Individual

Behavior,
Personality,
and Values

McGrawHill/Irwin
McShane/VonGlinowOB5e

Copyright2010byTheMcGrawHillCompanies,Inc.Allrightsreserved.

Values, Personality, and SelfConcept at Fairmont Hotels &

Resorts

Fairmont Hotels & Resorts has

excelled as North Americas
largest luxury hotel operator by
hiring people such as Yasmeen
Youssef (shown here) with the
right values and personality
and then nurturing their selfconcept.

YasmeenYoussef
Fairmont Hotels & Resorts
2-2

MARS Model of Individual

Behavior
Situational
Situational
factors
factors
Values
Values
Personality
Personality
Perceptions
Perceptions
Emotions
Emotions
Attitudes
Attitudes
Stress
Stress

Motivation
Motivation

Ability
Ability

Individual
Individual
behavior
behavior and
and
results
results

Role
Role
perceptions
perceptions

2-3

The Basic Psychological

Model

Behavior = function
(Person, Environment)
Law of Effect = future
behavior is a function of its
past consequences

McShane/Von Glinow OB 5e

2010 The McGraw-Hill Companies, Inc. All rights

reserved

Employee Motivation

Internal forces that affect a persons

voluntary choice ofbehavior
direction
intensity
persistence

M
M
A
A

S
S
BAR
BAR

R
R
2-5

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

M
M

A
A

S
S
BAR
BAR

R
R
2-6

Role Perceptions

Beliefs about what behavior is required to

achieve the desired results:
understanding what tasks to perform
understanding relative importance of tasks
understanding preferred

behaviors to accomplish tasks

M
M
A
A

S
S
BAR
BAR

R
R
2-7

Situational Factors

Environmental conditions beyond the

individuals short-term control that constrain
or facilitate behavior
time
people
budget
work facilities
M
M
A
A

S
S
BAR
BAR

R
R
2-8

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

2-9

Nature vs. Nurture of

Personality

Influenced by Nature
Heredity explains about 50 percent of behavioral

tendencies and 30 percent of temperament

Minnesota studies twins had similar behaviour
patterns

Influenced by Nurture
Socialization, life experiences, learning also affect

personality
Personality isnt stable at birth
Stabilizes throughout adolescence
Executive function steers using our self-concept as
a guide
2-10

Five-Factor Personality
Model (CANOE)
Conscientiousness
Conscientiousness

Careful, dependable

Agreeableness
Agreeableness

Courteous, caring

Neuroticism
Neuroticism

Anxious, hostile

Openness
Openness to
to Experience
Experience

Sensitive, flexible

Extroversion
Extroversion

Outgoing, talkative
2-11

Five-Factor Personality and

Organizational Behavior

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
Effective in jobs requiring cooperation and helpfulness

Openness to experience
Linked to higher creativity and adaptability to change
2-12

Common Personality
Measures

MMPI Minnesota Multiphasic Personality Inventory

measures emotional stability on 10 scales
http://psychology.about.com/od/psychologicaltesting/a/mmpi_2.htm

MBTI Meyers Briggs Type Indicator

CPI California Psychological Inventory

HPI - Hogan Personality Inventory

McShane/Von Glinow OB 5e

13

2010 The McGraw-Hill Companies, Inc. All rights

reserved

MBTI at Southwest Airlines

Southwest Airlines uses the
Myers-Briggs Type Indicator to
help staff understand and
respect co-workers different
personalities and thinking styles.
You can walk by and see
someone's [MBTI type] posted
up in their cube, says Elizabeth
Bryant, Southwests leadership
development director (shown
here).

2-14

Jungian Personality Theory

Swiss psychiatrist Carl Jung

Identifies preferences for

perceiving the environment
and obtaining/processing
information

Commonly measured by
Myers-Briggs Type Indicator
(MBTI)

2-15

Myers-Briggs Type Indicator

(MBTI)

Extroversion versus introversion

similar to five-factor dimension

Sensing versus intuition

collecting information through senses versus

through intuition, inspiration or subjective sources

Thinking versus feeling

processing and evaluating information
using rational logic versus personal values

Judging versus perceiving

orient themselves to the outer world
order and structure or flexibility and spontaneity
2-16

Feeling Valued at Johnson

& Johnson

Johnson & Johnson is one of the most

respected employers because it recognizes
the value of supporting each employees selfconcept
2-17

Self-Concept Defined

An individuals self-beliefs and self-evaluations

Who am I? and How do I feel about myself?
Guides individual decisions and behavior

2-18

Three Cs of Self-Concept

Complexity
People have multiple self-concepts

Consistency
Improved wellbeing when multiple self-concepts

require similar personality traits and values

Clarity
Clearly and confidently described, internally

consistent, and stable across time.

