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PERCEPTION AND VALUES

HUMAN BEHAVIOR IN ORGANIZATION
BLAISE B. NIEVE | DAVAO DOCTORS COLLEGE | MASTER OF ARTS IN NURSING

INTRODUCTION

OBJECTIVES
After studying this chapter, the learners should be able
to:
 Define personality, describe how it is measured, and
explain the factors that determine an individual’s
personality;
 Describe the Myers-Briggs Type Indicator personality
framework and assess its strengths and weaknesses;

OBJECTIVES Identify the key traits in the Big Five personality model. and contrast terminal and instrumental values. Demonstrate how the Big Five traits predict behaviour at work. demonstrate the importance of values. Define values. Identify other personality traits relevant to OB. .

and Identify Hofstede’s five value dimensions of national culture.OBJECTIVES Compare generational differences in values and identify the dominant values in today’s workforce. .

”.PERSONALITY “the dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment. measured thru: self-report surveys . G.Allport.

.PERSONALITY Determinants: Heredity factors determined at conception. located in the chromosomes. argues that the ultimate explanation of an individual’s personality is the molecular structure of the genes.

submissive. the more important that trait is in describing the individual. and inherent psychological makeup. aggressive. . one’s biological.  The more consistent the characteristic over time. and the more frequently it occurs in diverse situations. loyal. shy.g.PERSONALITY Personality traits  Enduring characteristics that describe an individual’s behavior.  e. and timid. lazy. physiological. ambitious.

thinking or feeling (T or F).  Respondents are classified as extraverted or introverted (E or I).THE MYERS-BRIGGS TYPE INDICATOR most widely used personality assessment instrument in the world. and judging or perceiving (J or P). asks people how they usually feel or act in particular situations.  100-question personality test. sensing or intuitive (S or N). .

” . Extraverted individuals are outgoing. and assertive. sociable. Introverts are quiet and shy. They focus on details. Sensing types are practical and prefer routine and order.THE MYERS-BRIGGS TYPE INDICATOR Extraverted (E) versus Introverted (I). Intuitives rely on unconscious processes and look at the “big picture. Sensing (S) versus Intuitive (N).

Judging types want control and prefer their world to be ordered and structured. Feeling types rely on their personal values and emotions. Judging (J) versus Perceiving (P). Perceiving types are flexible and spontaneous.THE MYERS-BRIGGS TYPE INDICATOR Thinking (T) versus Feeling (F). . Thinking types use reason and logic to handle problems.

THE MYERS-BRIGGS TYPE INDICATOR .

THE MYERS-BRIGGS TYPE INDICATOR .

THE BIG FIVE PERSONALITY MODEL .

Test scores of these traits do a very good job of predicting how people behave in a variety of reallife situations. .THE BIG FIVE PERSONALITY MODEL Theorizes that five basic dimensions underlie all others and encompass most of the significant variation in human personality.

assertive.THE BIG FIVE PERSONALITY MODEL EXTRAVERSION The extraversion dimension captures our comfort level with relationships. and quiet. . Extraverts tend to be gregarious. and sociable. Introverts tend to be reserved. timid.

THE BIG FIVE PERSONALITY MODEL EXTRAVERSION .

Highly agreeable people are cooperative. warm. People who score low on agreeableness are cold.THE BIG FIVE PERSONALITY MODEL AGREEABLENESS Individual’s propensity to defer to others. disagreeable. and antagonistic. . and trusting.

THE BIG FIVE PERSONALITY MODEL AGREEABLENESS .

dependable. organized. Those who score low on this dimension are easily distracted.THE BIG FIVE PERSONALITY MODEL CONSCIENTIOUSNESS The conscientiousness dimension is a measure of reliability. and unreliable . disorganized. A highly conscientious person is responsible. and persistent.

THE BIG FIVE PERSONALITY MODEL CONSCIENTIOUSNESS .

THE BIG FIVE PERSONALITY MODEL EMOTIONAL STABILITY The emotional stability taps a person’s ability to withstand stress. self-confident. anxious. Those with high negative scores tend to be nervous. . and secure. and insecure. depressed. People with positive emotional stability tend to be calm.

