TOPIC 2.

ATTITUDE,BEHAVIOR,PERSONALITY
AND VALUES
 LEARNING OBJECTIVES
2.1 Contrast the three components of an attitude.
2.2 Summarize the relationship between attitudes and behavior.
2.3 Compare the major job attitudes.
2.4 Describe personality, the way it is measured, and the factors that shape it.
2.5 Describe the strengths and weaknesses of the Myers-Briggs Type Indicator
(MBTI) personality framework and the Big Five model.
2.6 Discuss how the concepts of core self-evaluation (CSE), self-monitoring, and
proactive personality contribute to the understanding of personality.
2.7 Contrast terminal and instrumental values.
2.8 Describe the differences between person-job fit and person-organization fit.
2.9 Compare Hofstede’s five value dimensions and the GLOBE framework.
 ATTITUDES
DEFINITION OF ATTITUDES
are evaluative/judgements statements either favorable or unfavorable concerning
objects, people, or events.
reflect how we feel about something.
THREE COMPONENTS OF ATTITUDE:
 Attitudes and Behavior
 Relationship Between Attitudes and Behavior
 The attitudes that people hold determine what they do.
 Festinger: cases of attitude following behavior
illustrate the effects of cognitive dissonance.
 Cognitive dissonance is any incompatibility an
individual might perceive between two or more
attitudes or between behavior and attitudes.
 Research has generally concluded that people seek
consistency among their attitudes and between their
attitudes and their behavior.
 Attitudes and Behavior
 Variables:
 Attitude’s importance
 Correspondence to behavior
 Accessibility
 Presence of social pressures
 Whether a person has direct
experience with the attitude
 The attitude-behavior relationship
is likely to be much stronger if an
attitude refers to something with
which we have direct personal
experience.
JOB ATTITUDES
 JOB ATTITUDES
TYPES DEFINITION
Job satisfaction A positive feeling about one’s job
resulting from an evaluation of its
characteristics
Job involvement the degree to which a person identifies
psychologically with a job, actively
participate in it, and consider
performance important to self-worth
Employees belief in the degree to
Psychological empowerment which they affect their work
environment, competence, the
meaningful of their job and their
autonomy in their work
Organizational Commitment The degree to which an employees
identifies with a particular organization
and its goals and wishes to maintain
membership in the organization
Perceived organizational The degree to which employees
believe an organization values their
support contribution and cares about their
wellbeing.
Employee engagement An employees involvement with,
satisfaction with, and enthusiasm for
work he/she does
DESCRIPTION
A person with high jo satisfaction holds
positive feelings about the work
A person with high job involvement
strongly identifies with and cares about
the kind of work they do
feel a sense of control in relation to
their work. 
Employee who are highly committed
will be continue their work with the
organization even though they feel
dissatisfied. They feel they should work
hard out of sense of loyalty/attachment
People perceived their organization as
supportive when rewards are fair, have
a voice in decision and supervisor are
supportive
Highly engaged employees have a
passion for their work and fell in deep
connection to their company , feel their
work important and meaningful
 PERSONALITY

 Definition of Personality
The sum of ways in which and individual reacts to and
interact with others” (Robbin & Judge 2019)
 “Personality refers to individual differences in character,
patterns of thinking, feeling and behaviour” (Mc Shane et.al., 2018)
a dynamic concept describing the growth and
development of a person’s whole psychological system.
 PERSONALITY DETERMINANTS

