Organizational Behavior Lectures(Ob13 04)
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The document summarizes key topics from Chapter 4 of the book "Organizational Behavior" including personality, values, and their importance in workplace settings. It defines personality and describes common frameworks for assessing personality traits like the Myers-Briggs Type Indicator and Big Five model. Values are defined as convictions about how to live and the chapter contrasts terminal and instrumental values while examining generational and cultural differences in values. The importance of aligning an individual's personality and values with their job and organization is discussed to improve performance and satisfaction.
Organizational Behavior Lectures(Ob13 04)
- 1. Robbins & Judge Organizational Behavior 13th Edition Chapter 4: Personality and Values Student Study Slideshow Bob Stretch Southwestern College 4-1© 2009 Prentice-Hall Inc. All rights reserved.
- 2. Chapter Objectives • After studying this chapter, you should be able to: – Define personality, describe how it is measured, and explain the factors that determine an individual’s personality. – Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses. – Identify the key traits in the Big Five personality model. – Demonstrate how the Big Five traits predict behavior at work. – Identify other personality traits relevant to OB. – Define values, demonstrate their importance, and contrast terminal and instrumental values. – Compare generational differences in values, and identify the dominant values in today’s workforce. – Identify Hofstede’s five value dimensions of national culture. 4-2© 2009 Prentice-Hall Inc. All rights reserved.
- 3. What is Personality? – The sum total of ways in which an individual reacts and interacts with others, the measurable traits a person exhibits •Measuring Personality – Helpful in hiring decisions – Most common method: self-reporting surveys 4-3© 2009 Prentice-Hall Inc. All rights reserved.
- 4. Personality Determinants • Heredity – Factors determined at conception: facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, – This “Heredity Approach” argues that genes are the source of personality – Parents don’t add much to personality development – There is some personality change over long time periods 4-4© 2009 Prentice-Hall Inc. All rights reserved.
- 5. Personality Traits Enduring characteristics that describe an individual’s behavior – The more consistent the characteristic and the more frequently it occurs in diverse situations, the more important the trait. 4-5© 2009 Prentice-Hall Inc. All rights reserved.
- 6. The Big Five Model of Personality Dimensions • Extroversion – Sociable and assertive • Agreeableness – Good-natured, cooperative, and trusting • Conscientiousness – Responsible, dependable, persistent, and organized • Emotional Stability – Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative) • Openness to Experience – Curious, imaginative, artistic, and sensitive 4-6© 2009 Prentice-Hall Inc. All rights reserved.
- 7. How Do the Big Five Traits Predict Behavior? – Highly conscientious people develop more job knowledge, exert greater effort, and have better performance. – Other Big Five Traits also have implications for work. • Emotional stability is related to job satisfaction. • Extroverts tend to be happier in their jobs and have good social skills. • Open people are more creative and can be good leaders. • Agreeable people are good in social settings. See Exhibit 4-2 © 2009 Prentice-Hall Inc. All rights reserved. 4-7
- 8. More Relevant Personality Traits • Self-Monitoring – The ability to adjust behavior to meet external, situational factors. – High monitors conform more and are more likely to become leaders. • Risk Taking – The willingness to take chances. – Risk takers make faster decisions with less information. © 2009 Prentice-Hall Inc. All rights reserved. 4-8
- 9. Even More Relevant Personality Traits • Type A Personality – Aggressively involved in a struggle to achieve more in less time • Impatient: always moving, walking, and eating rapidly • Strive to think or do two or more things at once • Cannot cope with leisure time – Prized in North America, but quality of the work is low – Type B people are the complete opposite • Proactive Personality – Identifies opportunities, shows initiative, takes action. – Creates positive change in the environment © 2009 Prentice-Hall Inc. All rights reserved. 4-9
- 10. Values Basic convictions on how to conduct yourself or how to live your life that is personally or socially preferable – “How to” live life properly. © 2009 Prentice-Hall Inc. All rights reserved. 4-10
- 11. Importance of Values • Provide understanding of the attitudes, motivation, and behaviors • Influence our perception of the world around us • Represent interpretations of “right” and “wrong” • Imply that some behaviors or outcomes are preferred over others © 2009 Prentice-Hall Inc. All rights reserved. 4-11
- 12. Classifying Values – Rokeach Value Survey • Terminal Values – the goals that a person would like to achieve during his or her lifetime • Instrumental Values – Preferable modes of behavior or means of achieving one’s terminal values • People in same occupations or categories tend to hold similar values. – But values vary between groups. – Value differences make it difficult for groups to negotiate and may create conflict. See Exhibits 4-3 and 4-4 © 2009 Prentice-Hall Inc. All rights reserved. 4-12
- 13. Linking Personality and Values to the Workplace • There appear to be intrinsic differences in personality between people. • There are different types of jobs. • People in jobs congruent with their personality should be more satisfied and have lower turnover. © 2009 Prentice-Hall Inc. All rights reserved. 4-13
- 14. Still Linking Personality to the Workplace In addition to matching the individual’s personality to the job, managers are also concerned with: •Person-Organization Fit: – The employee’s personality must fit with the organizational culture. – People are attracted to organizations that match their values. – Those who match are most likely to be selected. – Mismatches will result in turnover. © 2009 Prentice-Hall Inc. All rights reserved. 4-14
- 15. • Values – Often explain attitudes, behaviors and perceptions – Higher performance and satisfaction achieved when the individual’s values match those of the organization © 2009 Prentice-Hall Inc. All rights reserved. 4-15
- 16. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall