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Individual Behavior, Values, and Personality

This document provides an overview of key concepts related to individual behavior, values, and personality in organizations. It introduces the MARS model of individual behavior which considers motivation, ability, role perceptions, and situational factors. It also discusses the Big Five personality dimensions (OCEAN), values in the workplace and across cultures using Hofstede's dimensions. Finally, it covers ethical values and ways to support ethical behavior in organizations.

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44 views

Individual Behavior, Values, and Personality

This document provides an overview of key concepts related to individual behavior, values, and personality in organizations. It introduces the MARS model of individual behavior which considers motivation, ability, role perceptions, and situational factors. It also discusses the Big Five personality dimensions (OCEAN), values in the workplace and across cultures using Hofstede's dimensions. Finally, it covers ethical values and ways to support ethical behavior in organizations.

Uploaded by

walker
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Individual Behavior,

Values, and
Personality
Chapter 2

Learning Objectives

MARS model of individual behavior


Five types of behaviors in organizations
Big Five personality dimensions (OCEAN)
Values in the workplace
Values across cultures (Hofstedes culture
dimensions)
Ethical values

MARS Model of Individual


Behavior
Role
Perceptions

Personality
Values

Motivation

Individual
Behavior
and Results

Perceptions
Emotions
Attitudes
Stress

Ability
Situational
Factors

Motivation
Internal forces that affect a persons
voluntary choice of behavior
Direction
Intensity
Persistence
M

R
B&R

Ability
Natural and learned aptitudes, skills, knowledge,
and other personal characteristics required for task
completion and superior performance
Person-job matching

Select qualified people


Training
Redesign the job

R
B&R

Role Perceptions
What tasks to perform
Relative importance of tasks
Preferred behaviors to accomplish tasks
M

R
B&R

Situational Factors
Environmental conditions beyond the individuals
short-term control that constrain or facilitate
behavior
Time
People
Budget
Work facilities
Consumer preferences

R
B&R

MARS Model of Individual


Behavior
Role
Perceptions

Personality
Values

Motivation

Individual
Behavior
and Results

Perceptions
Emotions
Attitudes
Stress

Ability
Situational
Factors

Personality
Relatively stable pattern of thoughts, emotions,
and behaviors that characterize a person, along
with the psychological processes behind those
characteristics

Heredity
Genes

Situation
Situation

Constraints

Environment
Learned

Big Five personality


dimensions - OCEAN
Openness to Experience

Sensitive, flexible

Conscientiousness

Careful, dependable

Extroversion

Outgoing, talkative

Agreeableness

Courteous, caring

Neuroticism

Anxious, hostile

OCEAN and Performance

Conscientiousness

Strongest personality predictors of performance

Extroversion

Social interaction and persuasion


Sales and management performance

Agreeableness

Cooperation and helpfulness


Teams, customer relations, conflict-handling
situations

Openness to experience

Higher creativity and adaptability to change

Big Five Personality Traits


Openness to experience
It captures ones range of interests and fascination with novelty. It
characterizes someone who is imaginative, sensitive, and curious.
Openness to experience predicts performance in training.

Conscientiousness
It captures ones reliability. It describes someone who is
responsible, dependable, persistent, and organized.
Conscientiousness predicts performance in almost all
occupations/jobs. It predicts performance in training, level of job
knowledge, and organizational citizenship behaviors.

Extroversion
It captures ones comfort level with relationships. It describes
someone who is sociable, gregarious, and assertive.
Extroverts tend to perform better in managerial and sales
positions.

Big Five Personality Traits


Agreeableness
It refers to an individuals propensity to defer to others. Highly
agreeable persons are cooperative, warm, and trusting.

Neuroticism (opposite to Emotional stability)


It taps a persons ability to withstand stress. A emotionally
stable person tends to be calm, self-confident, and secure.
Research did not suggest a significant relationship between
emotional stability and performance.

MARS model of individual


behavior
Role
Perceptions

Personality
Values

Motivation

Individual
Behavior
and Results

Perceptions
Emotions
Attitudes
Stress

Ability
Situational
Factors

Values in the Workplace


Stable, evaluative beliefs that guide our preferences
Define right or wrong, good or bad
Value system: hierarchy of values
Values are important because:

Ethical values (define good and bad)


Guide employee behavior (in ambiguous situations)
Globalization raises awareness of values differences

An example of value system


Independence
Leisure

Status
Justice
Trust

Love

Friendship

Peace
Honesty

Health

Family

Happiness
Knowledge
Wealth
Responsibility

Freedom

Excitement
Customs

Equality

Espoused vs. Enacted


Values
Espoused: the values we say we use and often
think we use
Enacted: the values we actually rely on to guide
our decisions and actions

Values Congruence

Compatibility of value systems

Person-organization

Espouse-enacted values congruence

Organization-society values congruence

Problems of incongruence
Incompatible decisions
Lower satisfaction and commitment
Increased stress and turnover

Benefits of (some) incongruence


Better decision making (diverse values)
Enhanced problem definition

Value across Cultures


(Hofstedes Culture
Dimensions)

Individualism and collectivism


Power distance
Uncertainty avoidance
Achievement-nurturing orientation

Video clip
Mr. Baseball (1992)
Jack, a fading American baseball player, is
traded to a Japanese team
In this scene, he is having lunch with a
Japanese family
Look for the cultural errors Jack makes in
this brief scene

Power Distance
The degree to which people accept an
unequal distribution of power in society
High
Accept and value
unequal power

Low
Expect relatively
equal power sharing

Value obedience to
authority,
comfortable
receiving
commands from
superiors

Value consultation,
view hierarchical
relationship as
interdependent

Uncertainty Avoidance
The degree that people tolerate ambiguity or feel
threatened by ambiguity and uncertainty
High

Low

Value structured
situations, clearly
documented conduct

Prefer unstructured
situations

Prefer direct
communications

Prefer indirect
communications

Achievement versus
Nurturing
Competitive versus cooperative view of
relations with other people
Achievement
Value
assertiveness,
competitiveness,
and materialism

Nurturing
Value human
interactions,
relationships and wellbeing of others

Quantity (money
Quality of life (welfare)
and material goods)

Individualism versus
Collectivism
The degree to which people prefer to act as
individuals versus as members of groups
Individualism
Personal freedom, selfsufficiency, control,
private space

Collectivism
Group membership,
group interest

Independence, personal Duty to groups, group


uniqueness
harmony

Three Ethical Principles


Utilitarianism
Individual
Rights
Distributive
Justice

Greatest good for the greatest


number of people
Fundamental entitlements
in society
People who are similar should
receive similar benefits

Supporting Ethical Behavior


Ethical code of conduct
Establishes standards of behavior

Ethics training
Awareness and clarification of ethics code
Practice resolving ethical dilemmas

Ethics hotline or officers


Educate and counsel; report wrongdoing

Leadership and culture


Demonstrate integrity and role model ethical conduct

Preparation of Next Class


Read Chapter 3
Read West Indian Yacht Club Case

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