 Measuring Personality
 Managers need to know how to measure personality.
 Personality tests are useful in hiring decisions and
help managers forecast who is best for a job.
 The most common means of measuring personality is
through self-report surveys in which individuals
evaluate themselves on a series of factors
 PERSONALITY DETERMINANTS
1. Nature (refer to genetic or heridity origins – the genes that we inherit
from our parents.
 Heredity – is factors determine at conception; one’s biological,
physiological and inherent psychological make up
 explains about 50 percent of behavioral tendencies and 30 percent of
temperament
2. Nurture (refer to the person’s socialization, life experiences and other
forms of interaction with the environment)
 Socialization, life experiences, learning also affect personality, group
membership, culture
 Personality isn’t stable at birth
 Stabilizes throughout adolescence
 PERSONALITY DETERMINANTS
 Early research tried to identify and label enduring
personality characteristics.
 Shy, aggressive, submissive, lazy, ambitious, loyal, and
timid.
 These are personality traits – is ‘enduring
characteristics that describe and individual’s
behavior”
 The more consistent the characteristic over time,
the more frequently it occurs in diverse situation,
the more important the traits is the individual
PERSONALITY FRAMEWORK
 Myers-Briggs Type Indicator (MBTI)
 The most widely used personality assessment instrument in the world
 It is a 100 questions personality test that ask people how they usually act /feel in
situations. Respondents are classified as:
 Extraverted(E) vs Introverted (I) – Extraverted individuals are outgoing, sociable and
assertive while Introvert are quite and shy
 Sensing (S) vs Intuitive (N) – Sensing types are practical and prefer routine and order
and they focus on details while Intuitive rely unconscious processes and look at the
big picture
 Thinking(T) vs Feeling (F) – Thinking type use reason and logic to handle problems
while Feeling rely on their personal values and emotion
 Judging (J) vs Perceiving (P) – Judging types want control and prefer order and
structure. Perceiving types are flexible and spontaneous
 Please take this personality test using the link below:
 https://www.16personalities.com/free-personality-test
Myers-Briggs Type Indicator (MBTI)
The Big Five Personality Model
 The Big Five Personality Model
NO. FACTORS/DIMENSION DESCRIPTION
1. CONSCIENTIOUSNESS  Describes someone who is responsible,dependable,
persistent and organized
 High score – person is being responsible, dependable,
persistent and organized
 Low score – person is easily distracted, unreliable and
disorganized
2. EMOTIONAL STABILITY  Characterized someone as calm, self confident & secure
(+ve) (positive) vs nervous, depressed & insecure (negative)
(NEUROTICISM) (-ve)  High score – positive & optimistic, experience fewer
negative emotion
 Low score (high neuroticism)-hyper vigilant & vulnerable
to the physical & psychological effect of stress, nervous.,
anxious, depressed & feel insecure
3. EXTRAVERSION  Describes someone who is sociable, gregarious &
assertive
 Extravert (high extraversion) – tend to be sociable,
gregarious & assertive, experience more positive
emotions
 Introvert (low extraversion) – tend to be more
thoughtful, reserved, timid & quiet
 The Big Five Personality Model (continued….)

NO. FACTORS/DIMENSION DESCRIPTION

4. OPENNESS TO  Characterized someone in terms of imagination,
EXPERIENCE sensitivity & curiosity, address the range of interest &
fascination with novelty
 High score – tend to be creative, curious,& artistically
sensitive
 Low score- tend to be conventional, & find comfort in the
familiar

5. AGREEBLENESS  Describe someone who is good natured, cooperative &

trusting, individual’s propensity to defer to others
 High score – tend to be cooperative, warm & trusting and
happier than low score people
 Low score – tend to be cold & antagonistic

https://www.outofservice.com/bigfive/
Exhibit 4-2: Model Of How Big Five Traits Influence
Organizational Behavior (OB) Criteria
 The Dark Triad

 A constellation of negative
personality traits (undesirable traits)
consisting of Machiavellianism,
Narcissism and Psychopathy
 An individual might be expressed
strongly particularly when she/he is
under stress and unable to moderate
any inappropriate response
 Sustained of high level of dark
personality traits may cause the
individuals to derail their career and
personal live
 NO. OTHER DESCRIPTION
TRAITS
1. Antisocial  people are indifferent and
callous toward others.

The Dark Triad

(Robbins et., al 2019 pg 146) 2. Borderline  people have low self-
esteem and high
uncertainty.
OTHER TRAITS:
3. Schizotypal  individuals are eccentric
Antisocial and disorganized.
Borderline 4. Obsessive  people are perfectionists
compulsive and can be stubborn, yet
Schizotypal they attend to details,
carry a strong work ethic,
Obsessive Compulsive and may be motivated by
Avoidant achievement.

