VALUES

Values
• Represent basic, enduring convictions that “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.”

Reference:
http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_15e_-
_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
Value Systems
• Represent a prioritizing of individual values by:
 Content- importance to individual
 Intensity- relative importance with other values

• The heirarchy tends to be relatively stable

• Values are the foundation for attitudes, motivation, and
behavior
• Influence perception and cloud objectivity
Rokeach Value Survey
• Terminal values - refers to desirable end-states of existence
Goals that a person would like to achieve during his or her
lifetime

• Instrumental values - refers to preferable modes of behavior, or

means of achieving the terminal values

References:
http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_15e_-
_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
https://www.revolvy.com/page/Rokeach-Value-Survey
Examples of Terminal Values
• A comfortable life (a prosperous life)
• An exciting life (stimulating, active life)
• A sense of accomplishment (lasting contribution)
• A world of peace (free of war and conflict)
• A world of beauty (beauty of nature and the arts)
• Equality (brotherhood, equal opportunity for all)
• Family security (taking care of loved ones)
• Freedom (indepence, free choice)
• Happiness (contentedness)
Examples of Instrumental Values
• Ambitous (hard working, aspiring)
• Broad-minded (open-minded)
• Capable (competent, efficient)
• Cheerful (lighthearted, joyful)
• Clean (neat, tidy)
• Courageous (standing up for your beliefs
• Forgiving (willing to pardon others)
• Helpful (working for the welfare of others)
• Honest (sincere, truthful)
 Personality- Job Fit: Holland's Hexagon
• Job satisfaction and turnover depend on congruency
between personality and task
 Fields adjacent are similar
 Fields opposite are dissimilar
• Vocational Preference
• Inventory Questionnaire
References:
http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_15e-
stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf Diagram of the Relationship among
http://sourcesofinsight.com/6-personality-and-work-environment- Occupational Personality Types
types/#targetText=Holland's%20Hexagon%20of%20Job%20Personalities&targetText=Job%20per
sonality%20types%20closer%20to,closer%20to%20investigative%20and%20social.
Maching Personalities and Jobs
• Six-personality-types model - an employee’s satisfaction
with and propensity to leave his or her job depend on the
degree to which the individual’s personality matches his or
her occupational environment
Personality Types and Sample Occupations
Person-Organization Fit
• It is more important that employees' personalities fit with the
organizational culture than with the characterictics of any
specific job.

• The fit predicts job satisfaction, organizational commitment and

turnover.

References:
http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_15e-
stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
Global Implications
• The Big Five Model appears accros a wide variety of
cutures
 Primary differences based on factor emphasis and type of
country

• Values differ across cultures

• Two frameworks for assessing cultures:
 Hofstede
 GLOBE
Hofstede's Framework for Assessing Cultures

• Five (5) factors:

 Power Distance
 Individualism vs. Collectivism
 Masculinity vs. Avoidance
 Uncertainty Avoidance
 Long-term vs. Short-term Orientation
GLOBE* Framework for Assessing Cultures
 Assertiveness
 Future orientation
 Gender differentiation
 Uncertainty avoidance
 Power distance
 Individualism/collectivism
 In-group collectivism
 Perfomance orientation
 Humane orientation
GLOBE* Framework for Assessing Cultures
• Assertiveness. The extent to which people are encouraged to be tough, confrontational,
assertive, and competitive.
• Future Orientation. The extent to which future-oriented behaviors are encouraged and
rewarded.
• Gender Differentiation. The extent to which society maximizes gender differences.
• Uncertainty Avoidance. Reliance on social norms and procedures to remove uncertainty.
• Power Distance. The degree to which unequal power is acceptable.
• Individualism/Collectivism. The degree to which individuals are encouraged to be
integrated into groups.
• In-Group Collectivism. Extent to which people take pride in membership in small groups
• Performance Orientation. The degree to which group members are rewarded for
performance improvement and excellence.
• Humane Orientation. The degree individuals are rewarded for fair, generous, and altruistic
behaviors.
Implications for Managers
• Personality:
 Evaluate the job, and organization to determine the best fit
 Big Five is best to use for selection
 MBTI for development and training

• Values:
 Strongly influence attitudes, behaviors, and perceptions
 Match the individual values to organizational culture

References:
http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_15e-
stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
https://home.ubalt.edu/ntsbmilb/ob/ob3/tsld021.htm
Keep in Mind.....
• Personality
 The sum total ways in which individual reacts to, and interacts with others
 Easily measured

• Big Five Personality Traits

 Related to many OB criteria
May be very useful in predicting behavior

• Values
Vary between and within cultures