chap-02updated mars model

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2

Individual Behavior, Values,

and Personality

Chapter 2

MN201Lecturer:

LONG BUNTENGWeek II



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!n"a"e#ent at $%ens Cornin"

$%ens Cornin" is #a&in"

e#ployee en"a"e#ent a

cornerstone o' its (usiness

strate"y to (eco#e a %orld

class or"ani)ation*

Reprinted with permission of Owens Corning. All rights reserved



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!#ployee !n"a"e#ent e'ined

-he e#ployee.s e#otional

and co"nitive /rational

#otivation, a(ility to per'or#

the o(, clear understandin"

o' the or"ani)ation.s vision

and hisher speci'ic role in

that vision, and a (elie' that

heshe has the resources to

"et the o( done

Reprinted with permission of Owens Corning. All rights reserved




IndividualIndividualBehavior Behavior

and 4esultsand 4esults

4ole4ole

PerceptionsPerceptions

SituationalSituational5actors5actors

MotivationMotivation

6(ility 6(ility

ValuesValues

PersonalityPersonality

PerceptionsPerceptions

!#otions!#otions

6ttitudes 6ttitudes

StressStress

M64S Model o' Individual Behavior




!8a#ple

6n enthusiastic salespeople /#otivation %ho understand

his or her o( duties /role perceptions and has su''icient

resources /situational 'actor %ill not per'or# his or her

o(s as %ell i' they lac& su''icient &no%led"e and saless&ill /a(ility




MM

AA

RR

SS

BARBAR

!#ployee Motivation

Internal 'orces that a''ect a person.s voluntary

choice o' (ehavior* Motivational ele#ents are:

; direction

; intensity ; persistence


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MM

AA

RR

SS

BARBAR

!#ployee 6(ility

Natural aptitudes /natural talents and learned capa(ilities /s&illsand &no%led"e re=uired to success'ully co#plete a tas&

; co#petencies − personal characteristics that lead to superior

per'or#ance

; person − o( #atchin"

selectin" the (est

trainin" > developin"

redesi"nin" o(s


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MM

AA

RR

SS

BARBAR

!#ployee 4ole Perceptions

Belie's a(out %hat (ehavior is re=uired to

achieve the desired results:

; understandin" %hat tas&s to per'or#

; understandin" relative i#portance o' tas&s ; understandin" pre'erred

(ehaviors to acco#plish tas&s


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MM

AA

RR

SS

BARBAR

Situational 5actors !nviron#ental conditions (eyond the

individual.s shortter# control that constrain or

'acilitate (ehavior* Controlla(le 'actors are:

; ti#e

; people ; (ud"et

; %or& 'acilities


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$r"ani)ational$r"ani)ational

Citi)enshipCiti)enship Per'or#ance (eyond the re=uired o( duties

-as&-as&

Per'or#ancePer'or#ance

Aoaldirected (ehaviours under

person.s control

#ore

-ypes o' Behavior in $r"ani)ations



Maintainin" or&Maintainin" or&

6ttendance 6ttendance 6ttendin" %or& at re=uired ti#es

oinin"stayin"oinin"stayin"%ith the%ith the

$r"ani)ation$r"ani)ation

Aoaldirected (ehaviours under

person.s control

-ypes o' Behavior in $r"ani)ations

CounterproductiveCounterproductive

or& Behavioursor& Behaviours

Voluntary (ehaviour thatpotentially har#s the or"ani)ation



Values in the or&place

Values are sta(le, evaluative (elie's that "uide ourpre'erences 'or outco#es* 6 value is a principle, astandard, or a =uality considered %orth%hile or

desira(le* -hey de'ine the ri"ht or %ron", "ood or (ad

Value syste# hierarchy o' values

!spoused vs* !nacted values:

; Espoused the values %e say %e use and o'ten thin& %euse

; Enacted values %e actually rely on to "uide our decisionsand actions


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-hree Cate"ories o' Values

Personal values de'ine %ho an individual is* -hey serve

as "uides in handlin" situations and interactin" %ith

others*

Organ!atonal values are the standards that "uide an

individualDs (ehavior in a pro'essional conte8t* -heyde'ine ho% an individual acco#plishes %or&, interacts in

pro'essional situations, and ho% he #a&es decisions

relative to his o(career*

"ultural values are standards that "uide ho% a personrelates #eanin"'ully to others in di''erent social

situations*



Sch%art).s Values Model

"onservaton

Sel#$en%ance&ent

Sel#$transcendence

Openness

to "%ange



Values and Behavior

Ea(itual (ehavior tends to (e consistent %ith our

values, (ut our everyday conscious decisions and

actions apply our values #uch less consistently*

ecisions and (ehaviors lin&ed to values %hen:3+1* Mind'ul and conscious o' our values

