2

Individual Behavior, Values,

and Personality
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Engagement at Owens Corning

Owens Corning is making

employee engagement a
cornerstone of its
business strategy to
become a world-class
organization. Reprinted with permission of Owens Corning. All rights reserved

McShane/Von Glinow OB4e Slide 2-2 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Employee Engagement Defined

The employee’s emotional

and cognitive (rational)
motivation, ability to perform
the job, clear understanding
of the organization’s vision
and his/her specific role in
that vision, and a belief that Reprinted with permission of Owens Corning. All rights reserved

he/she has the resources to

get the job done

McShane/Von Glinow OB4e Slide 2-3 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 MARS Model of Individual Behavior

Role
Perceptions
Values
Personality Motivation
Individual
Perceptions Behavior
Emotions and Results
Ability
Attitudes
Situational
Stress
Factors

McShane/Von Glinow OB4e Slide 2-4 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Employee Motivation

• Internal forces that affect a person’s voluntary

choice of behavior
– direction
– intensity
– persistence

R
M
BAR
A
S

McShane/Von Glinow OB4e Slide 2-5 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 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 R
M
BAR
A
S

McShane/Von Glinow OB4e Slide 2-6 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Employee 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

R
M
BAR
A
S

McShane/Von Glinow OB4e Slide 2-7 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Situational Factors

• Environmental conditions beyond the

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

McShane/Von Glinow OB4e Slide 2-8 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Types of Behavior in Organizations

Task • Goal-directed behaviors under

Performance person’s control

Organizational • Performance beyond the required

Citizenship job duties

more

McShane/Von Glinow OB4e Slide 2-9 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Types of Behavior in Organizations

Counterproductive • Voluntary behavior that potentially

Work Behaviors harms the organization

Joining/staying
• Goal-directed behaviors under
with the
person’s control
Organization

Maintaining Work • Attending work at required times

Attendance

McShane/Von Glinow OB4e Slide 2-10 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Values in the Workplace

• Stable, evaluative beliefs that guide our

preferences
• Define right or wrong, good or bad
• Value system -- hierarchy of values
• Espoused vs. enacted values:
– Espoused -- the values we say we use and often
think we use
– Enacted -- values we actually rely on to guide our
decisions and actions

McShane/Von Glinow OB4e Slide 2-11 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Schwartz’s Values Model
Self-transcendence

Openness
to Change Conservation

Self-enhancement
McShane/Von Glinow OB4e Slide 2-12 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Values and Behavior

• Habitual behavior usually consistent with values,

but conscious behavior less so because values
are abstract constructs
• Decisions and behaviors linked to values when:
1. Mindful of our values
2. Have logical reasons to apply values in that situation
3. Situation does not interfere

McShane/Von Glinow OB4e Slide 2-13 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Values Congruence at Coles
Integrity -- Respect/recognition -- Passion for excellence -- Working together

More than 2,300 Coles

employees across all levels
participated in 203 focus
groups around the country.
Their objective: to identify a
set of values for Australia’s
second largest retailer that
would be congruent with their
personal values.

Armen Dueschian/Newspix

McShane/Von Glinow OB4e Slide 2-14 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Values Congruence
• Values congruence -- where two
or more entities have similar
value systems
• Problems with incongruence
– Incompatible decisions
– Lower satisfaction and
commitment
– Increased stress and turnover
• Benefits of (some) incongruence
– Better decision making (diverse
values)
– Enhanced problem definition
– Prevents “corporate cults”
Armen Dueschian/Newspix

McShane/Von Glinow OB4e Slide 2-15 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Individualism- Collectivism
High
Peru

Portugal Italy
Taiwan
Nigeria
Collectivism

PR China
India
Hungary Mexico Chile
Hong Kong
Korea
United States
France Japan
Australia New
Singapore Zealand

Egypt
Low
Low High
Individualism
McShane/Von Glinow OB4e Slide 2-16 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Power Distance
High Power Distance
Malaysia
Venezuela The degree that
people accept an
unequal distribution
of power in society
Japan

U.S.

