Individual Behavior, Personality, and Values

1. Individual Behavior, Personality, and Values Chapter Two

2. Situational factors Values Personality Perceptions Emotions Attitudes Stress MARS Model of Individual Behavior Motivation Individual behavior and results Ability Role perceptions

3. S M BAR A R Employee Motivation • Internal forces that affect a person’s voluntary choice of behavior • direction • intensity • persistence

4. S M BAR A R 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

5. S M BAR A R Employee Role Perceptions • Beliefs about what behavior is required to achieve the desired results: • understanding what tasks to perform • understanding relative importance of tasks • understanding preferredbehaviors to accomplish tasks

6. S M BAR A R Situational Factors • Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior • time • people • budget • work facilities

7. Defining Personality • Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics • Behavior patterns reflect underlying stable traits • Some variability, adjust to suit the situation

8. Nature vs Nurture of Personality • Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament preferences • Minnesota studies of twins, including those separated at birth, very similar behavior patterns • But nurture also counts -- socialization, life experiences, learning • Personality stabilizes over time • executive function uses our self-concept to guide behavior

9. Big Five Personality Dimensions (CANOE) Conscientiousness Careful, dependable Agreeableness Courteous, caring Neuroticism Anxious, hostile Openness to Experience Sensitive, flexible Extroversion Outgoing, talkative

10. Personality & Performance • 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 • Better performance in jobs requiring cooperation and helpfulness • Openness to experience • Linked to higher creativity and adaptability to change

11. Self-concept: the “I” in Organizational Behavior Individual Behavior, Personality, and Values Yasmeen YoussefFairmont Hotels & Resorts

12. Fairmont’s Success Begins with Self-Concept Yasmeen Youssef (shown in photo) received a huge boost in her self-esteem and self-concept when she joined Fairmont Hotels & Resorts soon moving from Egypt to Canada. “I was worried no one would take a chance on me, would believe in me,” Youssef recalls. “Everything changed when I started working at Fairmont.” Yasmeen YoussefFairmont Hotels & Resorts

13. Self-Concept Defined • An individual’s self-beliefs and self-evaluations • It is the “Who am I?” and “How do I feel about myself?” that people ask themselves and that guide their decisions and actions. • Includes self-enhancement, self-verification, and self-evaluation

14. Three “C’s” of Self-Concept • Complexity • People have multiple self-concepts • Consistency • Improved wellbeing when multiple self-concepts call for similar personality traits and values • Clarity • Self-concepts are clearly and confidently described, internally consistent, and stable across time. • Self-concept clarity requires self-concept consistency

15. 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

16. Self-Concept: Self-Enhancement • An innate human drive to promote and protect a positive self-view of being competent, attractive, lucky, ethical, valued • Most evident in situations that are common and are important to us • People with a positive self-concept • have better personal adjustment and mental/physical health • tend to inflate personal causation and probability of success

17. Self-Concept: Self-Verification • Motivation to verify and maintain our existing self-concept • Stabilizes our self-concept -- anchors our thoughts and actions • People prefer feedback that is consistent with their self-concept • Effects of self-verification • We ignore or reject info inconsistent with self-concept • We interact more with those who affirm/reflect self-concept

18. Self-Concept: Self-Evaluation • Self-evaluation defined mainly by self-esteem, self-efficacy, and locus of control • Self-esteem • Global self-evaluation • High self-esteem -- less influenced, more persistent, more logical • Self-efficacy • Belief in one’s ability, motivation, role perceptions, and situation to complete a task successfully (i.e. MARS analysis) • General vs task-specific self-efficacy • Locus of control • General belief about the amount of personal control over life events • Higher self-evaluation with internal locus of control

19. The Social Self • Personal identity -- defining ourselves in terms of things that make us unique in a situation • 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 Contrasting Groups Cisco Systems Employee Employees at other firms An individual’s social identity Live in theUnited States People living in other countries Graduates of other schools University of Denver Graduate

20. Values in the Workplace Individual Behavior, Personality, and Values

21. 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

22. Openness to change Self-transcendence Self-enhancement Conservation Schwartz’s Values Model

23. Openness to change Self-transcendence Conservation Schwartz’s Values Model • Openness to change -- extent to which a person is motivated to pursue innovative ways • Conservation -- the extent to which a person is motivated to preserve the status quo • Self-enhancement -- how much a person is motivated by self-interest • Self-transcendence -- the motivation to promote the welfare of others and nature Self-enhancement

24. Values and Behavior • Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs • Decisions and behaviors linked to values when: • Mindful of our values • Have logical reasons to apply values in that situation • Situation does not interfere

25. Values Congruence • Values congruence -- where two or more entities have similar value systems • Problems with incongruence • Incompatible decisions • Lower satisfaction and commitment • Increased stress and turnover • Benefits of (some) incongruence • Better decision making (diverse values)

26. Individualism High Individualism U.S. The degree that people value independence and personal uniqueness Italy India Denmark Taiwan Low Individualism

27. Collectivism High Collectivism The degree that people value their duty to groups to which they belong and to group harmony Italy Taiwan India Denmark U.S. Low Collectivism

28. Power Distance High Power Distance Malaysia The degree that people accept an unequal distribution of power in society Venezuela Japan U.S. Denmark Israel Low Power Distance

29. Uncertainty Avoidance High U. A. Greece Japan The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). Italy U.S. Singapore Low U. A.

30. Achievement-Nurturing Achievement Japan The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) China U.S. France Chile Sweden Nurturing

31. Three Ethical Principles Utilitarianism Greatest good for the greatest number of people Individual Rights Fundamental entitlementsin society Distributive Justice People who are similar should receive similar benefits

32. 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 behavior

33. Supporting Ethics at Coors Long before it was a priority at other firms, Coors Brewing Company developed training programs and reward systems that explicitly strengthen ethical conduct.

34. Supporting Ethical Behavior • Ethical code of conduct • Ethics training • Ethics officers • Ethical leadership and culture

35. Individual Behavior, Personality, and Values Chapter Two