Individual Behavior, Personality, and Values - Login - … · •competitive pressures and other external factors ... Cross-Cultural Values at Infosys Infosys Technologies, ... Individual

Individual Behavior,

Personality, and

Values

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

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Individual Behavior at OhioHealth

OhioHealth has weathered

economic recessions and

national skills shortages by

being an employer of choice for

job applicants, minimizing

absenteeism and turnover,

encouraging extra-role behavior,

and supporting high

performance.

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MARS Model of Individual Behavior

Individual

behavior and

results

Situational

factorsPersonality

Values

Self-concept

Perceptions

Emotions &

attitudes

StressRole

perceptions

Motivation

Ability

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Employee Motivation

Internal forces that affect a person’s

voluntary choice of behavior

• direction

• intensity

• persistence

R

BAR

SM

A

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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

R

BAR

SM

A

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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

R

BAR

SM

A

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Situational Factors

Environmental conditions beyond the

individual’s short-term control that constrain

or facilitate behavior

Constraints – time, budget, facilities, etc

Cues – e.g. signs of nearby hazards

R

BAR

SM

A

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Types of Individual Behavior

Organizational

Citizenship

Contextual performance – cooperation

and helpfulness beyond required job

duties

Task PerformanceGoal-directed behaviors under the

person’s control

more

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Types of Individual Behavior (con’t)

Maintaining Work

AttendanceAttending work at required times

Joining/staying with

the Organization

Agreeing to employment relationship;

remaining in that relationship

Counterproductive

Work Behaviors

Voluntary behaviors that potentially

harm the organization

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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

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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 personalities

Influenced by Nurture• Socialization, learning

• Personality stabilizes throughout adolescence

• Executive function steers behavior guided by our self-concept

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Five-Factor Personality Model (CANOE)

Outgoing, talkative, energetic

Creative, nonconforming

Organized, dependable

Trusting, helpful, flexible

Anxious, self-conscious

Conscientiousness

Agreeableness

Neuroticism

Openness to Experience

Extraversion

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Five-Factor Personality and Organizational Behavior

Conscientiousness and emotional stability

• Strongest personality predictors of performance

Extraversion

• 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

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Swiss psychiatrist Carl Jung

Identifies preferences for perceiving the

environment and obtaining/processing

information

Commonly measured by Myers-Briggs Type

Indicator (MBTI)

Jungian Personality Theory

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Sensing (S)•Concrete•Realistic•Practical

Gettingenergy

Intuitive (N)•Imaginative•Future-focused•Abstract

Extraversion (E)•Talkative•Externally-focused•Assertive

Introversion (I)•Quiet•Internally-focused•Abstract

Thinking (T)•Logical•Objective•Impersonal

Feeling (F)•Empathetic•Caring•Emotion-focused

Judging (J)•Organized•Schedule-oriented•Closure-focus

Perceiving (P)•Spontaneous•Adaptable•Opportunity-focus

Perceivinginformation

Makingdecisions

Orienting to theexternal world

Jungian & Myers-Briggs Types

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Myers-Briggs Type Indicator (MBTI)

Extroversion versus introversion• similar to five-factor dimension

Perceiving information• Sensing – uses senses, factual, quantitative

• Intuition – uses insight, subjective experience

Judging (making decisions)• Thinking – rational logic, systematic data collection

• Feeling – influenced by emotions, how choices affect others

Orientation toward the external world• Perceiving – flexible, spontaneous, keeps options open

• Judging – order and structure

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Values in the Workplace

Stable, evaluative beliefs that guide our

preferences

Define right or wrong, good or bad

Value system -- hierarchy of value

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Schwartz’s Values Model

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Schwartz’s 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

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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

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In Search of Congruent Values

Scott Reed (far right) and his siblings joined the Chick-fil-

A restaurant chain because its strong family values were

compatible with their personal values. “Chick-fil-A’s core

values line up well with mine,” says Reed.

.

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In Search of Congruent Values

Similarity of a person’s values hierarchy to another

source

Person-organization value congruence

Espoused-enacted value congruence

Organization-community values congruence

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Utilitarianism

Individual

Rights

Greatest good for the greatest number

of people

Fundamental entitlements

in society

Distributive

JusticePeople who are similar should receive

similar benefits

Three Ethical Principles

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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

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Supporting Ethical Behavior

Ethical code of conduct

Ethics training

Ethics hotlines

Ethical leadership and shared values

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Cross-Cultural Values at Infosys

Infosys Technologies, one of

India’s largest technology

companies, anticipated cross-

cultural differences when it

acquired an Australian company.

Infosys held seminars where

employees from both countries

learned about their cultures and

discussed how they can manage

employees with these different

values.

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Individualism

The degree to which people

value personal freedom, self-

sufficiency, control over

themselves, being appreciated

for unique qualities

Denmark

Taiwan

Italy

High Individualism

USA

Low Individualism

India

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Collectivism

The degree to which people

value their group membership

and harmonious relationships

within the group

India

USA

Taiwan

High Collectivism

Italy

Low Collectivism

Denmark

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Power Distance

High power distance

• Value obedience to authority

• Comfortable receiving

commands from superiors

• Prefer formal rules and authority

to resolve conflicts

Low power distance

• expect relatively equal power

sharing

• view relationship with boss as

interdependence, not

dependence

Japan

Israel

Denmark

Venezuela

High Power Distance

Malaysia

Low Power Distance

USA

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Uncertainty Avoidance

High uncertainty avoidance

• feel threatened by ambiguity

and uncertainty

• value structured situations and

direct communication

Low uncertainty avoidance

• tolerate ambiguity and

uncertainty

High U. A.

Low U. A.

Japan

Greece

USA

Italy

Singapore

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Achievement-Nurturing

High achievement

orientation

• assertiveness

• competitiveness

• materialism

High nurturing orientation

• relationships

• others’ well-being

Achievement

Nurturing

Japan

USA

Sweden

China

Chile

France

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Increasing surface-level diversity

• Also associated with some deep-level diversity

(e.g. racial differences in individualism)

Regional differences in deep-level diversity

• e.g. openness to experience, neuroticism,

collectivism

• Regional variations likely caused by:

- local institutions (schools, religion)

- physical environment

- migration

Cultural Diversity within theUnited States

Individual Behavior,

Personality, and

Values