Self-concept clarity requires self-concept
consistency
2-19

Four Selves of SelfConcept

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

Social self
Defining ourselves in terms of group membership
2-20

Self-Concept: SelfEnhancement

Drive to promote/protect a positive self-view

competent, attractive, lucky, ethical, valued

Strongest in common/important situations

Positive self-concept outcomes:
better personal adjustment and mental/physical

health
inflates personal causation and probability of
success

2-21

Self-Concept: SelfVerification

Motivation to verify/maintain our existing selfconcept

Stabilizes our self-concept
People prefer feedback consistent with their
self-concept
Self-verification outcomes:
We ignore or reject info inconsistent with self-

concept
We interact more with those who affirm/reflect selfconcept
2-22

Self-Concept: SelfEvaluation
Defined mainly by three dimensions:
Self-esteem

High self-esteem -- less influenced, more

persistent/logical

Self-efficacy
Belief in ones ability, motivation, role perceptions, and

situation to complete a task successfully

General vs. task-specific self-efficacy

Locus of control
General belief about personal control over life events
Higher self-evaluation with internal locus of control
2-23

Self-Concept: Social Self

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
IBM Employee

Live in
U.S.A.

An
individuals
social
identity
University of Dallas
Graduate

Employees at
other firms
People living in
other countries
Graduates of other
schools
2-24

Values in the Workplace

Stable, evaluative beliefs that guide our

preferences
Define right or wrong, good or bad
Value system -- hierarchy of values

2-25

Schwartzs Values Model

2-26

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

2-27

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:
Mindful of our values
Have logical reasons to apply values in that

situation
Situation does not interfere

2-28

Values Congruence

Where two or more entities have similar

value systems
Problems with incongruence
Incompatible decisions
Lower satisfaction/loyalty
Higher stress and turnover

Benefits of incongruence
Better decision making (diverse perspectives)
Avoids corporate cults
2-29

Values Across Cultures:

Individualism and
Collectivism

Degree that people value duty to their group

(collectivism) versus independence and
person uniqueness (individualism)
Previously considered opposites, but
unrelated -- i.e. possible to value high
individualism and high collectivism

2-30

Individualism
High Individualism
U.S.
Italy
India
Denmark

The degree to which people

value personal freedom,
self-sufficiency, control over
themselves, being
appreciated for unique
qualities

Taiwan

Low Individualism
2-31

Collectivism
High Collectivism
Italy
Taiwan

The degree to which people

value their group
membership and
harmonious relationships
within the group

India
Denmark
U.S.

Low Collectivism
2-32

Power Distance
High Power Distance

Malaysia

Value obedience to authority

Comfortable receiving

Venezuela

commands from superiors

Prefer formal rules and authority
to resolve conflicts

Japan

U.S.
Denmark
Israel

Low Power Distance

High power distance

Low power distance

Expect relatively equal power

sharing
View relationship with boss as
interdependence, not
dependence
2-33

Uncertainty Avoidance
High U. A.
Greece
Japan

feel threatened by ambiguity

and uncertainty
value structured situations and
direct communication

Italy

U.S.

High uncertainty avoidance

Low uncertainty avoidance

tolerate ambiguity and

uncertainty
Singapore

Low U. A.
2-34

Achievement-Nurturing
Achievement
Japan

assertiveness
competitiveness

China
U.S.
France
Chile

High achievement
orientation

materialism

High nurturing orientation

relationships
others well-being

Sweden

Nurturing
2-35

Three Ethical Principles

Greatest good for the greatest

Utilitarianism number of people

Individual
Rights
Distributive
Justice

Fundamental entitlements
in society

People who are similar should receive

similar benefits

2-36

An Alternative Set of
Principles
Egoist if it benefits me
Utilitarian the greatest net
good
Absolutist right and wrong
stand apart from human
judgment
McShane/Von Glinow OB 5e

37

2010 The McGraw-Hill Companies, Inc. All rights

reserved

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

2-38

Supporting Ethical Behavior

Ethical code of conduct

Ethics training

Ethics hotlines

Ethical leadership and culture

Individual
Behavior,
Personality,
and Values

McGrawHill/Irwin
McShane/VonGlinowOB5e

Copyright2010byTheMcGrawHillCompanies,Inc.Allrightsreserved.

2-40