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Individual Behaviour, Personality and Values
McShane-Olekalns-Travaglione OB Pacific Rim 3e
© 2010 The McGraw-Hill Companies, Inc. All rights reserved
1
Values, Personality, and Self-Concept at Johnson & Johnson
Johnson & Johnson relies on sound values to guide decisions. It also recognises that employees have personal values, personalities and self-concepts that require dignity, nurturing and recognition.
McShane-Olekalns-Travaglione OB Pacific Rim 3e 2 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
MARS Model of Individual Behaviour
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Individual Individual behaviourbehaviourand resultsand results
Individual Individual behaviourbehaviourand resultsand results
SituationalSituationalfactorsfactors
SituationalSituationalfactorsfactors
Values
Personality
Perceptions
Emotions
Attitudes
Stress
Values
Personality
Perceptions
Emotions
Attitudes
Stress Role Role perceptionsperceptions
Role Role perceptionsperceptions
MotivationMotivationMotivationMotivation
AbilityAbilityAbilityAbility
Employee Motivation
Internal forces that affect a person’s voluntary choice of behaviour:• direction• intensity• persistence
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Employee Ability
Natural aptitudes and learned capabilities required to successfully complete a task
Competencies personal characteristics that lead to superior performance
Person job matching• selecting• developing• redesigning
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Improving Role Perceptions at Best Buy
Best Buy employees know
what is expected of them
during the busy pre-
Christmas season
(beginning with Black Friday
in late November). The
American retailer clarifies
duties and conducts
rehearsals (shown here).
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Role Perceptions
Beliefs about what behaviour is required to achieve the desired results:• understanding what tasks to perform• understanding relative importance of tasks• understanding preferred
behaviours to accomplish tasks
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McShane-Olekalns-Travaglione OB Pacific Rim 3e 7 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Situational Factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour• time• people• budget• work facilities
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Defining Personality
Relatively enduring pattern of thoughts, emotions, and behaviours that characterise a person, along with the psychological processes behind those characteristics• External traits – observable behaviours• Internal states – thoughts, values, etc. inferred
from behaviours• Some variability, adjust to suit the situation
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Nature vs. Nurture of Personality
Influenced by Nature• Heredity explains about 50 per cent of behavioural
tendencies and 30 per cent of temperament• Minnesota studies – twins had similar behaviour
patterns Influenced by Nurture
• Personality isn’t stable at birth• Influenced by socialisation, life experiences,
learning• Stabilises throughout adolescence• Executive function uses self-concept to steer
behaviour
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Five-Factor Personality Model (CANOE)
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
ConscientiousnessConscientiousnessConscientiousnessConscientiousness
AgreeablenessAgreeablenessAgreeablenessAgreeableness
NeuroticismNeuroticismNeuroticismNeuroticism
Openness to experienceOpenness to experienceOpenness to experienceOpenness to experience
ExtroversionExtroversionExtroversionExtroversion
McShane-Olekalns-Travaglione OB Pacific Rim 3e 11 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
The Right Personality forAntarctic Expeditioners
Antarctic expeditioners from Australia (shown in photo) and other countries have significantly higher openness to experience and lower neuroticism than the general population. This unique work environment seems to attract and possibly requires people who are curious and adventurous as well as poised and calm.
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Five-Factor Personality and Organisational Behaviour
Conscientiousness and emotional stability• Motivational components
of personality• Strongest personality
predictors of performance
Extroversion• Linked to sales and
management performance• Related to social
interaction and persuasion
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Five-Factor Personality and Organisational Behaviour
Agreeableness• Effective in jobs requiring
cooperation and helpfulness
Openness to experience• Linked to higher creativity
and adaptability to change
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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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)
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Myers-Briggs Type Indicator (MBTI)
Extroversion versus introversion• Similar to five-factor dimension
Sensing versus intuition• Collecting information through senses versus through
intuition, inspiration or subjective sources
Thinking versus feeling• Processing and evaluating information• Using rational logic versus personal values
Judging versus perceiving• Orienting self to the outer world• Order and structure or flexibility and spontaneity
McShane-Olekalns-Travaglione OB Pacific Rim 3e
© 2010 The McGraw-Hill Companies, Inc. All rights reserved
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Self-Concept Definition and Elements
An individual’s self-beliefs and self-evaluations• Guides individual decisions and behaviour
Three Cs of self-concept1.Complexity – people have multiple self-concepts
2.Consistency – similar personality and values across multiple selves
3.Clarity – clearly and confidently described, internally consistent, and stable across time.
