Topic 2:

Individual level OB:

Individual Behavior,
Personality, and Values

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MARS Model of Individual Behavior
Values
Values
(stable
(stablebeliefs) Motivation
Motivation Situational
beliefs)
-direction
Situational
-direction (goal)
(goal) factors
-intensity factors
Personality
Personality -intensity (effort)
(effort)
(stable:
(stable:thoughts,
thoughts, -persistence
-persistence
emotion,
emotion,behavior)
behavior)
Individual
Individual
Perceptions
Perceptions Ability
Ability behavior
behavior and and
-natural
-natural aptitude
aptitude
-learned
-learned capabilities
capabilities
results
results
Emotions
Emotions

Attitudes
Attitudes Role
Role
Stress
Stress perceptions
perceptions
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(M) = Employee Motivation

 The forces within a person that affect his/her

direction, intensity, and persistence of
voluntary behavior.

• Direction (goal-directed)
• Intensity (effort)
• Persistence (never give up) S
S
M
M
A
A BAR
BAR
R
R

2-3
(A) = Employee Ability
 Natural aptitudes (natural talent) and
Learned capabilities (skills and knowledge obtained)
required to successfully complete a task

 Competencies  personal characteristics that

lead to superior performance

S
S
 Person-Job matching strategies M
M
• Selection
A
A BAR
BAR
• Training/Development
R
R
• Job redesign
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(R) = 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 S
S
M
M
A
A BAR
BAR

R
R

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(S) = Situational Factors

 Environmental conditions beyond the

individual’s short-term control that constrain
or facilitate behavior
• time
• people
• budget
• work facilities S
S
M
M
A
A BAR
BAR
R
R

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Personality

 Definition: Relatively enduring (stable)

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

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Nature vs. Nurture of Personality
 Influenced by Nature (genetic, hereditary)
• Heredity explains about 50 percent of behavioral
tendencies and 30 percent of temperament
(natural tendency)
• Minnesota studies – twins had similar behaviour
patterns
 Influenced by Nurture (environment)
• Socialization, life experiences, learning also affect
personality
• Personality isn’t stable at birth
• Stabilizes after the age of 30 (some authors: 50)

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1. Five-Factor Personality Model
(CANOE)

Conscientiousness
Conscientiousness Hardworking, careful, dependable

Agreeableness
Agreeableness Courteous, good-natured, caring

Neuroticism
Neuroticism Anxious, depressed, hostile

Openness
Openness to
to Experience
Experience Imaginative, creative, curious

Extroversion
Extroversion Outgoing, talkative, sociable

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Five-Factor Personality and
Organizational Behavior
 Conscientiousness and emotional stability
• Strongest personality predictors of performance
 Extroversion
• Linked to sales and managerial 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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Values Across Cultures:
(1) Individualism and (2)
Collectivism
 Degree that people value:
• Independence/personal uniqueness (individualism)
• Duty to their group (collectivism)

 Previously considered opposites, but

unrelated -- i.e. possible to value high
individualism and high collectivism

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Individualism
High Individualism
The degree to which people
U.S.
value personal freedom,
Italy self-sufficiency, control over
India
themselves, being
appreciated for unique
Denmark qualities

Taiwan

Low Individualism
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Collectivism
High Collectivism
The degree to which people
value their group membership
Italy and harmonious relationships
Taiwan
within the group

India

Denmark

U.S.

Low Collectivism
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 (3) Power Distance
High Power Distance  High power distance
Malaysia • Value obedience to authority
Venezuela • Comfortable receiving
commands from superiors
• Prefer formal rules and authority
Japan to resolve conflicts

U.S.  Low power distance

• Expect relatively equal power
Denmark
Israel sharing
• View relationship with boss as
Low Power Distance interdependence, not
dependence
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 (4) Uncertainty Avoidance
High U. A.
 High uncertainty avoidance
Greece
Japan • feel threatened by ambiguity and
uncertainty
Italy • value clear rules, structured situations
and direct communication

U.S.

 Low uncertainty avoidance

Singapore
• tolerate ambiguity and uncertainty

Low U. A.
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(5) Achievement-Nurturing
Achievement
 High achievement orientation
Japan
• competitiveness
• assertiveness
China • Materialism
U.S.

France
Chile
 High nurturing orientation
Sweden • relationships
• well-being of others
Nurturing
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Three Ethical Principles

Question: How to determine if something is right/wrong?

Greatest good for the greatest number

Utilitarianism of people

Individual Fundamental entitlements (rights)

Rights in society (freedom of movement, freedom of speech, etc)

Distributive People who are similar should receive

Justice similar benefits

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How to Support Ethical Behavior in
an organization?
 Ethical code of conduct
 Ethics training
 Ethics hotlines
 Ethical leadership
 Ethical culture

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