THE BIG FIVE PERSONALITY MODEL EMOTIONAL STABILITY .

. curious. and artistically sensitive.THE BIG FIVE PERSONALITY MODEL OPENNESS TO EXPERIENCE The openness to experience dimension addresses range of interests and fascination with novelty. Extremely open people are creative. Those at the other end of the category are conventional and find comfort in the familiar.

THE BIG FIVE PERSONALITY MODEL OPENNESS TO EXPERIENCE .

The others are Machiavellianism. propensity for risk taking. The first relates to our core self-evaluation. selfmonitoring. narcissism. . proactive personality. and other-orientation.OTHER PERSONALITY TRAITS RELEVANT TO OB Although the Big Five traits have proven highly relevant to OB. they don’t exhaust the range of traits that can describe someone’s personality.

Those with negative core self-evaluations tend to dislike themselves question their capabilities. . capable. and view themselves as powerless over their environment. and in control of their environment.OTHER PERSONALITY TRAITS RELEVANT TO OB CORE SELF-EVALUATIONS People who have core self-evaluations like themselves and see themselves positive as effective.

. use it” is consistent with a high-Mach perspective. and believes ends can justify means. “If it works.OTHER PERSONALITY TRAITS RELEVANT TO OB MACHIAVELLIANISM An individual high in Machiavellianism is pragmatic. maintains emotional distance.

allowing latitude for improvisation. . and (3) when emotional involvement with details irrelevant to winning distracts low Machs. (2) when the situation has minimal rules and regulations.OTHER PERSONALITY TRAITS RELEVANT TO OB MACHIAVELLIANISM High Machs flourish (1) when they interact face to face with others rather than indirectly.

and is arrogant. requires excessive admiration. Evidence suggests that narcissists are more charismatic and thus more likely to emerge as leaders.OTHER PERSONALITY TRAITS RELEVANT TO OB NARCISSISM Narcissism describes a person who has a grandiose sense of self-importance. . has a sense of entitlement. and they may even display better psychological health (at least as they self-report).

OTHER PERSONALITY TRAITS RELEVANT TO OB SELF-MONITORING Self-monitoring refers to an individual’s ability to adjust behavior to external. situational factors. .

They are highly sensitive to external cues and can behave differently in different situations.OTHER PERSONALITY TRAITS RELEVANT TO OB SELF-MONITORING Individuals high in self-monitoring show considerable adaptability in adjusting their behavior to external situational factors. sometimes presenting striking contradictions between their public persona and their private self. .

OTHER PERSONALITY TRAITS RELEVANT TO OB RISK TAKING High risk-taking managers make more rapid decisions and used less information than did the low risk takers. decision accuracy was the same for both groups. Interestingly. .

. and persevere until meaningful change occurs.OTHER PERSONALITY TRAITS RELEVANT TO OB PROACTIVE PERSONALITY Those with a proactive personality identify opportunities. show initiative. compared to others who passively react to situations. take action.

or even in spite of. . regardless of.OTHER PERSONALITY TRAITS RELEVANT TO OB PROACTIVE PERSONALITY Proactives create positive change in their environment. constraints or obstacles.

Proactive individuals are more likely to be satisfied with work and help others more with their tasks.OTHER PERSONALITY TRAITS RELEVANT TO OB PROACTIVE PERSONALITY They are more likely than others to be seen as leaders and to act as change agents. largely because they build more relationships with others. .

Others behave like “economic actors.OTHER PERSONALITY TRAITS RELEVANT TO OB OTHER-ORIENTATION They think about other people a lot.” primarily rational and self-interested . being concerned about their well-being and feelings.

OTHER PERSONALITY TRAITS RELEVANT TO OB OTHER-ORIENTATION A personality trait that reflects the extent to which decisions are affected by social influences and concerns as opposed to our own well-being and outcomes. .

OTHER PERSONALITY TRAITS RELEVANT TO OB

OTHER-ORIENTATION
Those who are other-oriented feel more obligated to
help others who have helped them (pay me back),
whereas those who are more self-oriented will help
others when they expect to be helped in the future
(pay me forward).