5. Avoidant  individuals feel inadequate

and hate criticism.
Other Personality Attribute Relevant To OB
(Robbins et.al; 2019,pg 146-148)
 VALUES
 DEFINITION OF VALUE
Basic convictions that a specific mode of conduct/end state of existence is
personally/socially preferable to an opposite/converse mode of conduct/end state
of existence (Robbins, et.al.;
2019)

 are relative stable, evaluative beliefs that guide our preferences for outcomes of courses of
action in variety of situation (Mc Shane, et.al.; 2018)
 basic convictions about what is right, good, or desirable.
 The Importance and Organization of Values
 Lay the foundation for understanding of attitudes and motivation.
 Influence attitudes and behaviors.
 Value system: a hierarchy based on ranking of an individual’s values in terms of their intensity
 Eg. some individuals value generosity (kindness) more than frugality or buy a house is more
important than buy a car
 Is developed and reinforced through socialization from parents, religious institution, friends,
personal experiences and the society in which he/she live
 Contrast between set of value:
Terminal vs Instrumental Values
 Terminal values
 Desirable end-states of existence; the goals a person would like to achieve during
his/her lifetime, that we think are most important or most desirable
 include happiness, self-respect, recognition, inner harmony, leading a prosperous
life, and professional excellence.
 Instrumental Values
 Preferable modes of behavior or means of achieving one’s terminal values
 include being honest, sincere, ethical, and being ambitious, these values are more
focused on personality traits and character.

Terminal vs Instrumental Values
Terminal Values Instrumental Values
A comfortable life (a prosperous life) Ambitious (hardworking)
An exciting life (a stimulating, active life) Broadminded (open-minded)
A sense of accomplishment (lasting Capable (competent, efficient)
contribution)
A world of peace (free of war and conflict) Cheerful ( lighthearted, joyful)
 A world of beauty (the beauty of nature and Clean (neat, tidy)
the arts)
Equality (brotherhood, equal opportunity for Courageous (standing up for your beliefs)
all)
Family security (taking care of loved ones) Forgiving (willing to pardon)
Freedom (independence, free choice) Helpful (working for the welfare of others)
Happiness ( contentedness) Honest (sincere, truthful)
Inner harmony (freedom from inner conflict) Imaginative (daring, creative)
Mature love (sexual and spiritual intimacy) Independent (self-reliant, self-sufficient)
National security (protection from attack) Intellectual (intelligent, reflective)
Pleasure (an enjoyable, leisurely life) Logical (consistent, rational)
Salvation (saved, eternal) Loving (affectionate, tender)
Self-respect(self-esteem) Obedient (dutiful, respectful)
Social recognition (respect, admiration) Polite (courteous, well-mannered)
A true friend (close companionship) Responsible (dependable, reliable)
Wisdom ( a mature understanding of life) Self-controlled (restrained, self-disciplined)
 GENERATIONAL VALUES
Exhibit 4-4 Dominant Work Values in Today’s Workforce

Entered the Approximate

Cohort Workforce Current Age Dominant Work Values
Boomers 1965–1985 50s to 70s Success, achievement, ambition,
dislike of authority; loyalty to
career
Xers 1985–2000 Mid-30s to 50s Work-life balance, team-oriented,
dislike of rules; loyalty to
relationships
Millennials 2000 to To mid-30s Confident, financial success, self-
present reliant but team-oriented; loyalty
to both self and relationships
LINKING AN INDIVIDUAL’S PERSONALITY AND VALUES
TO THE WORKPLACE
 Person-Job Fit vs. Person-Organization Fit
 Personality-job fit theory
 A theory that identifies six personality types and proposes that the fit
between personality type and occupational environment determines
satisfaction and turnover
 Person-Job Fit
Exhibit 4-5 Holland’s Typology of Personality and Congruent
Occupations
Type
Realistic: Prefers physical activities that
require skill, strength, and coordination
Investigative: Prefers activities that
involve thinking, organizing, and
understanding
Social: Prefers activities that involve
helping and developing others
Conventional: Prefers rule-regulated,
orderly, and unambiguous activities
Enterprising: Prefers verbal activities in
which there are opportunities to
influence others and attain power
Artistic: Prefers ambiguous and
unsystematic activities that allow
creative expression
Personality Characteristics
Shy, genuine, persistent, stable,
conforming, practical
Analytical, original, curious, independent
Sociable, friendly, cooperative,
understanding
Conforming, efficient, practical,
unimaginative, inflexible
Self-confident, ambitious, energetic,
domineering
Imaginative, disorderly, idealistic,
emotional, impractical
Copyright © 2019 Pearson Education, Ltd. All Rights Reserved.
Congruent Occupations
Mechanic, drill press operator,
assembly-line worker, farmer
Biologist, economist,
mathematician, news reporter
Social worker, teacher, counselor,
clinical psychologist
Accountant, corporate manager,
bank teller, file clerk
Lawyer, real estate agent, public
relations specialist, small business
manager
Painter, musician, writer, interior
decorator
LINKING AN INDIVIDUAL’S PERSONALITY AND
VALUES TO THE WORKPLACE