Denmark
Israel

Low Power Distance

McShane/Von Glinow OB4e Slide 2-17 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Uncertainty Avoidance
High U. A.
Greece
Japan The degree that people
tolerate ambiguity (low) or
Italy
feel threatened by
ambiguity and uncertainty
(high uncertainty
U.S.
avoidance).

Singapore

Low U. A.

McShane/Von Glinow OB4e Slide 2-18 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Achievement-Nurturing
Achievement
Japan
The degree that people
value assertiveness,
China competitiveness, and
U.S.
materialism (achievement)
versus relationships and
France
well-being of others
Chile (nurturing)

Sweden

Nurturing

McShane/Von Glinow OB4e Slide 2-19 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Three Ethical Principles

Greatest good for the greatest

Utilitarianism number of people

Individual Fundamental entitlements

Rights in society

Distributive People who are similar should

Justice receive similar benefits

McShane/Von Glinow OB4e Slide 2-20 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Influences on Ethical Conduct

• Moral intensity
– degree that issue demands ethical principles

• Ethical sensitivity
– ability to recognize the presence and determine the
relative importance of an ethical issue

• Situational influences
– competitive pressures and other conditions affect
ethical behavior

McShane/Von Glinow OB4e Slide 2-21 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Supporting Ethics at Adolph Coors

Long before it was a priority

at other firms, Adolph
Coors developed training
programs and reward
systems that explicitly
strengthen ethical conduct.

McShane/Von Glinow OB4e Slide 2-22 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Supporting Ethical Behavior

• Ethical code of conduct

– Establishes standards of behavior
– Problem: Limited effect alone on ethical behavior
• Ethics training
– Awareness and clarification of ethics code
– Practice resolving ethical dilemmas
• Ethics officers
– Educate and counsel; hear about wrongdoing
• Ethical leadership and culture
– Demonstrate integrity and role model ethical conduct

McShane/Von Glinow OB4e Slide 2-23 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Defining Personality

Relatively stable pattern of behaviors

and consistent internal states that
explain a person's behavioral
tendencies

McShane/Von Glinow OB4e Slide 2-24 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Big Five Personality Dimensions

Conscientiousness Careful, dependable

Agreeableness Courteous, caring

Neuroticism Anxious, hostile

Openness to Experience Sensitive, flexible

Extroversion Outgoing, talkative

McShane/Von Glinow OB4e Slide 2-25 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Myers-Briggs Type Indicator

Extroversion vs. Introversion

Sensing vs. Intuition

Thinking vs. Feeling

Judging vs. Perceiving

McShane/Von Glinow OB4e Slide 2-26 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Locus of Control and Self-Monitoring

• Locus of control
– Internals believe in their effort and ability
– Externals believe events are mainly due to external
causes

• Self-monitoring personality
– Sensitivity to situational cues, and ability to adapt your
behavior to that situation

McShane/Von Glinow OB4e Slide 2-27 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Holland’s Occupational Choice Theory

• Career success depends on fit between the person and

work environment
• Holland identifies six “themes”
– Represent work environment and personality
traits/interests
• A person aligned mainly with one theme is highly
differentiated
• A person has high consistency when preferences relate
to adjacent themes

McShane/Von Glinow OB4e Slide 2-28 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 2

Individual Behavior, Values,

and Personality
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 2

Chapter Two
Extras
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Long/Short-Term Orientation
Long-Term Orientation
China
Japan The degree that people value
thrift, savings, and
persistence (long-term)
Netherlands versus past and present
issues, respect for tradition
U.S. and fulfilling social
obligations (short-term).
Philippines

Short-Term Orientation

McShane/Von Glinow OB4e Slide 2-31 © 2008 The McGraw-Hill Companies, Inc. All rights reserved.