Description
Personality is the particular combination of emotional, attitudinal, and behavioral response patterns of an individual. Different personality theorists present their own definitions of the word based on their theoretical positions.[1] Psychologists such as Freud, and Erickson have attempted to come up with personality theories.
Robbins & Judge
Organizational Behavior
13th Edition
Personality and Values
Bob Stretch
Southwestern College
4-0
Chapter Learning Objectives
? After studying this chapter, you should be able to:
– Define personality, describe how it is measured, and explain the factors that determine an individual’s personality. – Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses. – Identify the key traits in the Big Five personality model. – Demonstrate how the Big Five traits predict behavior at work. – Identify other personality traits relevant to OB. – Define values, demonstrate their importance, and contrast terminal and instrumental values. – Compare generational differences in values, and identify the dominant values in today’s workforce. – Identify Hofstede’s five value dimensions of national culture.
4-1
What is Personality?
The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment. - Gordon Allport.
– The sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits
? Measuring Personality
– Helpful in hiring decisions – Most common method: self-reporting surveys – Observer-ratings surveys provide an independent assessment of personality – often better predictors
4-2
Personality Determinants
? Heredity
– Factors determined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and energy level – This “Heredity Approach” argues that genes are the source of personality – Twin studies: raised apart but very similar personalities ? Environment – There is some personality change over long time periods
4-3
Personality Traits
Enduring characteristics that describe an individual’s behavior ?Two dominant frameworks used to describe personality:
– Myers-Briggs Type Indicator (MBTI®) – Big Five Model
4-4
The Myers-Briggs Type Indicator
? Most widely used instrument in the world. ? Participants are classified on four axes to determine one of 16 possible personality types
Sociable and Assertive
Extroverted (E) Introverted (I)
Quiet and Shy Unconscious Processes Uses Values & Emotions Flexible and Spontaneous
Practical and Orderly Use Reason and Logic Want Order & Structure
4-5
The Types and Their Uses
? Each of the sixteen possible combinations has a name, for instance:
– Visionaries (INTJ) – Organizers (ESTJ) – Conceptualizer (ENTP)
? Research results on validity mixed.
– MBTI® is a good tool for self-awareness and counseling. – Should not be used as a selection test for job candidates.
4-6
The Big Five Model of Personality Dimensions
4-7
Other Personality Traits Relevant to OB
? Core Self-Evaluation
– The degree to which people like or dislike themselves – Positive self-evaluation leads to higher job performance
? Machiavellianism
– A pragmatic, emotionally distant power-player who believes that ends justify the means. – Flourish when:
• Have direct interaction • Work with minimal rules and regulations • Emotions distract others
? Narcissism
– An arrogant, entitled, self-important person who needs excessive admiration. – Less effective in their jobs.
4-8
More Relevant Personality Traits
? Self-Monitoring
– The ability to adjust behavior to meet external, situational factors. – High monitors conform more and are more likely to become leaders.
? Risk Taking
– The willingness to take chances. – Risk takers make faster decisions with less information.
4-9
Even More Relevant Personality Traits
? Type A Personality
– Aggressively involved in a chronic, incessant struggle to achieve more in less time
• • • • Impatient: always moving, walking, and eating rapidly Strive to think or do two or more things at once Cannot cope with leisure time Obsessed with achievement numbers
– Type B people are the complete opposite
? Proactive Personality
– Identifies opportunities, shows initiative, takes action, and perseveres to completion – Creates positive change in the environment
4-10
Values
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 – that the mode of conduct or endstate is important – Intensity Attribute – just how important that content is.
? Value System
– A person’s values rank ordered by intensity – Tends to be relatively constant and consistent
4-11
Importance of Values
? Provide understanding of the attitudes, motivation, and behaviors
? Influence our perception of the world around us
? Represent interpretations of “right” and “wrong” ? Imply that some behaviors or outcomes are preferred over others
4-12
Classifying Values – Rokeach Value Survey
? Terminal Values
– Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime
? Instrumental Values
– Preferable modes of behavior or means of achieving one’s terminal values
? People in same occupations or categories tend to hold similar values
– But values vary between groups
4-13
Values in the Rokeach Survey
E X H I B I T 4–3
4-14
Linking Personality and Values to the Workplace
Managers are less interested in someone’s ability to do a specific job than in that person’s flexibility.
?Person-Job Fit:
– John Holland’s Personality-Job Fit Theory
• Six personality types
– Key Points of the Model:
• There appear to be intrinsic differences in personality between people • There are different types of jobs • People in jobs congruent with their personality should be more satisfied and have lower turnover
4-15
Holland’s Personality Typology & Occupations
E X H I B I T 4–7
4-16
Relationships Among Personality Types
The closer the occupational fields, the more compatible.
The further apart the fields, the more dissimilar.
Need to match personality type with occupation.
Source: Reprinted by special permission of the publisher, Psychological Assessment Resources, Inc., from Making Vocational Choices, copyright 1973, 1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.
E X H I B I T 4–8
4-17
Still Linking Personality to the Workplace
In addition to matching the individual’s personality to the job, managers are also concerned with:
?Person-Organization Fit:
– The employee’s personality must fit with the organizational culture. – People are attracted to organizations that match their values. – Those who match are most likely to be selected. – Mismatches will result in turnover. – Can use the Big Five personality types to match to the organizational culture.
4-18
Summary and Managerial Implications
? Personality
– Screen for the Big Five trait of conscientiousness – Take into account the situational factors as well – MBTI® can help with training and development
? Values
– Often explain attitudes, behaviors, and perceptions – Higher performance and satisfaction achieved when the individual’s values match those of the organization.
