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MGT301PresentationPearson17eChapter5.pdf

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Personality

and

Values

Learning Objectives  Describe personality, the way it is measured, and the factors

that shape it.

 Describe the strengths and weaknesses of the Myers-Briggs

Type Indicator (MBTI) personality framework and the Big Five

model.

 Discuss how the concepts of core self-evaluation (CSE), self-

monitoring, and proactive personality contribute to the

understanding of personality.

 Describe how the situation affects whether personality predicts

behavior.

 Contrast terminal and instrumental values.

 Describe the differences between person-job fit and person-

organization fit.

 Compare Hofstede’s five value dimensions and the GLOBE

framework. 5-3

Describe Personality, the Way It Is

Measured, and the Factors that Shape It

Defining Personality

 Personality is a dynamic concept describing

the growth and development of a person’s

whole psychological system.

 The sum total of ways in which an individual

reacts to and interacts with others.

5-4

LO 1

Describe Personality, the Way It Is

Measured, and the Factors that Shape It

Measuring Personality

 Managers need to know how to measure

personality.

Personality tests are useful in hiring decisions

and help managers forecast who is best for a

job.

 The most common means of measuring

personality is through self-report surveys.

5-5

LO 1

Describe Personality, the Way It Is

Measured, and the Factors that Shape It

Personality Determinants

 Is personality the result of heredity or

environment?

 Heredity refers to those factors that were

determined at conception.

The heredity approach argues that the

ultimate explanation of an individual’s

personality is the molecular structure of the

genes, located in the chromosomes.

5-6

LO 1

Describe Personality, the Way It Is

Measured, and the Factors that Shape It

Early research tried to identify and label

enduring personality characteristics.

 Shy, aggressive, submissive, lazy, ambitious,

loyal, and timid.

These are personality traits.

5-7

LO 1

Strengths and Weakness of

the MBTI and Big Five Model The most widely used personality framework is

the Myers-Briggs Type Indicator (MBTI).

Individuals are classified as:

 Extroverted or Introverted (E or I)

 Sensing or Intuitive (S or N)

 Thinking or Feeling (T or F)

 Perceiving or Judging (P or J)

INTJs are visionaries.

ESTJs are organizers.

ENTPs are conceptualizers.

5-8

LO 2

Strengths and Weakness of

the MBTI and Big Five Model

The Big Five Model

 Extraversion

 Agreeableness

 Conscientiousness

 Emotional stability

 Openness to experience

5-9

LO 2

Strengths and Weakness of

the MBTI and Big Five Model

5-10

LO 2

Strengths and Weakness of

the MBTI and Big Five Model

5-11

LO 2

Strengths and Weakness of

the MBTI and Big Five Model The Dark Triad Machiavellianism: the degree to

which an individual is pragmatic, maintains

emotional distance, and believes that ends can

justify means.

Narcissism: the tendency to be arrogant, have a

grandiose sense of self-importance, require

excessive admiration, and have a sense of

entitlement.

Psychopathy: the tendency for a lack of concern for

others and a lack of guilt or remorse when their

actions cause harm.

5-12

LO 2

Strengths and Weakness of

the MBTI and Big Five Model

An emerging framework to study dark side

traits:

 First, antisocial people are indifferent and

callous toward others.

 Second, borderline people have low self-

esteem and high uncertainty.

5-13

LO 2

Strengths and Weakness of

the MBTI and Big Five Model

 Third, schizotypal individuals are eccentric and

disorganized.

 Fourth, obsessive compulsive people are

perfectionists and can be stubborn, yet they

attend to details, carry a strong work ethic, and

may be motivated by achievement.

 Fifth, avoidant individuals feel inadequate and

hate criticism.

5-14

LO 2

CSE, Self-Monitoring, and

Proactive Personality Other Personality Traits Relevant to OB

 Core Self-Evaluation: bottom line conclusions individuals have about their capabilities, competence, and worth as a person.

 Self-Monitoring: measures an individual’s ability to adjust his or her behavior to external, situational factors.

 Proactive Personality: people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.

5-15

LO 3

The Situation, Personality,

and Behavior

Situation strength theory: indicates that

the way personality translates into behavior

depends on the strength of the situation.

 The degree to which norms, cues, or

standards dictate appropriate behavior.

Clarity

Consistency

Constraints

Consequences

5-16

LO 4

The Situation, Personality,

and Behavior

5-17

LO 4

Contrast Terminal and

Instrumental Values Values: basic convictions about what is right,

good, or desirable.

 Value system: ranks values in terms of

intensity.

The Importance and Organization of Values

 Values:

Lay the foundation for understanding of

attitudes and motivation.

Influence attitudes and behaviors.

5-18

LO 5

Contrast Terminal and

Instrumental Values Terminal vs. Instrumental Values

 Terminal values: desirable end-states of

existence.

 Instrumental values: preferred modes of

behavior or means of achieving terminal

values.

5-19

LO 5

Contrast Terminal and

Instrumental Values

5-20

LO 5

Person-Job Fit vs.

Person-Organization Fit

5-21

LO 6

Person-Job Fit vs.

Person-Organization Fit

Person-Organization Fit

 People high on extraversion fit well with

aggressive and team-oriented cultures.

 People high on agreeableness match up

better with a supportive organizational

climate than one focused on aggressiveness.

 People high on openness to experience fit

better in organizations that emphasize

innovation rather than standardization.

5-22

LO 6

Person-Job Fit vs.

Person-Organization Fit

Other Dimensions of Fit

Although person-job fit and person-organization

fit are considered the most salient dimensions

for workplace outcomes, other avenues of fit are

worth examining.

Person-group fit

Person-supervisor fit

5-23

LO 6

Hofstede’s Five Value

Dimensions and GLOBE

Hofstede’s Framework

 Power distance

 Individualism versus collectivism

 Masculinity versus femininity

 Uncertainty avoidance

 Long-term versus short-term orientation

5-24

LO 7

Hofstede’s Five Value

Dimensions and GLOBE

The GLOBE Framework for Assessing Culture

 The Global Leadership and Organizational

Behavior Effectiveness (GLOBE) research

program updated Hofstede’s research.

Data from 825 organizations and 62

countries.

Used variables similar to Hofstede’s.

Added some news ones.

5-25

LO 7

Implications for Managers

Consider screening job candidates for high

conscientiousness—as well as the other Big

Five traits—depending on the criteria your

organization finds most important. Other

aspects, such as core self-evaluation or

narcissism, may be relevant in certain

situations.

Although the MBTI has faults, you can use it for

training and development; to help employees

better understand each other, open up

communication in work groups, and possibly

reduce conflicts. 5-26

Implications for Managers

Evaluate jobs, work groups, and your organization to determine the optimal personality fit.

Take into account employees' situational factors when evaluating their observable personality traits, and lower the situation strength, to better ascertain personality characteristics.

The more you consider people’s different cultures, the better you will be able to determine their work behavior and create a positive organizational climate that performs well.

5-27