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1、Kelli J.SchutteWilliam Jewell CollegeRobbins&JudgeOrganizational Behavior14th EditionChapterChapterPersonality and Values5 5 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-5-00Chapter Learning ObjectivesAfterstudying
2、thischapter,youshouldbeableto:Define personality,describe how it is measured,and explain the factors that determine an individuals personality.Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses.Identify the key traits in the Big Five personality mo
3、del.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 todays workforce.I
4、dentify Hofstedes five value dimensions of national culture.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-1What is Personality?The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment.-Gordon AllportTh
5、e sum total of ways in which an individual reacts and interacts with others,the measurable traits a person exhibitsMeasuringPersonalityHelpful in hiring decisionsMost common method:self-reporting surveysObserver-ratings surveys provide an independent assessment of personality often better predictors
6、 Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-2Personality DeterminantsHeredityFactors determined at conception:physical stature,facial attractiveness,gender,temperament,muscle composition and reflexes,energy level,and bio-rhythmsThis“Heredity Approach”argues that genes are the
7、source of personalityTwin studies:raised apart but very similar personalitiesThere is some personality change over long time periods Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-3Personality TraitsEnduring characteristics that describe an individuals behaviorThe more consistent
8、the characteristic and the more frequently it occurs in diverse situations,the more important the trait.Twodominantframeworksusedtodescribepersonality:Myers-Briggs Type Indicator(MBTI)Big Five Model Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-4The Myers-Briggs Type IndicatorMos
9、twidelyusedinstrumentintheworld.Participants are classified on four axes to determine one of 16 possible personality types,such as ENTJ.Copyright 2011 Pearson Education,Inc.publishing as Prentice HallExtroverted(E)Introverted(I)Sensing(S)Intuitive(N)Thinking(T)Feeling(F)Judging(J)Perceiving(P)Flexib
10、le and SpontaneousSociable and AssertiveQuiet and ShyUnconsciousProcessesUses Values&EmotionsPractical andOrderlyUse Reasonand LogicWant Order&Structure5-5The Types and Their UsesEachofthesixteenpossiblecombinationshasaname,forinstance:Visionaries(INTJ)original,stubborn,and drivenOrganizers(ESTJ)rea
11、listic,logical,analytical,and businesslikeConceptualizer(ENTP)entrepreneurial,innovative,individualistic,and resourcefulResearchresultsonvaliditymixedMBTI is a good tool for self-awareness and counseling.Should not be used as a selection test for job candidates.Copyright 2011 Pearson Education,Inc.p
12、ublishing as Prentice Hall5-6The Big Five Model of Personality DimensionsExtroversionSociable,gregarious,and assertiveAgreeablenessGood-natured,cooperative,and trustingConscientiousnessResponsible,dependable,persistent,and organizedEmotional StabilityCalm,self-confident,secure under stress(positive)
13、,versus nervous,depressed,and insecure under stress(negative)Openness to ExperienceCurious,imaginative,artistic,and sensitive Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-7How Do the Big Five Traits Predict Behavior?Research has shown this to be a better framework.Certaintraitsh
14、avebeenshowntostronglyrelatetohigherjobperformance: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 j
15、obs and have good social skills.Open people are more creative and can be good leaders.Agreeable people are good in social settings.Copyright 2011 Pearson Education,Inc.publishing as Prentice HallSee E X H I B I T 515-8Other Personality Traits Relevant to OBCoreSelf-EvaluationThe degree to which peop
16、le like or dislike themselvesPositive self-evaluation leads to higher job performanceMachiavellianismA pragmatic,emotionally distant power-player who believes that ends justify the meansHigh Machs are manipulative,win more often,and persuade more than they are persuaded.Flourish when:Have direct int
17、eractionWork with minimal rules and regulationsEmotions distract othersNarcissismAn arrogant,entitled,self-important person who needs excessive admirationLess effective in their jobs Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-9Self-MonitoringThe ability to adjust behavior to m
18、eet external,situational factors.High monitors conform more and are more likely to become leaders.RiskTakingThe willingness to take chances.May be best to align propensities with job requirements.Risk takers make faster decisions with less information.More Relevant Personality Traits Copyright 2011
19、Pearson Education,Inc.publishing as Prentice Hall5-10Even More Relevant Personality Traits TypeAPersonalityAggressively involved in a chronic,incessant struggle to achieve more in less timeImpatient:always moving,walking,and eating rapidlyStrive to think or do two or more things at onceCannot cope w
20、ith leisure timeObsessed with achievement numbers Prized in North America but quality of the work is lowType B people are the complete oppositeProactivePersonalityIdentifies opportunities,shows initiative,takes action,and perseveres to completionCreates positive change in the environment Copyright 2
21、011 Pearson Education,Inc.publishing as Prentice Hall5-11ValuesBasic convictions on how to conduct yourself or how to live your life that is personally or socially preferable “How To”live life properly.AttributesofValues:Content Attribute that the mode of conduct or end-state is importantIntensity A
22、ttribute just how important that content isValueSystemA persons values rank ordered by intensityTends to be relatively constant and consistent Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-12Importance of ValuesProvideunderstandingoftheattitudes,motivation,andbehaviorsInfluenceou
23、rperceptionoftheworldaroundusRepresentinterpretationsof“right”and“wrong”Implythatsomebehaviorsoroutcomesarepreferredoverothers Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-13Classifying Values Rokeach Value SurveyTerminalValuesDesirable end-states of existence;the goals that a p
24、erson would like to achieve during his or her lifetimeInstrumentalValuesPreferable modes of behavior or means of achieving ones terminal valuesPeopleinsameoccupationsorcategoriestendtoholdsimilarvaluesBut values vary between groupsValue differences make it difficult for groups to negotiate and may c