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Four ‘Selves’ of Self-Concept
Self-enhancement• Promoting and protecting our positive self-view
Self-verification• Affirming our existing self-concept (good and bad
elements)
Self-evaluation• Evaluating ourselves through self-esteem, self-efficacy
and locus of control
Social self• Defining ourselves in terms of group membership
McShane-Olekalns-Travaglione OB Pacific Rim 3e
© 2010 The McGraw-Hill Companies, Inc. All rights reserved
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Self-Concept: Self-Enhancement
Drive to promote/protect a positive self-view • Competent, attractive, lucky, ethical, valued
Positive self-concept outcomes:• Better personal adjustment and mental/physical
health • Inflates personal causation and probability of
success
McShane-Olekalns-Travaglione OB Pacific Rim 3e 19 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Self-Concept: Self-Verification
Motivation to verify/maintain our self-concept Stabilises our self-concept People prefer feedback consistent with their
self-concept Self-verification outcomes:
• We ignore or reject information inconsistent with our current self-concept
• We interact more with those who affirm/reflect our current self-concept
McShane-Olekalns-Travaglione OB Pacific Rim 3e 20 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Self-Concept: Self-Evaluation
Self-esteem• High self-esteem – less influenced, more
persistent/logical
Self-efficacy• Belief in one’s ability, motivation, role perceptions, and
situation to complete a task successfully• General vs. task-specific self-efficacy
Locus of control• General belief about personal control over life events• Higher self-evaluation with internal locus of control
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Self-Concept: Social Self
• Social identity – defining ourselves in terms of groups to which we belong or have an emotional attachment
• We identify with groups that aid self-enhancement(eg. high-status groups)
Employees at other firms
People living in other countries
Graduates of other schools
An individual’s
social identity
An individual’s
social identity
BHP Employee
Live in Australia
University of Tasmania Graduate
Contrasting Groups
McShane-Olekalns-Travaglione OB Pacific Rim 3e 22 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Values in the Workplace
Stable, evaluative beliefs that guide our preferences
Define right or wrong, good or bad Value system – hierarchy of values
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Schwartz’s Values Model
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Schwartz’s Values Model
Openness to change – motivation to pursue innovative ways
Conservation – motivation to preserve the status quo
Self-enhancement – motivated by self-interest
Self-transcendence – motivation to promote welfare of others and nature
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Values and Behaviour
Habitual behaviour usually consistent with values, but conscious behaviour less so because values are abstract constructs
Decisions and behaviour are linked to values when:• We are mindful of our values• We have logical reasons to apply values in that
situation• The situation does not interfere
McShane-Olekalns-Travaglione OB Pacific Rim 3e 26 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Value Congruence
Where two or more entities have similar value systems
Problems with incongruence• Incompatible decisions• Lower satisfaction/loyalty• Higher stress and turnover
Benefits of incongruence• Constructive conflict, better decision making• Avoids ‘corporate cults’
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Values Across Cultures: Individualism and Collectivism
Degree that people value duty to their group (collectivism) versus independence and person uniqueness (individualism)
Previously considered opposites, but unrelated – i.e. possible to value high individualism and high collectivism
McShane-Olekalns-Travaglione OB Pacific Rim 3e© 2010 The McGraw-Hill Companies, Inc. All rights
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Individualism
The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities.DenmarkDenmark
TaiwanTaiwan
ItalyItaly
High individualismAustraliaAustralia
Low individualism
IndiaIndia
McShane-Olekalns-Travaglione OB Pacific Rim 3e 29 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Collectivism
The degree to which people value their group membership and harmonious relationships within the group.
IndiaIndia
AustraliaAustralia
TaiwanTaiwan
High collectivism
ItalyItaly
Low collectivism
DenmarkDenmark
McShane-Olekalns-Travaglione OB Pacific Rim 3e 30 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
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
JapanJapan
IsraelIsraelNew ZealandNew Zealand
VenezuelaVenezuela
High power distanceMalaysiaMalaysia
Low power distance
U.S.U.S.
McShane-Olekalns-Travaglione OB Pacific Rim 3e 31 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
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.
Low U. A.
JapanJapanGreeceGreece
AustraliaAustralia
ItalyItaly
SingaporeSingapore
McShane-Olekalns-Travaglione OB Pacific Rim 3e 32 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Achievement-Nurturing
High achievement orientation• assertiveness• competitiveness• materialism
High nurturing orientation• relationships• others’ wellbeing
Achievement
Nurturing
JapanJapan
AustraliaAustralia
SwedenSweden
ChinaChina
ChileChile
FranceFrance
McShane-Olekalns-Travaglione OB Pacific Rim 3e 33 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
UtilitarianismUtilitarianism
Individual Individual rightsrights
Greatest good for the greatest number of people
Fundamental entitlementsin society
Distributive Distributive justicejustice
People who are similar should receive similar benefits
Three Ethical Principles
McShane-Olekalns-Travaglione OB Pacific Rim 3e 34 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Influences on Ethical Conduct
Moral intensity• degree that issue demands ethical principles
Ethical sensitivity• ability to recognise the presence and determine the
relative importance of an ethical issue
Situational influences• competitive pressures and other conditions affect
ethical behaviour
McShane-Olekalns-Travaglione OB Pacific Rim 3e 35 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Supporting Ethical Behaviour
Ethical code of conduct
Ethics training
Ethics hotlines
Ethical leadership and culture
McShane-Olekalns-Travaglione OB Pacific Rim 3e 36 © 2010 The McGraw-Hill Companies, Inc. All rights reserved
Individual Behaviour, Personality and Values
McShane-Olekalns-Travaglione OB Pacific Rim 3e
© 2010 The McGraw-Hill Companies, Inc. All rights reserved
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