School of Business

Master of Business Administration

BMGT675 Organizational Behavior

Chapter 5
Personality and Values

Fall 2020-2021
Copyright © 2017 Pearson Education, Ltd.
1-1
 Learning Objectives
 Describe personality, the way it is measured, and the factors
that shape it.
 Describe the strengths and weaknesses of the Myers-Briggs
Type Indicator (MBTI) personality framework and the Big Five
model.
 Discuss how the concepts of core self-evaluation (CSE), self-
monitoring, and proactive personality contribute to the
understanding of personality.
 Describe how the situation affects whether personality predicts
behavior.
 Contrast terminal and instrumental values.
 Describe the differences between person-job fit and person-
organization fit.
 Compare Hofstede’s five value dimensions and the GLOBE
framework. Copyright © 2017 Pearson Education, Ltd.
5-2
LO 1
Describe Personality, the Way It Is
Measured, and the Factors that Shape It
Defining Personality
 Personality is a dynamic concept describing
the growth and development of a person’s
whole psychological system.
 The sum total of ways in which an individual
reacts to and interacts with others.

Copyright © 2017 Pearson Education, Ltd.

5-3
LO 1
Describe Personality, the Way It Is
Measured, and the Factors that Shape It
Measuring Personality
 Managers need to know how to measure
personality.
Personality tests are useful in hiring decisions
and help managers forecast who is best for a
job.
 The most common means of measuring
personality is through self-report surveys.

Copyright © 2017 Pearson Education, Ltd.

5-4
LO 1
Describe Personality, the Way It Is
Measured, and the Factors that Shape It
Personality Determinants
 Is personality the result of heredity or
environment?
 Heredity refers to those factors that were
determined at conception.
The heredity approach argues that the
ultimate explanation of an individual’s
personality is the molecular structure of the
genes, located in the chromosomes.

Copyright © 2017 Pearson Education, Ltd.

5-5
LO 1
Describe Personality, the Way It Is
Measured, and the Factors that Shape It

Early research tried to identify and label

enduring personality characteristics.
 Shy, aggressive, submissive, lazy, ambitious,
loyal, and timid.
These are personality traits.

Copyright © 2017 Pearson Education, Ltd.

5-6
LO 2
Strengths and Weakness of
the MBTI and Big Five Model
The most widely used personality framework is
the Myers-Briggs Type Indicator (MBTI).
Individuals are classified as:
 Extroverted or Introverted (E or I)
 Sensing or Intuitive (S or N)
 Thinking or Feeling (T or F)
 Perceiving or Judging (P or J)
INTJs are visionaries.
ESTJs are organizers.
ENTPs are conceptualizers.
Copyright © 2017 Pearson Education, Ltd.
5-7
LO 2
Strengths and Weakness of
the MBTI and Big Five Model
The Big Five Model
 Extraversion
 Agreeableness
 Conscientiousness
 Emotional stability
 Openness to experience

Copyright © 2017 Pearson Education, Ltd.

5-8
LO 2
Strengths and Weakness of
the MBTI and Big Five Model

Copyright © 2017 Pearson Education, Ltd.

5-9
LO 2 Strengths and Weakness of
the MBTI and Big Five Model

Copyright © 2017 Pearson Education, Ltd.

5-10
LO 2
Strengths and Weakness of
the MBTI and Big Five Model
The Dark Triad Machiavellianism: the degree to
which an individual is pragmatic, maintains
emotional distance, and believes that ends can
justify means.
Narcissism: the tendency to be arrogant, have a
grandiose sense of self-importance, require
excessive admiration, and have a sense of
entitlement.
Psychopathy: the tendency for a lack of concern for
others and a lack of guilt or remorse when their
actions cause harm.
Copyright © 2017 Pearson Education, Ltd.
5-11
LO 2
Strengths and Weakness of
the MBTI and Big Five Model
An emerging framework to study dark side
traits:
 First, antisocial people are indifferent and
callous toward others.
 Second, borderline people have low self-
esteem and high uncertainty.

Copyright © 2017 Pearson Education, Ltd.

5-12
LO 2
Strengths and Weakness of
the MBTI and Big Five Model
 Third, schizotypal individuals are eccentric and
disorganized.
 Fourth, obsessive compulsive people are
perfectionists and can be stubborn, yet they
attend to details, carry a strong work ethic, and
may be motivated by achievement.
 Fifth, avoidant individuals feel inadequate and
hate criticism.