25、reate conflict Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-14Value Differences Between Groups Copyright 2011 Pearson Education,Inc.publishing as Prentice HallSource:Based on W.C.Frederick and J.Weber,“The Values of Corporate Managers and Their Critics:An Empirical Description a
26、nd Normative Implications,”in W.C.Frederick and L.E.Preston(eds.)Business Ethics:Research Issues and Empirical Studies(Greenwich,CT:JAI Press,1990),pp.12344.E X H I B I T 5-45-15Generational ValuesCohortEnteredWorkforceApproximateCurrentAgeDominantWorkValuesVeterans1950-196465+Hard working,conservat
27、ive,conforming;loyalty to the organizationBoomers1965-198540-60sSuccess,achievement,ambition,dislike of authority;loyalty to careerXers1985-200020-40sWork/life balance,team-oriented,dislike of rules;loyalty to relationshipsNexters2000-PresentUnder 30Confident,financial success,self-reliant but team-
28、oriented;loyalty to both self and relationships Copyright 2011 Pearson Education,Inc.publishing as Prentice HallE X H I B I T 5-5 5-16Linking Personality and Values to the WorkplaceManagers are less interested in someones ability to do a specific job than in that persons flexibility.Person-JobFit:Jo
29、hn Hollands Personality-Job Fit TheorySix personality typesVocational Preference Inventory(VPI)Key Points of the Model:There appear to be intrinsic differences in personality between peopleThere are different types of jobsPeople in jobs congruent with their personality should be more satisfied and h
30、ave lower turnover Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-17Relationships Among Personality Types Copyright 2011 Pearson Education,Inc.publishing as Prentice HallThe closer the occupational fields,the more compatible.The further apart the fields,the more dissimilar.E X H I
31、 B I T 5-7 Need to match personality type with occupation.Source:Reprinted by special permission of the publisher,Psychological Assessment Resources,Inc.,from Making Vocational Choices,copyright 1973,1985,1992 by Psychological Assessment Resources,Inc.All rights reserved.5-18Still Linking Personalit
32、y to the WorkplaceIn addition to matching the individuals personality to the job,managers are also concerned with:Person-OrganizationFit:The employees personality must fit with the organizational culture.People are attracted to organizations that match their values.Those who match are most likely to
33、 be selected.Mismatches will result in turnover.Can use the Big Five personality types to match to the organizational culture.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-19Global ImplicationsPersonalityDo frameworks like Big Five transfer across cultures?Yes,but the frequency o
34、f type in the culture may vary.Better in individualistic than collectivist cultures.ValuesValues differ across cultures.Hofstedes Framework for assessing culture five value dimensions:Power DistanceIndividualism vs.CollectivismMasculinity vs.FemininityUncertainty AvoidanceLong-term vs.Short-term Ori
35、entation Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-20Hofstedes Framework:Power DistanceThe extent to which a society accepts that power in institutions and organizations is distributed unequally.Copyright 2011 Pearson Education,Inc.publishing as Prentice HallLow distanceRelat
36、ively equal power between those with status/wealth and those without status/wealthHigh distanceExtremely unequal power distribution between those with status/wealth and those without status/wealth 5-21Hofstedes Framework:IndividualismIndividualismThe degree to which people prefer to act as individua
37、ls rather than as member of groupsCollectivismA tight social framework in which people expect others in groups of which they are a part to look after them and protect themVersus Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-22Hofstedes Framework:MasculinityMasculinityThe extent t
38、o which the society values work roles of achievement,power,and control,and where assertiveness and materialism are also valuedFemininityThe extent to which there is little differentiation between roles for men and women Versus Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-23Hofst
39、edes Framework:Uncertainty AvoidanceThe extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them Copyright 2011 Pearson Education,Inc.publishing as Prentice HallHighUncertaintyAvoidance:Society does not like ambiguous situations and tries to avoid them
40、.LowUncertaintyAvoidance:Society does not mind ambiguous situations and embraces them.5-24Long-termOrientationA national culture attribute that emphasizes the future,thrift,and persistenceShort-termOrientationA national culture attribute that emphasizes the present and the here and now Hofstedes Fra
41、mework:Time Orientation Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-25Hofstedes Framework:An AssessmentThereareregionaldifferenceswithincountriesTheoriginaldataisoldandbasedononlyonecompanyHofstedehadtomakemanyjudgmentcallswhiledoingtheresearchSomeresultsdontmatchwhatisbelieved
42、tobetrueaboutgivencountriesDespitetheseproblemsitremainsaverypopularframework Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-26GLOBE Framework for Assessing CulturesGlobalLeadershipandOrganizationalBehaviorEffectiveness(GLOBE)researchprogramNine dimensions of national cultureSimil
43、artoHofstedesframeworkwiththeseadditionaldimensions:Humane Orientation:how much society rewards people for being altruistic,generous,and kindPerformance Orientation:how much society encourages and rewards performance improvement and excellence Copyright 2011 Pearson Education,Inc.publishing as Prent
44、ice Hall5-27Summary and Managerial ImplicationsPersonalityScreen for the Big Five trait of conscientiousness Take into account the situational factors as wellMBTI can help with training and developmentValuesOften explain attitudes,behaviors,and perceptionsHigher performance and satisfaction achieved
45、 when the individuals values match those of the organization Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-28Allrightsreserved.Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,ortransmitted,inanyformorbyanymeans,electronic,mechanical,photocopying,recording,orotherwise,withoutthepriorwrittenpermissionofthepublisher.PrintedintheUnitedStatesofAmerica.Copyright2011PearsonEducation,Inc.PublishingasPrenticeHall Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall5-29