Individual Behavior, Personality, and Values

McGraw-Hill/Irwin

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

MARS Model of Individual Behavior

Situational factors Personality Values Self-concept Perceptions Emotions & attitudes Stress Role perceptions Ability Individual behavior and results

Motivation

2-2

Employee Motivation

Internal forces that affect a persons voluntary choice of behavior

direction intensity

persistence

M
A R
2-3

BAR

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
S

redesigning

A
R

BAR

2-4

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
S

M
A BAR

R
2-5

Situational Factors

Environmental conditions beyond the individuals short-term control that constrain or facilitate behavior Constraints time, budget, facilities, etc Cues e.g. signs of nearby hazards
S
M
A R
2-6

BAR

Types of Individual Behavior

Task Performance Organizational Citizenship Counterproductive Work Behaviors Joining/staying with the Organization Maintaining Work Attendance
Goal-directed behaviors under the persons control Contextual performance cooperation and helpfulness beyond required job duties Voluntary behaviors that potentially harm the organization Agreeing to employment relationship; remaining in that relationship

Attending work at required times

2-7

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

2-8

Five-Factor Personality Model (CANOE)

Conscientiousness Organized, dependable

Agreeableness
Neuroticism Openness to Experience Extraversion

Trusting, helpful, flexible

Anxious, self-conscious Creative, nonconforming Outgoing, talkative, energetic

2-9

Jungian & Myers-Briggs Types

Extraversion (E)
Talkative Externally-focused Assertive

Getting energy

Introversion (I)
Quiet Internally-focused Abstract

Sensing (S)
Concrete Realistic Practical

Perceiving information

Intuitive (N)
Imaginative Future-focused Abstract

Thinking (T)
Logical Objective Impersonal

Making decisions

Feeling (F)
Empathetic Caring Emotion-focused

Judging (J)
Organized Schedule-oriented Closure-focus

Orienting to the external world

Perceiving (P)
Spontaneous Adaptable Opportunity-focus
2-10

Schwartzs 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

2-11

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

2-12

Three Ethical Principles

Utilitarianism

Greatest good for the greatest number of people

Individual Rights Distributive Justice

Fundamental entitlements in society

People who are similar should receive similar benefits

2-13

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 external factors

Mindfulness
actively evaluate whether action violates values
2-14

Five Cross-Cultural Values

Individualism

The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities The degree to which people value their group membership and harmonious relationships within the group High -- Value obedience to authority, comfortable receiving commands from superiors, prefer formal rules and authority to resolve conflicts Low -- expect relatively equal power sharing, view relationship with boss as interdependence, not dependence High -- feel threatened by ambiguity and uncertainty, value structured situations and direct communication Low -- tolerate ambiguity and uncertainty Achievement focus on assertiveness, competitiveness, materialism Nurturing focus on relationships, others well-being
2-15

Collectivism

Power distance

Uncertainty avoidance

Achievement-nurturing orientation