Chapter

2
Individual
Behavior,
Personality, and
Values

McGraw-Hill/Irwin

Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

MARS Model of Individual

Behavior

Personality
Personality
Values
Values

Situational
Situational
factors
factors
Motivation
Motivation

Self-concept
Self-concept
Perceptions
Perceptions
Emotions
Emotions &&
attitudes
attitudes
Stress
Stress

Ability
Ability

Individual
Individual
behavior
behavior and
and
results
results

Role
Role
perceptions
perceptions

2-2

Employee Motivation

Internal forces that affect a persons

voluntary choice of behavior
direction
intensity
persistence

M
M
A
A

S
S
BAR
BAR

R
R
2-3

Employee Ability

Natural aptitudes and learned capabilities

required to successfully complete a task
Competencies - personal characteristics that
lead to superior performance
Person - job matching
selecting
developing
redesigning

M
M

A
A

S
S
BAR
BAR

R
R
2-4

Role Perceptions

Beliefs about what behavior is required to

achieve the desired results:
understanding what tasks to perform
understanding priority of tasks
understanding preferred behaviors

to accomplish tasks
M
M
A
A

S
S
BAR
BAR

R
R
2-5

Situational Factors

Environmental conditions beyond the

individuals short-term control that constrain
or facilitate behavior
Constraints time, budget, facilities, etc
Cues e.g. signs of nearby hazards
M
M
A
A

S
S
BAR
BAR

R
R
2-6

Types of Individual
Behavior
Task Performance

Organizational
Citizenship

Goal-directed behaviors under the

persons control

Contextual performance cooperation

and helpfulness beyond required job
duties

more
2-7

Types of Individual
Behavior (cont)
Counterproductive
Work Behaviors

Voluntary behaviors that potentially

harm the organization

Joining/staying with
the Organization

Agreeing to employment relationship;

remaining in that relationship

Maintaining Work
Attendance

Attending work at required times

2-8

Defining Personality

Relatively enduring pattern of thoughts,

emotions, and behaviors that characterize a
person, along with the psychological
processes behind those characteristics
External traits observable behaviors
Internal states thoughts, values, etc inferred from

behaviors
Some variability, adjust to suit the situation

2-9

Nature vs. Nurture of

Personality

Influenced by Nature
Heredity explains about 50 percent of

behavioral tendencies and 30 percent

of temperament
Minnesota studies twins had similar
personalities

Influenced by Nurture
Socialization, learning
Personality stabilizes throughout

adolescence
Executive function steers behavior
guided by our self-concept
2-10

Five-Factor Personality
Model (CANOE)
Conscientiousness
Conscientiousness

Organized, dependable

Agreeableness
Agreeableness

Trusting, helpful, flexible

Neuroticism
Neuroticism

Anxious, self-conscious

Openness
Openness to
to Experience
Experience

Creative, nonconforming

Extraversion
Extraversion

Outgoing, talkative, energetic

2-11

Five-Factor Personality and

Organizational Behavior

Conscientiousness and emotional stability

Strongest personality predictors of performance

Extraversion
Linked to sales and mgt 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
2-12

Jungian Personality
Theory

Swiss psychiatrist Carl Jung

Identifies preferences for perceiving the
environment and obtaining/processing
information
Commonly measured by Myers-Briggs Type
Indicator (MBTI)

2-13

Jungian & Myers-Briggs

Types
Extraversion
(E)

Talkative
Externallyfocused
Assertive

Sensing (S)

Concrete
Realistic
Practical

Thinking (T)

Logical
Objective
Impersonal

Getting
energy

Perceiving
information

Making
decisions

Judging (J)

Organized
Scheduleoriented
Closure-focus

Orienting to the
external world

Introversion
(I)

Quiet
Internallyfocused
Abstract

Intuitive (N)

Imaginative
Future-focused
Abstract

Feeling (F)

Empathetic
Caring
Emotion-focused

Perceiving
(P)

Spontaneous
Adaptable
Opportunityfocus

2-14

Myers-Briggs Type
Indicator (MBTI)

Extroversion versus introversion

similar to five-factor dimension

Perceiving information
Sensing uses senses, factual, quantitative
Intuition uses insight, subjective experience

Judging (making decisions)

Thinking rational logic, systematic data collection
Feeling influenced by emotions, how choices affect

others

Orientation toward the external world

Perceiving flexible, spontaneous, keeps options open
Judging order and structure
2-15

Values in the Workplace

Stable, evaluative beliefs that guide our

preferences

Define right or wrong, good or bad

Value system -- hierarchy of value

2-16

Schwartzs Values Model

2-17

Schwartzs Values Model

Openness to change motivation

to pursue innovative ways

Conservation -- motivation to
preserve the status quo

Self-enhancement -- motivated by
self-interest

Self-transcendence -- motivation to
promote welfare of others and
nature

2-18

Values and Behavior

Habitual behavior usually consistent with

values, but conscious behavior less so
because values are abstract constructs

Decisions and behavior are linked to values

when:
1. Have logical reasons to apply values in that

situation
2. Situation allows/encourages values enactment
3. Mindful of our values

2-19

In Search of Congruent
Values

Scott Reed (far right) and his siblings joined the Chick-filA restaurant chain because its strong family values were
compatible with their personal values. Chick-fil-As core
values line up well with mine, says Reed.
.

2-20

In Search of Congruent
Values

Similarity of a persons values hierarchy to another

source
Person-organization value congruence
Espoused-enacted value congruence
Organization-community values congruence
2-21

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

2-22

Supporting Ethical
Behavior

Ethical code of conduct

Ethics training

Ethics hotlines

Ethical leadership and shared values

2-23

Cross-Cultural Values at
Infosys
Infosys Technologies, one of
Indias largest technology
companies, anticipated crosscultural differences when it
acquired an Australian company.
Infosys held seminars where
employees from both countries
learned about their cultures and
discussed how they can manage
employees with these different
values.
2-24

Individualism
High Individualism
USA
Italy
India

The degree to which people

value personal freedom, selfsufficiency, control over
themselves, being appreciated
for unique qualities

Denmark

Taiwan

Low Individualism
2-25

Collectivism
High Collectivism
Italy
Taiwan

The degree to which people

value their group membership
and harmonious relationships
within the group

India
Denmark
USA

Low Collectivism
2-26

Power Distance
High Power Distance

Malaysia

Value obedience to authority

Comfortable receiving

Venezuela

commands from superiors

Prefer formal rules and authority
to resolve conflicts

Japan

USA
Denmark
Israel

Low Power Distance

High power distance

Low power distance

expect relatively equal power

sharing
view relationship with boss as
interdependence, not
dependence
2-27

Uncertainty Avoidance
High U. A.
Greece
Japan

feel threatened by ambiguity

and uncertainty
value structured situations and
direct communication

Italy

USA

High uncertainty avoidance

Low uncertainty avoidance

tolerate ambiguity and

uncertainty
Singapore

Low U. A.
2-28

Achievement-Nurturing
Achievement
Japan

assertiveness
competitiveness
materialism

China
USA
France
Chile

High achievement
orientation

High nurturing orientation

relationships
others well-being

Sweden

Nurturing
2-29

Chapter
2
Individual
Behavior,
Personality, and
Values