Copyright © 2017 Pearson Education, Ltd.

5-13
LO 3 CSE, Self-Monitoring, and
Proactive Personality
Other Personality Traits Relevant to OB
 Core Self-Evaluation: bottom line
conclusions individuals have about their
capabilities, competence, and worth as a
person.
 Self-Monitoring: measures an individual’s
ability to adjust his or her behavior to external,
situational factors.
 Proactive Personality: people who identify
opportunities, show initiative, take action, and
persevere until meaningful change occurs.

Copyright © 2017 Pearson Education, Ltd.

5-14
LO 4 The Situation, Personality,
and Behavior
Situation strength theory: indicates that
the way personality translates into behavior
depends on the strength of the situation.
 The degree to which norms, cues, or
standards dictate appropriate behavior.
Clarity
Consistency
Constraints
Consequences
Copyright © 2017 Pearson Education, Ltd.
5-15
LO 4 The Situation, Personality,
and Behavior

Copyright © 2017 Pearson Education, Ltd.

5-16
LO 5 Contrast Terminal and
Instrumental Values
Values: basic convictions about what is right,
good, or desirable.
 Value system: ranks values in terms of
intensity.
The Importance and Organization of Values
 Values:
Lay the foundation for understanding of
attitudes and motivation.
Influence attitudes and behaviors.
Copyright © 2017 Pearson Education, Ltd.
5-17
LO 5 Contrast Terminal and
Instrumental Values
Terminal vs. Instrumental Values
 Terminal values: desirable end-states of
existence.
 Instrumental values: preferred modes of
behavior or means of achieving terminal
values.

Copyright © 2017 Pearson Education, Ltd.

5-18
LO 5
Contrast Terminal and
Instrumental Values

Copyright © 2017 Pearson Education, Ltd.

5-19
LO 6 Person-Job Fit vs.
Person-Organization Fit

Copyright © 2017 Pearson Education, Ltd.

5-20
LO 6 Person-Job Fit vs.
Person-Organization Fit
Person-Organization Fit
 People high on extraversion fit well with
aggressive and team-oriented cultures.
 People high on agreeableness match up
better with a supportive organizational
climate than one focused on aggressiveness.
 People high on openness to experience fit
better in organizations that emphasize
innovation rather than standardization.

Copyright © 2017 Pearson Education, Ltd.

5-21
LO 6 Person-Job Fit vs.
Person-Organization Fit
Other Dimensions of Fit
Although person-job fit and person-organization
fit are considered the most salient dimensions
for workplace outcomes, other avenues of fit are
worth examining.
Person-group fit
Person-supervisor fit

Copyright © 2017 Pearson Education, Ltd.

5-22
LO 7 Hofstede’s Five Value
Dimensions and GLOBE
Hofstede’s Framework
 Power distance
 Individualism versus collectivism
 Masculinity versus femininity
 Uncertainty avoidance
 Long-term versus short-term orientation

Copyright © 2017 Pearson Education, Ltd.

5-23
LO 7 Hofstede’s Five Value
Dimensions and GLOBE
The GLOBE Framework for Assessing Culture
 The Global Leadership and Organizational
Behavior Effectiveness (GLOBE) research
program updated Hofstede’s research.
Data from 825 organizations and 62
countries.
Used variables similar to Hofstede’s.
Added some news ones.

Copyright © 2017 Pearson Education, Ltd.

5-24
 Implications for Managers
Consider screening job candidates for high
conscientiousness—as well as the other Big
Five traits—depending on the criteria your
organization finds most important. Other
aspects, such as core self-evaluation or
narcissism, may be relevant in certain
situations.
Although the MBTI has faults, you can use it for
training and development; to help employees
better understand each other, open up
communication in work groups, and possibly
reduce conflicts.
Copyright © 2017 Pearson Education, Ltd.
5-25
 Implications for Managers
Evaluate jobs, work groups, and your
organization to determine the optimal
personality fit.
Take into account employees' situational factors
when evaluating their observable personality
traits, and lower the situation strength, to better
ascertain personality characteristics.
The more you consider people’s different
cultures, the better you will be able to determine
their work behavior and create a positive
organizational climate that performs well.

Copyright © 2017 Pearson Education, Ltd.

5-26