VALUES
Values represent basic convictions that “a specific
mode of conduct or end-state of existence is
personally or socially preferable to an opposite or
converse mode of conduct or end-state of
existence.”

VALUES
Values have both content and intensity attributes.
The content attribute says a mode of conduct or end-

state of existence is important.
The intensity attribute specifies how important it is.
When we rank an individual’s values in terms of their
intensity, we obtain that person’s value system.

THE IMPORTANCE OF VALUES Values lay the foundation for our understanding of people’s attitudes and motivation and influence our perceptions. .

These are the goals a person would like to achieve during a lifetime.  The other set. called instrumental values. called terminal values. INSTRUMENTAL VALUES Rokeach Value Survey  Milton Rokeach created the Rokeach Value Survey (RVS).  One set.TERMINAL VS. refers to desirable end-states. refers to preferable modes of behavior. or means of achieving the terminal values .

INSTRUMENTAL VALUES .TERMINAL VS.

.LINKING AN INDIVIDUAL’S PERSONALITY AND VALUES TO THE WORKPLACE Person-job Fit (John Holland’s personality–job fit theory) Holland presents six personality types and proposes that satisfaction and the propensity to leave a position depend on how well individuals match their personalities to a job.

.

PERSON-JOB FIT THEORY .

LINKING AN INDIVIDUAL’S PERSONALITY AND VALUES TO THE WORKPLACE Person-job Fit (John Holland’s personality–job fit theory) The theory argues that satisfaction is highest and turnover lowest when personality and occupation are in agreement. .

and (3) people in jobs congruent with their personality should be more satisfied and less likely to voluntarily resign than people in incongruent jobs. . (2) there are different types of jobs.LINKING AN INDIVIDUAL’S PERSONALITY AND VALUES TO THE WORKPLACE Person-job Fit (John Holland’s personality–job fit theory) The key points of this model are that (1) there do appear to be intrinsic differences in personality among individuals.

and they leave organizations that are not compatible with their personalities. .LINKING AN INDIVIDUAL’S PERSONALITY AND VALUES TO THE WORKPLACE Person-organization Fit The person–organization fit essentially argues that people are attracted to and selected by organizations that match their values.

INTERNATIONAL VALUES One of the most widely referenced approaches for analyzing variations among cultures was done in the late 1970s by Geert Hofstede. .

.INTERNATIONAL VALUES POWER DISTANCE Power distance describes the degree to which people in a country accept that power in institutions and organizations is distributed unequally.

INTERNATIONAL VALUES INDIVIDUALISM vs COLLECTIVISM  Individualism is the degree to which people prefer to act as individuals rather than as members of groups and believe in individual rights above all else.  Collectivism emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them. .

as opposed to viewing men and women as equals. power. .INTERNATIONAL VALUES MASCULINITY vs FEMINITY Masculinity is the degree to which the culture favors traditional masculine roles such as achievement. and control.

INTERNATIONAL VALUES UNCERTAINTY AVOIDANCE The degree to which people in a country prefer structured over unstructured situations defines their uncertainty avoidance. .

people value the here and now. . In a short-term orientation. they accept change more readily and don’t see commitments as impediments to change.INTERNATIONAL VALUES LONG-TERM vs SHORT-TERM ORIENTATION People in a culture with long-term orientation look to the future and value thrift. and tradition. persistence.

.THE GLOBE FRAMEWORK FOR ASSESSING CULTURES  Begun in 1993. the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program is an ongoing cross-cultural investigation of leadership and national culture.

generous. and Performance orientation (the degree to which a society encourages and rewards group members for performance improvement and excellence). and kind to others).THE GLOBE FRAMEWORK FOR ASSESSING CULTURES  Added personalities: Humane orientation (the degree to which a society rewards individuals for being altruistic. .

SUMMARY AND IMPLICATIONS FOR MANAGERS .

SUMMARY AND IMPLICATIONS FOR MANAGERS .

THANK YOU FOR LISTENING  .