4-19
doc_900344725.ppt
Personality is the particular combination of emotional, attitudinal, and behavioral response patterns of an individual. Different personality theorists present their own definitions of the word based on their theoretical positions.[1] Psychologists such as Freud, and Erickson have attempted to come up with personality theories.
Robbins & Judge
Organizational Behavior
13th Edition
Personality and Values
Bob Stretch
Southwestern College
4-0
Chapter Learning Objectives
? After studying this chapter, you should be able to:
– Define personality, describe how it is measured, and explain the factors that determine an individual’s personality. – Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses. – Identify the key traits in the Big Five personality model. – Demonstrate how the Big Five traits predict behavior at work. – Identify other personality traits relevant to OB. – Define values, demonstrate their importance, and contrast terminal and instrumental values. – Compare generational differences in values, and identify the dominant values in today’s workforce. – Identify Hofstede’s five value dimensions of national culture.
4-1
What is Personality?
The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment. - Gordon Allport.
– The sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits
? Measuring Personality
– Helpful in hiring decisions – Most common method: self-reporting surveys – Observer-ratings surveys provide an independent assessment of personality – often better predictors
4-2
Personality Determinants
? Heredity
– Factors determined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and energy level – This “Heredity Approach” argues that genes are the source of personality – Twin studies: raised apart but very similar personalities ? Environment – There is some personality change over long time periods
4-3
Personality Traits
Enduring characteristics that describe an individual’s behavior ?Two dominant frameworks used to describe personality:
– Myers-Briggs Type Indicator (MBTI®) – Big Five Model
4-4
The Myers-Briggs Type Indicator
? Most widely used instrument in the world. ? Participants are classified on four axes to determine one of 16 possible personality types
Sociable and Assertive
Extroverted (E) Introverted (I)
Quiet and Shy Unconscious Processes Uses Values & Emotions Flexible and Spontaneous
Practical and Orderly Use Reason and Logic Want Order & Structure
4-5
The Types and Their Uses
? Each of the sixteen possible combinations has a name, for instance:
– Visionaries (INTJ) – Organizers (ESTJ) – Conceptualizer (ENTP)
? Research results on validity mixed.
– MBTI® is a good tool for self-awareness and counseling. – Should not be used as a selection test for job candidates.
4-6
The Big Five Model of Personality Dimensions
4-7
Other Personality Traits Relevant to OB
? Core Self-Evaluation
– The degree to which people like or dislike themselves – Positive self-evaluation leads to higher job performance
? Machiavellianism
– A pragmatic, emotionally distant power-player who believes that ends justify the means. – Flourish when:
• Have direct interaction • Work with minimal rules and regulations • Emotions distract others
? Narcissism
– An arrogant, entitled, self-important person who needs excessive admiration. – Less effective in their jobs.
4-8
More Relevant Personality Traits
? Self-Monitoring
– The ability to adjust behavior to meet external, situational factors. – High monitors conform more and are more likely to become leaders.
? Risk Taking
– The willingness to take chances. – Risk takers make faster decisions with less information.
4-9
Even More Relevant Personality Traits
? Type A Personality
– Aggressively involved in a chronic, incessant struggle to achieve more in less time
• • • • Impatient: always moving, walking, and eating rapidly Strive to think or do two or more things at once Cannot cope with leisure time Obsessed with achievement numbers
– Type B people are the complete opposite
? Proactive Personality
– Identifies opportunities, shows initiative, takes action, and perseveres to completion – Creates positive change in the environment
4-10
Values
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 – that the mode of conduct or endstate is important – Intensity Attribute – just how important that content is.
? Value System
– A person’s values rank ordered by intensity – Tends to be relatively constant and consistent
4-11
Importance of Values
? Provide understanding of the attitudes, motivation, and behaviors
? Influence our perception of the world around us
? Represent interpretations of “right” and “wrong” ? Imply that some behaviors or outcomes are preferred over others
4-12
Classifying Values – Rokeach Value Survey
? Terminal Values
– Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime
? Instrumental Values
– Preferable modes of behavior or means of achieving one’s terminal values
? People in same occupations or categories tend to hold similar values
– But values vary between groups
4-13
Values in the Rokeach Survey
E X H I B I T 4–3
4-14
Linking Personality and Values to the Workplace
Managers are less interested in someone’s ability to do a specific job than in that person’s flexibility.
?Person-Job Fit:
– John Holland’s Personality-Job Fit Theory
• Six personality types
– Key Points of the Model:
• There appear to be intrinsic differences in personality between people • There are different types of jobs • People in jobs congruent with their personality should be more satisfied and have lower turnover
4-15
Holland’s Personality Typology & Occupations
E X H I B I T 4–7
4-16
Relationships Among Personality Types
The closer the occupational fields, the more compatible.
The further apart the fields, the more dissimilar.
Need to match personality type with occupation.
Source: Reprinted by special permission of the publisher, Psychological Assessment Resources, Inc., from Making Vocational Choices, copyright 1973, 1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.
E X H I B I T 4–8
4-17
Still Linking Personality to the Workplace
In addition to matching the individual’s personality to the job, managers are also concerned with:
?Person-Organization Fit:
– The employee’s personality must fit with the organizational culture. – People are attracted to organizations that match their values. – Those who match are most likely to be selected. – Mismatches will result in turnover. – Can use the Big Five personality types to match to the organizational culture.
4-18
Summary and Managerial Implications
? Personality
– Screen for the Big Five trait of conscientiousness – Take into account the situational factors as well – MBTI® can help with training and development
? Values
– Often explain attitudes, behaviors, and perceptions – Higher performance and satisfaction achieved when the individual’s values match those of the organization.
4-19
doc_900344725.ppt