INDIVIDUAL BEHAVIOR,

PERSONALITY, AND VALUES

Organizational Behavior Chapter 2 by McShane and Von Glinow
Presented by: Domingo A. Victoria Jr.
 INDIVIDUAL BEHAVIOR AND
PERFORMANCE
• Formula
• Performance- Person X Situation
=(person includes individual characteristics and situation
represents external influences on the individual’s behavior)

• Performance = Ability X Motivations ( or the skill-and-will

model)this formula elaborates two specific characteristics
within the person that influence individual performance

common predictor of individual performance are Ability,

Motivation and Situation, however, on 1960s fourth key
factor was identified as the role perception
 THE MARS MODEL
Individual Characteristics MARS Model

Personality Situational Behavior and

Motivation
The four variables- Motivation, Factors Result
Ability , Role Perception, and Values
Situational forces are
represented in the MARS Model • Task Performance
Self- Concept • Organizational
Citizenship
Ability • Counterproductive
Perceptions work Behaviors
• Joining/ Staying
Emotion and with the
organization
attitudes
• Maintaining
Role Attendance
Stress Perceptions
 EMPLOYEE MOTIVATION
• Motivation- It is a internal forces which
affects person’s voluntary behavior.

(a) Direction- refers to the path along which people steer

their efforts; they are trying to achieve and at what level
of quality, quantity, and so forth.
(b) Intensity- refers to the amount of effort allocated to the
goal; Intensity is all about how much people push
themselves to complete a task
(c) Persistence- refers to the length of time that the
individual continues to exert effort toward an objective
Employees sustain their effort until they reach their goal
or give up beforehand

Note: Motivation is a force that exists within individuals; it is

not their actual behavior.
 ABILITY
• Ability -includes both the natural aptitudes and the
learned capabilities required to successfully complete a
task.

Aptitudes and learned abilities are the main elements of a

broader concept called competencies

Competencies, which are characteristics of a person

that result in superior performance.

• Challenge = Job match ( strategy as follows)

• Selection
• Development
• Redesigning
 ROLE PERCEPTIONS
Role Perception- refer to how clearly people understand the job
duties (roles) assigned to or expected of when not in use.

Note: Employee with clearer role perceptions also tend to have higher
motivation.

Role Clarity exist in Three Form

(a) Understand the specific task assigned to them, when they
know the specific duties and consequences for which they
are accountable
(b) Understand the priority of their various task and performance
expectation
(c) Understanding the preferred behavior or procedures for
accomplishing the assigned task
 SITUATIONAL FACTORS
Individual behavior and performance also depend on the
situation.

Conditions that are beyond the employee’s immediate

control, which might constrains or facilitates behavior and
performance

- Time
- Budget
- Facilities
- People;
- Other resource
FIVE TYPES OF BEHAVIOR IN THE
WORKPLACE
 TASK PERFORMANCE
• Task performance refers to the individual’s voluntary goal
directed behaviors that contribute to organizational objectives

Three types of tasks Performance:

1. Proficient task performance refers to performing the

work efficiently and accurately;
2. Adaptive task performance refers to how well
employees modify their thoughts and behavior to align
with and support a new or changing environment; and
3. Proactive task performance refers to how well
employees take the initiative to anticipate and introduce
new work patterns that benefit the organization

FIVE TYPES OF BEHAVIOR IN THE WORKPLACE

 ORGANIZATIONAL CITIZENSHIP
Organizational Citizenship behaviors (OCBs)- Various
forms of cooperation and helpfulness to others that support
the organization’s social and psychological context.

Note: Employees that go above and beyond the call of duty could
help the company succeed

• Example: assisting coworkers with their work problems, adjusting

your work schedules to accommodate coworkers, showing genuine
courtesy toward coworkers, and sharing your work re sources
(supplies, technology, staff) with coworkers. Other OCBs represent
cooperation and helpfulness toward the organization, such as
supporting the company’s public image, offering ideas beyond those
required for your own job, attending voluntary functions that support
the organization, and keeping up with new developments in the
organization
FIVE TYPES OF BEHAVIOR IN THE WORKPLACE
 COUNTER PRODUCTIVE WORK
BEHAVIOR
Counter Productive Behaviors (CWBs) are voluntary
behavior that have potential to directly or indirectly harm the
organization.

Example: harassing coworkers, creating unnecessary conflict,

deviating from preferred work methods, being untruthful,
stealing, sabotaging work, avoiding work obligation
(tardiness) and wasting resources.

FIVE TYPES OF BEHAVIOR IN THE WORKPLACE

 JOINING AND STAYING WITH
THE ORGANIZATION
Employee Retention is essential for all the other performance
–related behaviors to occurs

FIVE TYPES OF BEHAVIOR IN THE WORKPLACE

 MAINTAINING WORK ATTENDANCE
• Along with attracting and retaining employees,
organizations need everyone to show up for work at
scheduled times, whether in-person or through remote
work arrangements.

• Employees often point to situational factors, such as

bad weather, transit strike, personal illness, and family
demands (e.g., sick children).

• Absenteeism is also higher in organizations with

generous sick leave because this benefit minimizes the
financial loss of taking time away from work.

FIVE TYPES OF BEHAVIOR IN THE WORKPLACE

 MAINTAINING WORK ATTENDANCE
Presenteeism—showing up for work when unwell, injured,
preoccupied by personal problems, or faced with
dangerous conditions getting to work

These employees tend to be less productive and may

reduce the productivity of coworkers. In addition, they may
worsen their own health and increase health and safety risks
for coworkers.

