Chapter 4 Personality Factors 1
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Chapter 4
Personality Factors
1
Learning Objectives
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1 Describe personality, the way it is measured, and the factors that shape it.
2Describe the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI) personality
framework and the Big Five Model.
3Discuss how the concepts of core self-evaluation (CSE), self-monitoring, and proactive
personality contribute to the understanding of personality.
4 Describe how the situation affects whether personality predicts behavior.
5 Contrast terminal and instrumental values.
6 Describe the differences between person–job fit and person–organization fit.
7 Compare Hofstede’s five value dimensions and the GLOBE framework.
Personality
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Personality
The sum total of ways in which an individual reacts to and interacts with others.
Personality Traits
Enduring characteristics that describe an individual’s behavior.
Personality
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Assessing Personality
Through using personality tests.
♣ What to assess?
The availability of personality traits
♣ Why?
Personality tests are useful in hiring decisions and help managers forecast who is best for a job.
Personality
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Measuring Personality
1 Self Report Surveys
2Observer Rating
Surveys
The most common method
Provide an independent assessment of personality – often better
predictors
Potential problems: the influence of the test - accuracy – culture influence … etc.
Why it is better predictors?
What are the benefits of using both methods?
Personality
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Personality Determinants
1 HeredityFactors determined at conception; one’s biological, physiological, andinherent psychological makeup.
2 Environment Through observing – learning – experience … etc.
Physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes,energy level, and bio-rhythms (genes are the source of personality)
There is some personality change over long time periods
Why it is important to consider both?
Personality Frameworks
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The Myers – Briggs Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16 personality types using 100 questions
The most widely-used instrument in the world
Each of the sixteen possible combinations has a name
Personality Frameworks
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The Myers – Briggs Indicator (MBTI)
1Extraverted (E) vs.
Introverted (I)• Extraverted individuals are outgoing, sociable, and assertive.
• Introverts are quiet and shy.
2Sensing (S) vs.
Intuitive (N)
• Sensing types are practical and prefer routine and order, and theyfocus on details.
• Intuitive rely on unconscious processes and look at the “bigpicture.”
3Thinking (T) vs.Feeling (F)
• Thinking types use reason and logic to handle problems.
• Feeling types rely on their personal values and emotions.
4Judging (J) vs.Perceiving (P)
• Judging types want control and prefer order and structure.
• Perceiving types are flexible and spontaneous.
Personality Frameworks
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The Myers – Briggs Indicator (MBTI)
♣ It is not a valid measure of personality.
♣One problem with the MBTI is that the model forces a person into one type or another; that is,you’re either introverted or extraverted. There is no in-between.
♣ Still it is a good tool for increasing self awareness.
Personality Frameworks
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The Big Five Personality Model
A personality assessment model that taps five basic dimensions
Conscientiousness
+ + + High Low - - -
The number of goals on which a person focuses (Responsible, dependable, persistent, and organized)
Higher performance – Enhanced leadership – Greater longevity
Personality Frameworks
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The Big Five Personality Model
Emotional Stability
+ + + More Less- - -
Less moodiness and insecurity (Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative)
High job & life satisfaction – Lower stress level
Extraversion
+ + + Extraversion Introversion - - -
The quality of being comfortable with relationships (Sociable, gregarious, and assertive)
Higher performance – Enhanced leadership – Higher job & life satisfaction
Personality Frameworks
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The Big Five Personality Model
Openness to
experience
+ + + More Less - - -
The capacity to entertain new ideas and to change as a result of new information (Curious, imaginative, artistic, and sensitive)
Training performance – Enhanced leadership – More adaptable to change
Agreeableness
+ + + High Low - - -
The ability to get along with others (Good-natured, cooperative, and trusting)
Higher performance – Lower levels of deviant behavior
Personality Frameworks
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The Dark Triad
A constellation of negative personality traits consisting of Machiavellianism, narcissism, and psychopathy.
MachiavellianismThe degree to which an individual is pragmatic,
maintains emotional distance, and believes that
ends can justify means.
NarcissismThe tendency to be arrogant, have a grandiose
sense of self importance, require excessive
admiration, and have a sense of entitlement.
PsychopathyThe tendency for a lack of concern for others and
a lack of guilt or remorse when actions cause
harm.
Like to win more often
Less effective in their
jobs
Use of hard influence
tactics and bullying
work behavior
Personality Frameworks
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The Dark Triad (Emerging Framework Based on the Big Five Model)
1 Antisocial
2 Borderline
3 Schizotypal
4 Obsessive - Compulsive
5 Avoidant
People who are indifferent and callous toward others
People who have low self-esteem and high uncertainty
People who are eccentric and disorganized
People who are perfectionists and can be stubborn
Peoples who feel inadequate and hate criticism
Other Personality Attributes Relevant to
OB
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Core Self-Evaluation
(CSE)
The degree to which people like or dislike themselves (positive vs. negative
core self evaluation)
Self-MonitoringA personality trait that measures an individual’s ability to adjust his or her
behavior to external, situational factors.
