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- 1. Individual Behavior, Personality, and Values McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
- 2. 2-2 Individual Behavior at OhioHealth OhioHealth has weathered economic recessions and national skills shortages by being an employer of choice for job applicants, minimizing absenteeism and turnover, encouraging extra-role behavior, and supporting high performance.
- 3. 2-3 MARS Model of Individual Behavior Individual behavior and results Situational factors Personality Values Self-concept Perceptions Emotions & attitudes Stress Motivation Ability Role perceptions
- 4. 2-4 Employee Motivation Motivation - represents the forces within a person that affect his or her direction, intensity and persistence of voluntary behavior. • Direction – path along which people engage their effort. - Choice of people where to put their efforts, sense of what they are trying to achieve and what level of quality or quantity. • Intensity – the amount of effort allocated to the goal, how people push themselves to complete a task. McShane/Von Glinow OB 6e © 2013 The 4 McGraw-Hill Companies, Inc. All rights reserved
- 5. 2-5 Employee Motivation • Levels of persistence – employees sustain their effort until they reach their goal or give up beforehand. Ex: If you’re driving a car your effort is on the engine, direction is where is you steer the car, intensity is how much you put your foot down on the gas pedal, and persistence are cognitive (thoughts) and emotional conditions that directly cause us to move. McShane/Von Glinow OB 6e © 2013 The 5 McGraw-Hill Companies, Inc. All rights reserved
- 6. 2-6 Employee Motivation Ability – includes both the natural aptitudes and the learned capabilities required to successfully complete a task. • Aptitudes – natural talents that help employee learn specific tasks more quickly and perform them better. • Learned capabilities - skills and knowledge that you currently possess including physical and mental skills and knowledge acquired. • Competencies – characteristics of a person that result in superior performance, which includes knowledge, skills, aptitudes and behaviors, personality, values, etc. McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved
- 7. 2-7 Employee Motivation Role Perceptions – refer to how clearly people understand the job duties (roles) assigned to them or expected of them. • Role clarity exists in 3 forms - Employees know the specific duties or consequences for which they are accountable. - Employees understand the priority of their various tasks and performance expectations. • - Involves understanding the preferred behaviors or procedures for accomplishing the assigned tasks. McShane/Von Glinow OB 6e © 2013 The 7 McGraw-Hill Companies, Inc. All rights reserved
- 8. 2-8 Situational Factors Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior Constraints – time, budget, facilities, etc Cues – e.g. signs of nearby hazards R BAR S M A
- 9. 2-9 Types of Individual Behavior Organizational Citizenship Contextual performance – cooperation and helpfulness beyond required job duties (walking extra mile) Task Performance Goal-directed behaviors under the person’s control that support the organizational objectives. Ex: Task performance behaviors transform raw materials into goods and services or support and maintain these technical activities. more
- 10. 2-10 Types of Individual Behavior (con’t) Maintaining Work Attendance Attending work at required times (absenteeism, presenteeism Joining/staying with the Organization Agreeing to employment relationship; remaining in that relationship (nurturing an enjoyable working environment, high involvement environment) Counterproductive Work Behaviors Voluntary behaviors that potentially harm the organization (harassing co-workers, creating unnecessary conflict, deviating from preferred work methods)
- 11. 2-11 Defining Personality Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics • External traits – observable behaviors • Internal states – thoughts, values, etc inferred from behaviors • Some variability, adjust to suit the situation
- 12. 2-12 Nature vs. Nurture of Personality Influenced by Nature – refers to our genetic or hereditary origins. • Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament • Genetic code determines our eye color, skin tone, and physical shape and also our attitudes, decisions, and behavior. • Minnesota studies – twins had similar personalities
- 13. 2-13 Nature vs. Nurture of Personality Influenced by Nurture Person’s socialization, life experiences and other forms of interaction with the environment. • Personality stabilizes throughout adolescence and stabilizes by the time people reach 30 years of age • Other personality changes may continue to age 50. • Executive function steers behavior guided by our self-concept McShane/Von Glinow OB 6e © 2013 The 13 McGraw-Hill Companies, Inc. All rights reserved
- 14. 2-14 Five-Factor Personality Model (CANOE) Organized, dependable Trusting, helpful, flexible Anxious, self-conscious Creative, nonconforming Outgoing, talkative, energetic Conscientiousness Agreeableness Neuroticism Openness to Experience Extraversion
- 15. 2-15 Five-Factor Personality and Organizational Behavior Conscientiousness and emotional stability • Strongest personality predictors of performance Agreeableness • Effective in jobs requiring cooperation and helpfulness Neuroticism • Characterizes people who tend to be anxious, insecure, self-conscious, depressed, and temperamental Openness to experience • Linked to higher creativity and adaptability to change Extraversion • Linked to sales and mgt performance • Related to social interaction and persuasion