Presenteeism is more common among employees with low

job security, with no sick leave benefits, and whose absence
would immediately affect many people.

FIVE TYPES OF BEHAVIOR IN THE WORKPLACE

 PERSONALITY IN ORGANIZATION
• Personality is the relatively enduring pattern of
thoughts, emotions, and behaviors that
characterize a person, along with the
psychological processes behind those
characteristics

• Traits are broad concepts that allow us to label

and understand individual differences.
 PERSONALITY DETERMINANTS:
NATURE VERSUS NURTURE
Nature refers to our Nurture – the person
genetic or hereditary socialization, life
origins the genes that experience, and other
we inherit from our forms of interaction
parents with the environment.
FIVE- FACTORS MODEL OF
PERSONALITY
 JUNGIAN PERSONALITY THEORY AND
THE MYERS-BRIGGS TYPE INDICATOR
• Psychiatrist Carl Jung Proposed that personality is primarily represented
by the individual’s preference regarding perceiving and judging
information. Jung explained that perceiving, which involves how people
prefer to gather information or perceive the world around them , occurs
through two competing orientation: Sensing (S) and Intuition ( N).
• Sensing (S) involves perceiving information directly through the five
senses; it relies on organized structure to aquire factual and preferably
quantitative details
• Intuition (N) relies more on insight and subjective experience to see
relationships among variables
• Sensing type focus on the here and now whereas intuitive type focus
more on future possibilities.
 JUNGIAN PERSONALITY THEORY AND
THE MYERS-BRIGGS TYPE INDICATOR

• The MBTI extends Jung’s list of personality traits : Perceiving (P) and Judging(J)
• Which represents a person’s attitude toward external people:

• People with a perceiving orientation are open, curious, and flexible. They prefer to keep
their options open and to adapt spontaneously to events as they unfold.
• Judging types prefer order and structure and want to re-solve problems quickly
 JUNGIAN PERSONALITY THEORY AND
THE MYERS-BRIGGS TYPE INDICATOR
• Jung also propose that judging – how people process information or make decision
based on what they perceived – consist of two competing processes: Thinking(T) and
Feeling (F)
• People with thinking (T) orientation rely on rational cause-effect logic and systematic
data collection to make decision
• Those with strong Feeling (F) orientation, rely on their emotional responses to the
options presented, as well as how those choice affect others.
 JUNGIAN PERSONALITY THEORY AND
THE MYERS-BRIGGS TYPE INDICATOR
• The MBTI is one of the most widely
used personality tests in work
settings as well as in career
counseling and executive
coaching.
• However, it poorly predicts job
performance and is generally not
recommended for employment
selection or promotion decision
 PERSONALITY TESTING IN
ORGANIZATIONS
• recent studies have found that job applicants already reveal some of their
personality traits through the content of their Facebook pages, blogs, or
other personal websites. Even the act of blogging or participating in social
networking sites can indicate specific personality traits, Extraversion,
openness to experience, and agreeableness are usually the easiest traits to
estimate from the content of online sources, whereas neuroticism is the most
difficult.
 VALUES IN THE WORKPLACE
• Values, are stable, evaluative beliefs that guide our preferences for
outcomes or courses of action in a variety of situations;
• defining the good or bad, right or wrong; serves as moral compass thas
direct or motivation and potentially, our decisions and actions.
• Value system= hierarchy of preference = which developed and reinforced
through socialization from parents, religious institutions, friends, personal
experiences, and the society in which he or she lives.
 SCHWARTZ’S VALUES MODEL
• Openness to change • Self transcendence:
motivation to pursue motivation to promote welfare
innovative ways of others and nature

• Self- enhancement:
motivation by self interest • Conservation: motivation to
preserve the status quo
 VALUES & INDIVIDUAL BEHAVIOR
• Personal values guide our decisions and behavior to
some extent:
• Decisions and behaviour are linked to valujes when:
➢ We are mindful of our values
➢ We have logical reasons to apply values in that
situation
➢ The situation does not interfere
 VALUES CONGRUENCE
VALUES CONGRUENCE - refers to how similar a person’s values
hierarchy is to the values hierarchy of the organization, a coworker, or
another source of comparison.

PROBLEMS WITH INCONGRUENCE=

- Incompatible decisions
- Lower satisaction and loyalty
- Higher stress and turnover

BENEFITS OF INCONGRUENCE
- Constructive conflict, better decision making
- Avoid ‘corporate cult’
 ETHICAL VALUES AND BEHAVIOR
• 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 their ethical values to determine
“the right thing to do.
 THREE ETHICAL PRINCIPLES
UTILITARIANISM greatest good for the greatest number of people

INDIVIDUAL everyone has entitlements that let her or him act in a certain
RIGHT way

DISTRIBUTIVE people who are similar to each other should receive similar
JUSTICE benefits and burdens
 MORAL INTENSITY, MORAL SENSITIVITY
AND SITUATIONAL INFLUENCES
Moral Intensity- degree to which an issue demands the application of ethical
principle

Moral sensitivity (ethical sensitivity) - a person ability to recognize the

presence of an ethical issue and determine its relative importance:

Situational factors- Competitive pressures and other conditions affect ethical

behaviour
VALUES ACCROSS CULTURE