Chapter 2 Individual Behavior, Personality, and Values

MARS Model: Ability

Aptitudes and learned capabilities required to successfully complete a task
Person-job matching
Selecting
Developing
Redesigning

MARS Model: Role Perceptions

Understand the job duties expected of us
Role perceptions are clearer when we understand:
Our tasks or accountable consequences
Task and performance priorities
Preferred behaviors and procedures
Benefits of clear role perceptions
More proficient job perfo

MARS Model: Situational Factors

Conditions beyond person's short-term control that constrain or facilitate behavior
Constraints - time, budget, facilities, etc.
Cues - e.g. signs warning of nearby hazards

Individual Behavior: Task performance

Voluntary goal-directed behaviors
Support firm's objectives
Three types of performance
Proficient
Adaptive
Proactive

Individual Behavior: Organizational citizenship

Cooperation with or helpfulness to others, supporting work context
Directed toward individuals and organization
Not necessarily discretionary (i.e. may be job requirement)

Individual Behavior: Counterproductive work behaviors

Voluntary behaviors that may harm the organization

Individual Behavior: Joining and staying with the organization

Human capital is the main source of competitive advantage. Keeping employees normally is better than letting people go because of the knowledge those people take with them

Maintaining work attendance

Absences due mainly to situation and motivation
Presenteeism - attending scheduled work during significantly reduced capacity (illness etc.)

Personality in Organizations

Personality: relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics
Personality traits
Clusters of internally-caused behavior tendencies
Situation su

Nature Versus Nurture of Personality

Influenced by nature
Heredity explains about 50 percent of behavioral tendencies
Influenced by nurture
Socialization, learning
Personality stabilizes in young adulthood
Self-concept gets clearer, more stable with age usually by 30
Executive function regul

Five-Factor Personality Model (CANOE)

Five-Factor Personality and Individual Behavior

Jungian Personality Theory

Swiss psychiatrist Carl Jung
Model includes preferences for perceiving the environment and obtaining and processing information
Myers-Briggs Type Indicator (MBTI)
Measures Jungian types
Most widely used personality test in business
Good for self-awareness

Jungian and Myers-Briggs Types

Values in the Workplace

Stable, evaluative beliefs that guide our preferences
Define right and wrong, good and bad: what we "ought" to do
Direct our motivation, potentially decisions and behavior
Value system: hierarchy of values
Compared with personality, values are:
Evaluative

Schwartz's Values Model Chart

Schwartz's Values Model

57 values clustered into 10 categories, further clustered into four quadrants
Openness to change
-Motivated to pursue innovative ways
Conservation
-Motivated to preserve the status quo
Self-enhancement
-Motivated by self-interest
Self-transcendence
-Motiv

Personal Values and Behavior

How personal values influence decisions and behavior:
1. Affect the relative attractiveness of choices
2. Frame perceptions
3. Act consistently with self-concept and public image
Why personal values fail to influence decisions and behavior:
-Situation�int

Values Congruence

Similarity of a person's values hierarchy to another source
Importance of values congruence
-Team values congruence�higher team cohesion and performance
-Person-organization values congruence�higher job satisfaction, loyalty, and organizational citizenshi

Ethical Values and Behavior

Ethics: study of moral principles and values, whether actions are right or wrong, outcomes are good or bad
Three ethical principles
-Utilitarianism - greatest good for the greatest number
-Individual rights - everyone has same natural rights
-Distributive

Influences on Ethical Conduct: Moral intensity

Degree an issue demands application of ethical principles (routine tasks don't require demand because it has been evaluated once and not again)

Influences on Ethical Conduct: Moral sensitivity

-Person's ability to detect the presence and importance of moral issue
-Higher moral sensitivity due to:
-Expertise
-Previous dilemma experience
-Empathy
-Ethical self-concept
-Mindfulness

Influences on Ethical Conduct: Situational influences

External forces to act contrary to moral principles and values

Supporting Ethical Behavior

Corporate code of ethics
Educate and test employee's ethical knowledge
Systems for communicating and investigating wrongdoing
Ethical culture and ethical leadership

Individualism

The degree to which people value personal freedom, self-sufficiency, control over their lives, and being appreciated for unique qualities

Collectivism

The degree to which people value their group membership and harmonious relationships within the group

Power Distance

High power distance
-Value obedience to authority
-Accept superiors' commands
-Prefer formal rules and authority to resolve conflicts
Low power distance
-Expect relatively equal power sharing
-View relationship with boss as interdependence, not dependence

Uncertainty Avoidance

High uncertainty avoidance
-Feel threatened by ambiguity and uncertainty
-Value structured situations and direct communication
Low uncertainty avoidance
-Tolerate ambiguity and uncertainty

Achievement-Nurturing

High achievement orientation
-Assertiveness
-Competitiveness
-Materialism
High nurturing orientation
-Value relationships
-Focus on human interaction

Cultural Diversity Within the United States

Deep-level diversity across ethnic and regional groups
Ethnic values diversity
-E.g., individualism highest among African Americans; lowest among Asian Americans
Personal values and traits vary across US regions
-E.g., collectivism highest in southern sta

MARS Model of Individual Behavior

MARS Model: Motivation

Internal forces that affect a person's voluntary choice of behavior
Direction
Intensity
Persistence