2* Eave lo"ical reasons to apply values in that situation

+* Situation does not inter'ere



Values Con"ruence at Coles

More than 2,+00 Coles

e#ployees across all levels

participated in 20+ 'ocus

"roups around the country*-heir o(ective: to identi'y a

set o' values 'or 6ustralia.s

second lar"est retailer that

%ould (e con"ruent %ith their

personal values*

Armen Dueschian/Newspix

Integrity Respect/recognition !assion for excellence "or#ing together


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Values Con"ruence

Values con"ruence %here t%oor #ore entities have si#ilar

value syste#s

Pro(le#s %ith incon"ruence

; Inco#pati(le decisions

; Lo%er satis'action and

co##it#ent

; Increased stress and turnover

Bene'its o' /so#e incon"ruence

; Better decision #a&in" /diverse

values

; !nhanced pro(le# de'inition

; Prevents Fcorporate cultsGArmen Dueschian/Newspix


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Individualis# Collectivis#

Peru

Chile

Italy

Ni"eria

India

Hnited States

apan

!"ypt

orea

5rance

P4 China

Portu"al

Me8ico

Eon" on"

-ai%an

C o l l e c t i v i s #

Ei"h

Lo%

Individualis# Ei"hLo%

6ustralia

Eun"ary

Ne%

JealandSin"apore


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Po%er istance

-he de"ree that

people accept an

une=ual distri(utiono' po%er in societyapanapan

IsraelIsraelen#ar&en#ar&

Vene)uelaVene)uela

'g% Po(er )stanceMalaysiaMalaysia

Lo( Po(er )stance

H*S*H*S*



Hncertainty 6voidance

'g% U* A*

Lo( U* A*

apanapanAreeceAreece

H*S*H*S*

-he de"ree that people

tolerate a#(i"uity /lo% or

'eel threatened (ya#(i"uity and uncertainty

/hi"h uncertainty

avoidance*

ItalyItaly

Sin"aporeSin"apore



6chieve#entNurturin"

Ac%eve&ent

Nurturng

apanapan

H*S*H*S*

S%edenS%eden

-he de"ree that people

value assertiveness,

co#petitiveness, and#aterialis# /achieve#ent

versus relationships and

%ell(ein" o' others

/nurturin"

ChinaChina

ChileChile

5rance5rance




Et%cs

!thics is a syste# o' #oral values that "overn apersonDs conduct* Values and ethics, to"ether,de'ine a person

!thics re'ers to the study o' #oral principles orvalues that deter#ine %hether actions are ri"htor %ron" and outco#es are "ood or (ad*

People rely on ethical values to deter#ine Kthe

ri"ht thin" to do.*



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Htilitarianis#Htilitarianis#

IndividualIndividual4i"hts4i"hts

Areatest "ood 'or the "reatestnu#(er o' people

5unda#ental entitle#entsin society

istri(utiveistri(utive

usticeustice

People %ho are si#ilar should

receive si#ilar (ene'its

-hree !thical Principles




In'luences on !thical Conduct

Moral intensity

; de"ree to %hich an issue de#ands the application o'

ethical principles

!thical sensitivity ; a(ility to reco"ni)e the presence and deter#ine the

relative i#portance o' an ethical issue

Situational in'luences ; co#petitive pressures and other conditions a''ect

ethical (ehavior




Supportin" !thical Behavior

!thical code o' conduct ; !sta(lishes standards o' (ehavior

; Pro(le#: Li#ited e''ect alone on ethical (ehavior

!thics trainin" ; 6%areness and clari'ication o' ethics code

; Practice resolvin" ethical dile##as

!thics o''icers

; !ducate and counsel hear a(out %ron"doin"

!thical leadership and culture ; e#onstrate inte"rity and role #odel ethical conduct




e'inin" Personality

4elatively sta(le pattern o' (ehaviors

and consistent internal states that

e8plain a personDs (ehavioraltendencies



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MyersBri""s -ype Indicator

!8troversion!8troversion IntroversionIntroversionvs*

Sensin"Sensin" IntuitionIntuitionvs*

-hin&in"-hin&in" 5eelin"5eelin"vs*

ud"in"ud"in" Perceivin"Perceivin"vs*



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Locus o' Control and Sel'Monitorin"

Locus o' control

; Internal (elie's in ones e''ort and a(ility

; !8ternal (elie's events are #ainly due to e8ternal

causes

Sel'#onitorin" personality

; Sensitivity to situational cues, and a(ility to adapt your

(ehavior to that situation



Eolland.s $ccupational Choice -heory

Career success depends on 'it (et%een the person and

%or& environ#ent

Eolland identi'ies si8 Fthe#esG

; 4epresent %or& environ#ent and personality

traitsinterests

6 person ali"ned #ainly %ith one the#e is hi"hly

di''erentiated

6 person has hi"h consistency %hen pre'erences relate

to adacent the#es

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