McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved.

2
Individual Behavior, Values,
and Personality
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-2
Engagement at Owens Corning
Owens Corning is making
employee engagement a
cornerstone of its
business strategy to
become a world-class
organization.
Reprinted with permission of Owens Corning. All rights reserved
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-3
Employee Engagement Defined
The employees emotional
and cognitive (rational)
motivation, ability to perform
the job, clear understanding
of the organizations vision
and his/her specific role in
that vision, and a belief that
he/she has the resources to
get the job done
Reprinted with permission of Owens Corning. All rights reserved
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-4
Individual
Behavior
and Results
Role
Perceptions
Situational
Factors
Motivation
Ability
Values
Personality
Perceptions
Emotions
Attitudes
Stress
MARS Model of Individual Behavior
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-5
M
A
R
S
BAR
Employee Motivation
Internal forces that affect a persons voluntary
choice of behavior. Motivational elements are:
direction
intensity
persistence
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-6
M
A
R
S
BAR
Employee Ability
Natural aptitudes (natural talents) and
learned capabilities (skills and knowledge)
required to successfully complete a task
competencies personal characteristics that
lead to superior performance
person job matching
selecting the best
training & developing
redesigning jobs

McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-7
M
A
R
S
BAR
Employee 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
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-8
M
A
R
S
BAR
Situational Factors
Environmental conditions beyond the
individuals short-term control that constrain or
facilitate behavior. Controllable factors are:
time
people
budget
work facilities
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-9
Organizational
Citizenship
Performance beyond the required
job duties
Task
Performance
Goal-directed behaviors under
persons control
more
Types of Behavior in Organizations
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-10
Maintaining Work
Attendance
Attending work at required times
Joining/staying
with the
Organization
Goal-directed behaviors under
persons control
Types of Behavior in Organizations
Counterproductive
Work Behaviors
Voluntary behavior that potentially
harms the organization
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-11
Values in the Workplace

Values are stable, evaluative beliefs that guide our
preferences for outcomes. A value is a principle, a
standard, or a quality considered worthwhile or
desirable.
They define the right or wrong, good or bad
Value system -- hierarchy of values
Espoused vs. Enacted values:
Espoused -- the values we say we use and often think we
use
Enacted -- values we actually rely on to guide our decisions
and actions
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-12
Three Categories of Values
Personal values define who an individual is. They serve
as guides in handling situations and interacting with
others.
Organizational values are the standards that guide an
individual's behavior in a professional context. They
define how an individual accomplishes work, interacts in
professional situations, and how he makes decisions
relative to his job/career.
Cultural values are standards that guide how a person
relates meaningfully to others in different social
situations.
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-13
Schwartzs Values Model
Conservation
Self-enhancement
Self-transcendence
Openness
to Change
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-14
Values and Behavior
Habitual behavior tends to be consistent with our
values, but our everyday conscious decisions and
actions apply our values much less consistently.
Decisions and behaviors linked to values when:43
1. Mindful and conscious of our values
2. Have logical reasons to apply values in that situation
3. Situation does not interfere
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-15
Values Congruence at Coles
More than 2,300 Coles
employees across all levels
participated in 203 focus
groups around the country.
Their objective: to identify a
set of values for Australias
second largest retailer that
would be congruent with their
personal values.
Armen Dueschian/Newspix
Integrity -- Respect/recognition -- Passion for excellence -- Working together
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-16
Values Congruence
Values congruence -- where two
or more entities have similar value
systems
Problems with incongruence
Incompatible decisions
Lower satisfaction and
commitment
Increased stress and turnover
Benefits of (some) incongruence
Better decision making (diverse
values)
Enhanced problem definition
Prevents corporate cults
Armen Dueschian/Newspix
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-17
Individualism- Collectivism
Peru
Chile
Italy
Nigeria
India
United States
Japan
Egypt
Korea
France
PR China
Portugal
Mexico
Hong Kong
Taiwan
C
o
l
l
e
c
t
i
v
i
s
m

High
Low
Individualism
High
Low
Australia
Hungary
New
Zealand
Singapore
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-18
Power Distance
The degree that
people accept an
unequal distribution
of power in society
Japan
Israel
Denmark
Venezuela
High Power Distance
Malaysia
Low Power Distance
U.S.
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-19
Uncertainty Avoidance
High U. A.
Low U. A.
Japan
Greece
U.S.
The degree that people
tolerate ambiguity (low) or
feel threatened by
ambiguity and uncertainty
(high uncertainty
avoidance).
Italy
Singapore
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-20
Achievement-Nurturing
Achievement
Nurturing
Japan
U.S.
Sweden
The degree that people
value assertiveness,
competitiveness, and
materialism (achievement)
versus relationships and
well-being of others
(nurturing)
China
Chile
France
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-21
Ethics
Ethics is a system of moral values that govern a
person's conduct. Values and ethics, together,
define a person
Ethics refers to the study of moral principles or
values that determine whether actions are right
or wrong and outcomes are good or bad.
People rely on ethical values to determine the
right thing to do.
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-22
Utilitarianism
Individual
Rights
Greatest good for the greatest
number of people
Fundamental entitlements
in society
Distributive
Justice
People who are similar should
receive similar benefits
Three Ethical Principles
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-23
Influences on Ethical Conduct
Moral intensity
degree to which an issue demands the application of
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
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-24
Supporting Ethical Behavior
Ethical code of conduct
Establishes standards of behavior
Problem: Limited effect alone on ethical behavior
Ethics training
Awareness and clarification of ethics code
Practice resolving ethical dilemmas
Ethics officers
Educate and counsel; hear about wrongdoing
Ethical leadership and culture
Demonstrate integrity and role model ethical conduct
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-25
Defining Personality
Relatively stable pattern of behaviors
and consistent internal states that
explain a person's behavioral
tendencies
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-26
Big Five Personality Dimensions
Outgoing, talkative, sociable, assertive
Sensitive, flexible, creative, curious
Careful, dependable, self-disciplined
Courteous, caring, good-natured
Anxious, hostile, depressed
Extroversion
Openness to Experience
Conscientiousness
Agreeableness
Neuroticism
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-27
Myers-Briggs Type Indicator
Extroversion Introversion
vs.
Sensing Intuition
vs.
Thinking Feeling
vs.
Judging Perceiving
vs.
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-28
Locus of Control and Self-Monitoring
Locus of control
Internal beliefs in ones effort and ability
External beliefs events are mainly due to external
causes
Self-monitoring personality
Sensitivity to situational cues, and ability to adapt your
behavior to that situation
McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 2-29
Hollands Occupational Choice Theory
Career success depends on fit between the person and
work environment
Holland identifies six themes
Represent work environment and personality
traits/interests
A person aligned mainly with one theme is highly
differentiated
A person has high consistency when preferences relate
to adjacent themes
McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved.
2
Individual Behavior, Values,
and Personality