 Person-Organization Fit
 refers to shared values among coworkers and organizational culture.
 People high on extraversion fit well with aggressive and team-
oriented cultures.
 People high on agreeableness match up better with a supportive
organizational climate than one focused on aggressiveness.
 People high on openness to experience fit better in organizations
that emphasize innovation rather than standardization.
Person-Job Fit vs. Person-Organization Fit
 Other Dimensions of Fit
 Although person-job fit and person-organization fit are
considered the most salient dimensions for workplace
outcomes, other avenues of fit are worth examining.
 Person-group fit - refers to the interpersonal compatibility
between individuals and their workgroup. Strong person-group fit is
related to coworker satisfaction and feelings of cohesion.
 Person-supervisor fit - hypothesized to be the degree of
similarity between personality dimensions, values, and goals.  It is
proposed that if these dimensions of fit match (or mis-match), there
will be significant relationships with organizational outcomes. More
specifically, the congruence between supervisor
 CULTURAL VALUES
 Two important framework cultural values (Hofstede’s Framework &
Hofstede’s Framework)
1. HOFSTEDE’S FRAMEWORK

NO. VALUE DIMENSION DESCRIPTION

1. Power Distance  Describes the extent to which a society accepts that power
institutions and organization is distributed unequally
 High rating power distance-means large inequalities ofpower and
wealth exists and are tolerated in the culture
2. Individualism vs  Individualism – describe the degree to which people prefer to act
as individuals rather than members of group
collectivism  Collectivism – describe a tight social framework in which people
expect others in group to look after them and protect them

3. Masculinity vs  Masculinity- describe the extend to which the culture favors

traditional masculine work roles of achievement, power, and
Femininity control. Societal values are characterized by assertiveness and
materialism. High masculinity rating indicates the culture has
separate roles for men and women with men dominating the
society
 Femininity- indicates little differentiation between male & female
roles ; a high rating indicates women are treated as the equals of
men in all aspects of the society.
 CULTURAL VALUES
 Two important framework cultural values (Hofstede’s Framework &
Hofstede’s Framework)
1. HOFSTEDE’S FRAMEWORK

NO. VALUE DIMENSION DESCRIPTION

4. Uncertainty avoidance  Describes the extent to which a society feels threatened by

uncertain and ambiguous situations and tries to avoid them.
 High rating on uncertainty avoidance – people have increased
anxiety about uncertainty & ambiguity and use law and
control to reduce uncertainty
 Low uncertainty – more accepting of ambiguity, less rule
oriented , take more risk and accept change more readily

5. Long term vs short term  Long term –emphasizes the future , thrift and persistence
and tradition
orientation  Short term – emphasizes the present and accept change
 CULTURAL VALUES
 Two important framework cultural values (Hofstede’s Framework &
Hofstede’s Framework)
2. THE GLOBE FRAMEWORK
 The Global Leadership and Organizational Behavior Effectiveness
(GLOBE) research program updated Hofstede’s research.
 Data from 825 organizations and 62 countries.
 Used variables similar to Hofstede’s.
 Added some news ones:
 Humane orientation (the degree to which a society reward
individuals for being altruistic, generous etc.
 Performance orientation(the degree to which society
encourages and rewards group members for performance
improvement and excellence