personality and values, Thesis of Marketing Research

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Essentials of

Organizational Behavior ,

10/e

Stephen P. Robbins & Timothy A.

Judge

Chapter 2

Personality and Values

After studying this chapter you should be able to:

1. Define personality , describe how it is measured, and

explain the factors that determine an individual’s

personality.

2. Describe the Myers-Briggs Type Indicator personality

framework and assess its strengths and weaknesses.

3. Identify the key traits in the Big Five personality model

and demonstrate how the traits are relevant to OB.

4. Define values , demonstrate the importance of values,

and contrast terminal and instrumental values.

5. Compare the generational differences in values and

identify the dominant values in today’s workforce.

6. Identify Hofstede’s five value dimensions of national

culture.

Measuring Personality

• (^) Self-reports Surveys  (^) Most common  (^) Prone to error
• (^) Observer-ratings Surveys  (^) Independent assessment  (^) May be more accurate

Personality Determinants

• (^) Heredity is the most dominant

factor

 (^) Twin studies: genetics more influential than parents

• (^) Environmental factors do have

some influence

• (^) Aging influences levels of ability  (^) Basic personality is constant

Measuring Personality Traits: The Big-Five Model

• (^) Five Traits:  (^) Extraversion  (^) Agreeableness  (^) Conscientiousness  (^) Emotional Stability  (^) Openness to Experience
• (^) Strongly supported relationship to job performance (especially Conscientiousness)

Major Personality Attributes

Influencing OB

• Core self-evaluation

Self like/dislike

• Type A personality

Competitive, urgent, and driven

• Self-monitoring

Adjusts behavior to meet external, situational factors

• Proactive personality

Identifies opportunities, shows initiative, takes action

and perseveres

Value Systems

• (^) Represent a prioritizing of individual values by:

 Content – importance to the individual

 Intensity – relative importance with other values

• (^) The hierarchy tends to be relatively stable
• (^) Values are the foundation for attitudes, motivation, and behavior
• (^) Influence perception and cloud objectivity

Rokeach Value Survey

• (^) Terminal values refers to desirable end-states of existence Goals that a person would like to achieve during his or her lifetime - (^) Instrumental values refers to preferable modes of behavior, or means of achieving the terminal values

Examples of Instrumental Values

• (^) Ambitious (hard working, aspiring)
• (^) Broad-minded (open-minded)
• (^) Capable (competent, efficient)
• (^) Cheerful (lighthearted, joyful)
• (^) Clean (neat, tidy)
• (^) Courageous (standing up for your beliefs)
• (^) Forgiving (willing to pardon others)
• (^) Helpful (working for the welfare of others)
• (^) Honest (sincere, truthful)

Contemporary Work Cohorts

Cohort

Entered the

Workforce

Dominant Work Values

Veterans 1950s or early

1960s

Hard working, conservative, conforming;

loyalty to the organization

Boomers 1965-1985 Success, achievement, ambition, dislike

of authority; loyalty to career

Xers 1985-2000 Work/life balance, team-oriented, dislike

of rules; loyalty to relationships

Nexters 2000 to present Confident, financial success, self-reliant

but team-oriented; loyalty to both self

and relationships

Person-Organization Fit

• (^) It is more important that

employees’ personalities fit with

the organizational culture than

with the characteristics of any

specific job.

• (^) The fit predicts job satisfaction,

organizational commitment and

turnover.

Global Implications

• (^) The Big Five Model appears across a wide variety of cultures  (^) Primary differences based on factor emphasis and type of country
• (^) Values differ across cultures  (^) Two frameworks for assessing culture: - (^) Hofstede - (^) GLOBE

GLOBE Framework for Assessing Cultures*

• (^) Assertiveness
• (^) Future orientation
• (^) Gender differentiation
• (^) Uncertainty avoidance
• (^) Power distance
  • (^) Individualism/ collectivism
  • (^) In-group collectivism
  • (^) Performance orientation
  • (^) Humane orientation

*Global Leadership and Organizational Behavior Effectiveness

Ongoing study with nine factors:

Implications for Managers

• (^) Personality:

 Evaluate the job, group, and organization to

determine the best fit

 Big Five is best to use for selection

 MBTI for development and training

• (^) Values:

 Strongly influence attitudes, behaviors, and

perceptions

 Match the individual values to organizational

culture