PERSONALITY & VALUES

1. ORGANIZATIONAL BEHAVIOUR CHAPTER 2 PERSONALITY & VALUES Sumeyye KUSAKCI, MA

2. Personality • The sum total of ways in which an individual reacts to and interacts with others • Most often described in terms of measurable traits that a person exhibits • such as shy, aggressive, submissive, lazy, ambitious, loyal, and timid • How personality affect job related behavior? • Guidance in employee selection, matching people to job, career development • Long list of traits with little practical guidance

3. Personality Determinants • Personality reflects heredity and environment • Heredity is the most dominant factor • Twin studies: genetics more influential than parents • Environmental factors do have some influence • Aging influences levels of ability • Basic personality is constant

4. Myers-Briggs Type Indicator • Most widely used personality-assessment instrument in the world • Individuals are classified as: • Extroverted or Introverted (E/I) • Sensing or Intuitive (S/N) • Thinking or Feeling (T/F) • Judging or Perceiving (J/P) • Classifications combined into 16 personality types • Increase self-awareness and provide career guidance • Unrelated to job performance

5. The Big Five Model • Five Traits: • Extraversion • Agreeableness • Conscientiousness • Emotional Stability • Openness to Experience • Strong empiric-scientific support

6. The Big Five Model • Conscientiousness • Job performance • OCB • For other personality dimensions, predictability depends on both performance criterion and occupational group • Extraversion in managerial and sales positions • Emotional stability is not so related with job performance • Of the big five, emotional stability is the most strongly related to life and job satisfaction

7. OB-Related Personality Attributes • Core Self-Evaluation • like themselves and see themselves as capable and effective in their environment and workplace • Two elements • Self Esteem (Benefit from training program) • Locus of Control • Better performer • Challenging goals • More committed to their goals • Persist longer

8. OB-Related Personality Attributes • Machiavellianism • tend to be pragmatic, emotionally distant and believe the ends justify the means • Better performer? • Up to the job • Ethical considerations • Narcissism • A person with a grandiose view of self, requires excessive admiration, has a sense of self-entitlement and is arrogant and selfish • Greek myth of Narcissus • Their perception and reality

9. OB-Related Personality Attributes • Self-monitoring • Adjusts behavior to meet external, situational factors • Different behavior in different situations • Contradictions between public persona and private life • Better performance • More likely to emerge as leaders • Less commitment to organizations • Risk Taking • Willingness to accept risk • A research • How long does it take to make a decision • How much information does he require before making a choice • No significant difference in decision accuracy • Better performance?

10. OB-Related Personality Attributes • Proactive Personality • Identifies opportunities, shows initiative, takes action and perseveres • More likely to emerge as leaders and change agents • Performance depending on the organization and the situation • Type A Personality • Aggressively involved in a chronic struggle to achieve more and more in less and less time • Better performance?

11. Personality and Culture • Big Five is applicable almost in each culture, but especially in developed countries • A country’s culture influences the dominant personality characteristics of its population • Type A • Locus of Control

12. Values • represent basic, enduring convictions that "a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence“ • Very specific describing belief systems rather than behavioral tendencies

13. Value Systems • Represent a prioritizing of individual values by: • Content – importance to the individual • Intensity – relative importance with other values • The hierarchy tends to be relatively stable • Values are the foundation for attitudes, motivation, and behavior • Influence perception and cloud objectivity

14. Rokeach Value Survey • Terminal values: desirable end-states of existence • Goals that a person would like to achieve during his or her lifetime • A comfortable life (a prosperous life) • A world of peace (free of war and conflict) • Equality (brotherhood, equal opportunity for all) • Family security (taking care of loved ones) • Instrumental values • preferable modes of behavior or means of achieving the terminal values • Ambitious (hard working, aspiring) • Broad-minded (open-minded) • Capable (competent, efficient) • Helpful (working for the welfare of others)

15. Contemporary Work Cohort

16. Values Across Cultures • Values differ across cultures • Hofstede’s Framework • GLOBE’s Framework

17. Hofstede’s Framework • Five factors • Power Distance • Individualism vs. Collectivism • Masculinity vs. Femininity • Uncertainty Avoidance • Long-term vs. Short-term Orientation

18. GLOBE’s Framework • Ongoing study with nine factors • Assertiveness • Future orientation • Gender differentiation • Uncertainty avoidance • Power distance • Individualism/ collectivism • In-group collectivism • Performance orientation • Humane orientation

19. Personality-Job Fit: Holland’s Hexagon • Vocational Preference Inventory Questionnaire • Job satisfaction and turnover depend on congruency between personality and task • Fields adjacent are similar • Field opposite are dissimilar

20. Person-Organization Fit • It is more important that employees’ personalities fit with the organizational culture than with the characteristics of any specific job • The fit predicts job satisfaction, organizational commitment and turnover