Individual Behavior, Values, and Personality

1
Chapter 2

• Individual Behavior, Values, and Personality

2
Chapter Outline

• MARS Model
• Types of Individual Behavior in Organizations
• Values in the Workplace
• Values Across Cultures
• Ethical Values Behavior
• Personality in Organizations

3
MARS Model
Values Personality Perceptions Emotions Attitudes
Stress
Individual Behavior and Results
4
MARS ModelMotivation

• Forces within a person that affect direction,
• intensity, persistence of his/her voluntary
• behavior.
• Direction
• Motivation in goal oriented
• Intensity
• Amount of effort
• Persistence
• Continue the effort

5
MARS ModelAbility

• Natural aptitudes learned capabilities
• required to successfully complete a task.
• Competencies
• Personal characteristics leading
• to superior performance
• Person-job matching

6
MARS ModelRole Perceptions

• Beliefs about what behavior is required to
• achieve desired results.
• Understanding what tasks to perform
• Understanding relative importance of tasks
• Understanding preferred behaviors to accomplish
  tasks

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MARS ModelSituational Factors

• Environmental conditions beyond the
• employees immediate control that
• constrain or facilitate behavior.
• Time
• People
• Budget
• Work Facilities
• Economic Conditions

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Types of Behavior in Organizations
Task Performance
Types ofWork-RelatedBehavior
Organizational Citizenship
Maintaining Work Attendance
Counter- Productive Behaviors
Joining/Staying with the Organization
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Values in the Workplace

• Values stable, long-lasting beliefs about
• what is important define right or wrong,
• good or bad.
• Value System arrange values into a
• hierarchy of preferences.
• Espoused
• What we want others to believe we hold
• Enacted
• Values in use, what we actually practice

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Schwartzs Values Model
Self-transcendence
Openness to Change
Conservation
Self-enhancement
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Values in the Workplace

• Values Congruence having similar
• value systems.
• Consequences of incongruence
• Incompatible decisions
• Lower satisfaction commitment
• Increased stress turnover
• Benefits of incongruence
• Better decision making
• Prevents corporate cult

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Values Across Cultures

• 5 Cross-Cultural Values
• Individualism and Collectivism
• Power Distance
• Uncertainty Avoidance
• Achievement vs. Nurturing Orientation
• Long-term vs. Short-term Orientation

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Values Across CulturesIndividualism
Collectivism

• Individualism
• Value independence, personal uniqueness
• Relates to self-direction dimension
• Collectivism
• Value duty to groups, group harmony
• Relates to conservation range of values

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Values Across CulturesIndividualism
Collectivism

• Two concepts are unrelated
• Cultures may have both high individualism high
  collectivism
• Americans with European heritage are more
  individualistic

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Values Across CulturesIndividualism
Collectivism
Peru
High
Italy
Portugal
Taiwan
Zimbabwe
China
Collectivism
Turkey
Mexico
Chile
Hong Kong
Korea
U.S.A.
France
Japan
Egypt
Low
Individualism
Low
High
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Values Across CulturesPower Distance
High
China
Russia
The degree that people accept an unequal
distribution of power in society
Japan
U.S.A.
Netherlands
Low
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Values Across CulturesPower Distance

• Korean culture meets American values in
  Montgomery, AL
• Koreas high power distance culture
• Reveres hierarch power of executives

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Values Across CulturesUncertainty Avoidance
High
Japan
France
The degree that people tolerate ambiguity (low
U.A.) or feel threatened by ambiguity (high
U.A.).
China
U.S.A.
Singapore
Low
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Values Across CulturesAchievement vs. Nurturing
Achievement
Japan
U.S.A.
The degree that people value assertiveness,
competitiveness, materialism (achievement)
versus relationships well-being of others
(nurturing)
China
Russia
Nurturing
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Values Across CulturesLong vs. Short-Term
Orientation
Long-Term
China
Japan
The degree that people value thrift, savings,
persistence (long-term) versus past present
issues, respect for tradition fulfilling social
obligations (short-term).
Netherlands
U.S.A.
Russia
Short-Term
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Ethical Values BehaviorThree Ethical
Principles
Utilitarianism
Greatest good for the greatest number of people
Individual Rights
Fundamental entitlementsin society
Distributive Justice
People who are similar should receive similar
benefits
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Personality in Organizations

• Personality relatively stable pattern of
• behaviors consistent internal states that
• explain a persons behavioral tendencies.
• Less evident in situations constrained by social
  norms
• Genetics vs. environment

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Personality in OrganizationsThe Big Five
Dimensions
Careful, dependable
Courteous, caring
Anxious, hostile
Sensitive, flexible
Outgoing, talkative
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Personality in OrganizationsMyers-Briggs Type
Indicator
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Personality in OrganizationsLocus of Control

• Internal locus of control
• Believe they are very much in charge of their own
  destiny
• External locus of control
• Believe events in their life are due mainly to
  fate/luck

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Personality in OrganizationsLocus of Control

• Research results show internals generally
• More successful earn more money
• Well-suited to leadership positions
• More satisfied with their jobs
• Handle stressful events better
• More motivated by performance-based reward
  systems

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Personality in OrganizationsSelf-Monitoring

• Self-monitoring individuals level of
• sensitivity ability to adapt to situational
• cues.
• High Self-Monitors
• Better conversationalists
• Better organizational leaders
• More likely to be promoted