- 16. 2-16 Jungian Personality Theory Swiss psychiatrist Carl Jung Identifies preferences for perceiving the environment and obtaining/processing information Commonly measured by Myers-Briggs Type Indicator (MBTI)
- 17. 2-17 Jungian & Myers-Briggs Types Sensing (S) •Concrete •Realistic •Practical Getting energy Intuitive (N) •Imaginative •Future-focused •Abstract Extraversion (E) •Talkative •Externally-focused •Assertive Introversion (I) •Quiet •Internally-focused •Abstract Thinking (T) •Logical •Objective •Impersonal Feeling (F) •Empathetic •Caring •Emotion-focused Judging (J) •Organized •Schedule-oriented •Closure-focus Perceiving (P) •Spontaneous •Adaptable •Opportunity-focus Perceiving information Making decisions Orienting to the external world
- 18. 2-18 Myers-Briggs Type Indicator (MBTI) Extraversion versus introversion • similar to five-factor dimension Perceiving information • Sensing – uses senses, factual, quantitative • Intuition – uses insight, subjective experience Judging (making decisions) • Thinking – rational logic, systematic data collection • Feeling – influenced by emotions, how choices affect others Orientation toward the external world • Perceiving – flexible, spontaneous, keeps options open • Judging – order and structure
- 19. 2-19 Values in the Workplace Stable, evaluative beliefs that guide our preferences Define right or wrong, good or bad Value system -- hierarchy of value
- 20. 2-20 Schwartz’s Values Model Openness to change – motivation to pursue innovative ways (self-direction includes creativity, independent thought ) stimulation (excitement and challenge) hedonism (pursuit of pleasure, enjoyment, gratification of desires)
- 21. 2-21 Schwartz’s Values Model Conservation – opposite of openness to change, represents a person’s to status quo (conformity – adherence to social norms and expectations) security and stability and tradition (moderation and preservation of status quo)
- 22. 2-22 Schwartz’s Values Model Self-enhancement -- motivated by self-interest (pursuit of personal success Self-transcendence -- motivation to promote welfare of others and nature
- 23. 2-23 Values and Behavior Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs Decisions and behavior are linked to values when: 1. Have logical reasons to apply values in that situation 2. Situation allows/encourages values enactment 3. Mindful of our values
- 24. 2-24 In Search of Congruent Values Scott Reed (far right) and his siblings joined the Chick-fil- A restaurant chain because its strong family values were compatible with their personal values. “Chick-fil-A’s core values line up well with mine,” says Reed. .
- 25. 2-25 In Search of Congruent Values Similarity of a person’s values hierarchy to another source Person-organization value congruence Espoused-enacted value congruence Organization-community values congruence
- 26. 2-26 Three Ethical Principles Utilitarianism Individual Rights Greatest good for the greatest number of people Fundamental entitlements in society (freedom of movement, freedom of speech, fair trial, human rights Distributive Justice People who are similar should receive similar benefits . People who are similar to one another should receive similar benefits and burdens, and vice-versa.
- 27. 2-27 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 external factors Mindfulness • actively evaluate whether action violates values
- 28. 2-28 Supporting Ethical Behavior Ethical code of conduct Ethics training Ethics hotlines Ethical leadership and shared values
- 29. 2-29 Cross-Cultural Values at Infosys Infosys Technologies, one of India’s largest technology companies, anticipated cross-cultural differences when it acquired an Australian company. Infosys held seminars where employees from both countries learned about their cultures and discussed how they can manage employees with these different values.
- 30. 2-30 Individualism The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities High Individualism USA Italy India Denmark Taiwan Low Individualism
- 31. 2-31 Collectivism The degree to which people value their group membership and harmonious relationships within the group High Collectivism Italy Taiwan India Denmark USA Low Collectivism
- 32. 2-32 Power Distance High power distance • Value obedience to authority • Comfortable receiving commands from superiors • Prefer formal rules and authority to resolve conflicts Low power distance • expect relatively equal power sharing • view relationship with boss as interdependence, not dependence High Power Distance Malaysia Venezuela Japan USA Denmark Israel Low Power Distance
- 33. 2-33 Uncertainty Avoidance High uncertainty avoidance • feel threatened by ambiguity and uncertainty • value structured situations and direct communication Low uncertainty avoidance • tolerate ambiguity and uncertainty High U. A. Greece Japan Italy USA Singapore Low U. A.
- 34. 2-34 Achievement-Nurturing High achievement orientation • assertiveness • competitiveness • materialism High nurturing orientation • relationships • others’ well-being Achievement Japan China USA France Chile Sweden Nurturing
- 35. 2-35 Cultural Diversity within the United States Increasing surface-level diversity • Also associated with some deep-level diversity (e.g. racial differences in individualism) Regional differences in deep-level diversity • e.g. openness to experience, neuroticism, collectivism • Regional variations likely caused by: - local institutions (schools, religion) - physical environment - migration