrelations h ips


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M anagers are less interested in someones ability to do a specific job than in that persons flexibility.

` Person- J ob Fit:J ohn Hollands Personality- J ob Fit Theoryx Six personality typesx Vocational Preference Inventory (VPI)K ey Points of the Model:x Th ere appear to be intrinsic differences in personality between peoplex Th ere are different types of jobsx People in jobs congruent wit h th eir personality s h ould be more

satisfied and h ave lower turnover


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Th e closer t h e

occupationalfields, t h e morecompatible.

Th e furt h er apart t h e fields,th e moredissimilar.

N eed to match personality type withoccupation.


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In addition to matching the individuals personality to the job, managers are also concerned with:

` Person-Organization Fit:Th e employees personality must fit wit h th e organizationalculture.People are attracted to organizations t h at matc h th eir values.Th ose w h o matc h are most likely to be selected.M ismatc h es will result in turnover.Can use t h e Big Five personality types to matc h to t h eorganizational culture.


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` PersonalityDo frameworks like Big Five transfer across cultures?x Yes, but t h e frequency of type in t h e culture may vary.x Better in individualistic t h an collectivist cultures.

` ValuesValues differ across cultures.H ofstedes Framework for assessing culture fivevalue dimensions:x Power Distancex Individualism vs. Collectivismx M asculinity vs. Femininityx Uncertainty Avoidancex Long-term vs. S h ort-term Orientation


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` PersonalityScreen for t h e Big Five trait of conscientiousnessT

ake into account th

e situational factors as wellM BT I can h elp wit h training and development

` Values

Often explain attitudes, beh

aviors, and perceptionsH igh er performance and satisfaction ac h ieved w h en t h eindividuals values matc h th ose of t h e organization.

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OB1 Section 2 Personality & Values

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