Copyright © 2015 Pearson Education, Inc.akhmedjonov.weebly.com/.../robbins_ob16_ppt_05.pdf · Copyright © 2015 Pearson Education, Inc. !The!DarkTriad. 1. Machiavellianism!–the!degree!to!which!an!

Copyright © 2015 Pearson Education, Inc.

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Chapter 5: Personality and Values

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Learning Objectives A6er studying this chapter, you should be able to: Ø Describe personality, the way it is measured, and the factors that shape it.

Ø Describe the Myers-‐Briggs Type Indicator personality framework and its strengths and weaknesses.

Ø IdenFfy the key traits in the Big Five personality model. Ø Demonstrate how the Big Five traits predict behavior at work.

Ø Describe how the situaFon affects whether personality predicts behavior.

Ø Contrast terminal and instrumental values. Ø Compare generaFonal differences in values. Ø IdenFfy Hofstede’s five value dimensions of naFonal culture. 5-3


Describe Personality, the Way It Is Measured, and the Factors that Shape It

Ø Defining Personality Ø Personality is a dynamic concept describing the growth and development of a person’s whole psychological system.

Ø The sum total of ways in which an individual reacts to and interacts with others.

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Ø Managers need to know how to measure personality. Ø Personality tests are useful in hiring decisions and help managers forecast who is best for a job.

Ø The most common means of measuring personality is through self-‐report surveys.

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Ø Personality Determinants Ø Is personality the result of heredity or environment?

Ø Heredity refers to those factors that were determined at concepFon. Ø The heredity approach argues that the ulFmate explanaFon of an individual’s personality is the molecular structure of the genes, located in the chromosomes.

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Ø Early research tried to idenFfy and label enduring personality characterisFcs. Ø Shy, aggressive, submissive, lazy, ambiFous, loyal, and Fmid. Ø These are personality traits.

Ø Early efforts to idenFfy the primary traits that govern behavior o6en resulted in long lists that were difficult to generalize from and provided liWle pracFcal guidance to organizaFonal decision makers.

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Describe the Myers-‐Briggs Type Indicator Personality Framework and Its Strengths

and Weaknesses Ø One of the most widely used personality frameworks

is the Myers-‐Briggs Type Indicator (MBTI). Ø Individuals are classified as: Ø Extroverted or Introverted (E or I) Ø Sensing or Intui>ve (S or N) Ø Thinking or Feeling (T or F) Ø Perceiving or Judging (P or J)

Ø INTJs are visionaries. Ø ESTJs are organizers. Ø ENTPs are conceptualizers.

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Identify the Key Traits in the Big Five Personality Model

1.  Extraversion 2.  Agreeableness 3.  ConscienFousness 4.  EmoFonal stability 5.  Openness to experience

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Demonstrate How The Big Five Traits Predict Behavior At Work



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Ø The five factors appear in almost all cross-‐cultural studies.

Ø Generally, the findings corroborate what has been found in U.S. research Ø Of the Big Five traits, conscienFousness is the best predictor of job performance.

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Ø The Dark Triad 1.   Machiavellianism – the degree to which an

individual is pragmaFc, maintains emoFonal distance, and believes that ends can jusFfy means.

2.   Narcissism – the tendency to be arrogant, have a grandiose sense of self-‐importance, require excessive admiraFon, and have a sense of enFtlement.

3.   Psychopathy – the tendency for a lack of concern for others and a lack of guilt or remorse when their acFons cause harm.

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Ø Approach-‐Avoidance Ø The approach-‐avoidance framework – casts personality traits as moFvaFons. Ø Approach moFvaFon is aWracFon to posiFve sFmuli.

Ø Avoidance moFvaFon is our aversion to negaFve sFmuli.

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Ø Other Personality Traits Relevant to OB Ø Core Self-‐Evalua>on – boWom line conclusions individuals have about their capabiliFes, competence, and worth as a person.

Ø Self-‐Monitoring – measures an individual’s ability to adjust his or her behavior to external, situaFonal factors.

Ø Proac>ve Personality – people who idenFfy opportuniFes, show iniFaFve, take acFon, and persevere unFl meaningful change occurs.

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Describe How the Situation Affects Whether Predicts Behavior Ø Personality and SituaFons Ø Situa>on strength theory – indicates that the way personality translates into behavior depends on the strength of the situaFon. Ø The degree to which norms, cues, or standards dictate appropriate behavior. Ø Clarity Ø Consistency Ø Constraints Ø Consequences

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Describe How the Situation Affects Whether Predicts Behavior

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Contrast Terminal and Instrumental Values

Ø Values – basic convicFons about what is right, good, or desirable.

Ø Value system – ranks values in terms of intensity. Ø The Importance and OrganizaFon of Values Ø Values lay the foundaFon for understanding of

abtudes and moFvaFon. Ø Values generally influence abtudes and behaviors.

Ø Terminal values – desirable end-‐states of existence. Ø Instrumental values – preferred modes of behavior or means of achieving terminal values.

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Compare Generational Differences in Values

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Ø Person-‐OrganizaFon Fit Ø People high on extraversion fit well with aggressive and team-‐oriented cultures.

Ø People high on agreeableness match up beWer with a supporFve organizaFonal climate than one focused on aggressiveness.

Ø People high on openness to experience fit beWer in organizaFons that emphasize innovaFon rather than standardizaFon.

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Identify Hofstede’s Five Value Dimensions Of National Culture

Ø Five value dimensions of naFonal culture 1.   Power distance 2.   Individualism versus collec>vism 3.   Masculinity versus femininity 4.   Uncertainty avoidance 5.   Long-‐term versus short-‐term orienta>on

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Ø Different cultural values by naFon. Ø Enormously influenFal on OB research and managers, but sFll criFcized. Ø Original work is more than 30 years old and based on a single company (IBM).

Ø Important social and poliFcal changes since then. Ø Methodology concerns.


Ø The GLOBE Framework for Assessing Culture Ø The Global Leadership and OrganizaFonal Behavior EffecFveness (GLOBE) research program updated Hofstede’s research. Ø Data from 825 organizaFons and 62 countries. Ø Used variables similar to Hofstede’s. Ø Added some news ones.

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Implications for Managers Ø As a manager, you are more likely to appreciate, evaluate posiFvely, and allocate rewards to employees who fit in, and your employees are more likely to be saFsfied if they perceive they do fit in. Plan to objecFvely consider your employees’ performance accordingly.

Ø Consider screening job candidates for high conscienFousness, as well as the other Big Five traits, depending on the criteria your organizaFon finds most important. Other traits, such as core self-‐evaluaFon or narcissism, may be relevant in certain situaFons. 5-26


Implications for Managers Ø You need to evaluate your employees’ jobs, their work groups, and your organizaFon to determine the opFmal personality fit.

Ø Take into account employees' situaFonal factors when evaluaFng their observable personality traits, and lower the situaFon strength to beWer ascertain personality characterisFcs.

Ø Although the MBTI has been widely criFcized, it may have a place in organizaFons. You may consider the results helpful for training and development. The results can also help employees beWer understand themselves, help team members beWer understand each other, open up communicaFon in work groups, and possibly reduce conflicts. 5-27


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Copyright © 2015 Pearson Education, Inc.akhmedjonov.weebly.com/.../robbins_ob16_ppt_05.pdf · Copyright © 2015 Pearson Education, Inc. !The!DarkTriad. 1. Machiavellianism!–the!degree!to!which!an!