Proactive PersonalityPeople who identify opportunities, show initiative, take action, and
persevere until meaningful change occurs
Higher job performance
More likely to become leaders
Creates positive change in the environment
Personality and Situations
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Situation Strength Theory
A theory indicating that the way personality translates into behavior depends on the strength of the
situation.
Components of Situation Strength
1 Clarity 2 Consistency
3 Constraints 4 Consequences
Organizational
Situations
Organizations are, by definition, strong situations because they impose
rules, norms, and standards that govern behavior.
Personality and Situations
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Trait Activation Theory
A theory that predicts that some situations, events, or interventions “activate” a trait more than others.
Values
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Values
Basic convictions that a 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.
Attributes of Values
Values contain a judgmental element
1 Content Attribute
2 Intensity Attribute
The content attribute says a mode of conduct or end-state ofexistence (the output) is important.
The intensity attribute specifies how important it is.
Values
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Value System
A hierarchy based on a ranking of an individual’s values in terms of their intensity.
Tends to be relatively constant and consistent
Why???
Values
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The Importance of Values
1 Provide understanding of the attitudes, motivation, and behaviors
2 Influence our perception of the world around us
3 Represent interpretations of “right” and “wrong”
4 Imply that some behaviors or outcomes are preferred over others
Values
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Terminal versus Instrumental Values “Milton Rokeach Value Survey”
1 Terminal Values
2 Instrumental Values
Desirable end-states of existence; the goals that a person wouldlike to achieve during his or her lifetime
Preferable modes of behavior or means of achieving one’sterminal values
Values
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Generational Values
Values are different from one generation to another
Cohort Entered Workforce Approximate Current Age
Dominant Work Values
Veterans 1950-1964 65+ Hard working, conservative, conforming; loyalty tothe organization
Boomers 1965-1985 40-60s Success, achievement, ambition, dislike ofauthority; loyalty to career
Xers 1985-2000 20-40s Work/life balance, team-oriented, dislike of rules;loyalty to relationships
Nexters 2000-Present Under 30 Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships
Linking an Individual’s Personality and
Values to the Workplace
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Personality - Job Fit Theory
A theory that identifies six personality types and proposes that the fit between personality type and
occupational environment determines satisfaction and turnover
John Holland’s Personality - Job Fit Theory
Vocational Preference Inventory (VPI)
1 Realistic 2 Social
3 Investigative 4 Enterprising
3 Artistic 4 Conventional
Linking an Individual’s Personality and
Values to the Workplace
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John Holland’s Personality - Job Fit Theory
Vocational Preference Inventory (VPI)
1 There appear to be intrinsic differences in personality between people.
2 There are different types of jobs.
3People in jobs congruent with their personality should be more satisfied and have lowerturnover.
Linking an Individual’s Personality and
Values to the Workplace
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Person – Organization Fit Theory
The extent that 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.
Linking an Individual’s Personality and
Values to the Workplace
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Other Dimensions of Fit
1 person–group fit
2 person–supervisor fit.
Cultural Values
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Hofstede’s Framework for Assessing Cultures
1 Power DistanceThe extent to which a society accepts that power in institutions
and organizations is distributed unequally
Relatively equal power between those with
status / wealth and those without status /
wealth
Low Distance
Extremely unequal power distribution between
those with status / wealth and those without
status / wealth
High Distance
Cross cultural assessing tool
Contains Five Dimensions
Cultural Values
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Hofstede’s Framework for Assessing Cultures
2 Individualism vs. Collectivism
The degree to which people prefer to act as
individuals rather than as members of groups
Individualism
A tight social framework in which people
expect others in groups of which they are a
part to look after them and protect them
Collectivism
3 Masculinity vs. Femininity
The extent to which the society values work
roles of achievement, power, control, also
assertiveness and materialism are also valued
Masculinity
The extent to which there is little
differentiation between roles for men and
women
Femininity
Cultural Values
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Hofstede’s Framework for Assessing Cultures
4 Uncertainty Avoidance
Society does not like ambiguous situations
and tries to avoid them
High Uncertainty Avoidance
Society does not mind ambiguous situations
and embraces them
Low Uncertainty Avoidance
5 Long-term Orientation vs. Short-term Orientation
A national culture attribute that emphasizes
the future, thrift, and persistence
Long-term Orientation
A national culture attribute that emphasizes
the present and the here-and-now
Short-term Orientation
The extent to which a society feels threatened by uncertain and
ambiguous situations and tries to avoid them
Cultural Values
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The GLOBE Framework
Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program
Nine dimensions of national culture
How much society rewards people for being
altruistic, generous, and kind
Human Orientation
How much society encourages and rewards
performance improvement and excellence
Performance Orientation
power distance – individualism / collectivism - uncertainty avoidance - gender differentiation (similar to masculinity versus femininity) - future orientation (similar to long-term versus short-term orientation)
(resemble the Hofstede dimensions)
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