Individual Behaviour, Personality and Values

Chapter 2
Individual Behaviour, Personality and Values
Learning Objectives
2.1 Describe the four factors that directly influence voluntary individual behaviour and performance 2.2 Summarise the five types of individual behaviour in organisations 2.3 Describe personality, the Big Five personality dimensions and four MBTI types, and explain how personality relates to individual behaviour in organisations
Copyright 2013 McGraw-Hill Australia Pty Ltd McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
2-2
Learning Objectives continued

2.4 Summarise the components of resilience and the Dark Triad 2.5 Summarise Schwartzs model of individual values and discuss the conditions under which values influence behaviour 2.6 Summarise five values commonly studied across cultures 2.7 Describe three ethical principles and discuss four factors that influence ethical behaviour
2-3
Values, Personality and Self Pet-Friendly Industries
Employees are happier, more relaxed and more productive when there are dogs in the house. Recent research shows that job satisfaction increases when there are pets at work
2-4
MARS Model of Individual Behaviour
2-5
Employee Motivation
Internal forces that affect a persons voluntary choice of behaviour:
Direction Intensity Persistence
S
M
A BAR
2-6
Employee Ability
Natural aptitudes and learned capabilities required to successfully complete a task Competencies: personal characteristics that lead to superior performance Personjob matching
Selecting Developing Redesigning
S
M
A
R
BAR
2-7
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
S
M A BAR
R
2-8
Situational Factors
Environmental conditions beyond the individuals short-term control that constrain or facilitate behaviour
Time People Budget Work facilities
M A BAR
2-9
Types of Individual Behaviour
2-10
Task Performance
Goal-directed behaviours under the individuals control that support organisational objectives Task performance behaviours transform raw materials into goods and services, or support and maintain these technical activities
2-11
Organisational Citizenship Behaviours

Various forms of cooperation and helpfulness to others that support the organisations social and psychological context
2-12
Counterproductive Work Behaviours

Voluntary behaviours that have the potential to directly or indirectly harm the organisation
2-13
Joining and Staying with the Organisation

Employee retention is essential for all the other performance-related behaviours to occur
2-14
Maintaining Work Attendance

Presenteeism: attending scheduled work when ones capacity to perform is significantly diminished by illness and other factors Work attendance is related to job satisfaction and motivation Absenteeism is related to dissatisfaction, organisational policy, norms and the persons values and personality
2-15
Personality in Organisations
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
2-16
Nature versus Nurture of Personality
Nature refers to our genetic or hereditary origins

Studies of identical twins, particularly those separated at birth, reveal that heredity has a very large effect on personality
Nurture refers to the persons socialisation, life experiences and other forms of interaction with the environment
Personality is not stable at birth and stabilises throughout adolescence
2-17
Five-Factor Personality Model (CANOE)
2-18
Five-Factor Personality and Organisational Behaviour
The five abstract dimensions represent most personality traits These five personality dimensions are not independent of each other Studies report fairly strong associations between personality and several workplace behaviours and outcomes:
Performance Motivation Organisational citizenship
2-19
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
2-20
Personality Constellations
Resilience: the ability to overcome and learn from adverse experiences in the workplace Self-efficacy: a persons belief that he or she can successfully complete a task Dark Triad: a constellation of personality traits that increases the use of influence tactics and leads to counterproductive work behaviours
2-21
Caveats About Personality Testing in Organisations
Self-reports are not a valid measure Personality is a relatively weak predictor of a persons performance Personality instruments may unfairly discriminate against specific groups of people Personality testing might not convey a favourable image of the company
2-22
Values in the Workplace

Stable, evaluative beliefs that guide our preferences Define right or wrong, good or bad Value system: hierarchy of values
2-23
Schwartzs Values Model
2-24
Schwartzs 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
2-25
Values and Behaviour

Habitual behaviour is 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
2-26
Value Congruence
Where two or more entities have similar value systems Problems with incongruence
Incompatible decisions Lower satisfaction and loyalty Higher stress and turnover
Benefits of incongruence
Constructive conflict, better decision making Avoids corporate cults
2-27
Values Across Cultures: Individualism and Collectivism

Degree that people value duty to their group (collectivism) versus independence and persons uniqueness (individualism) Previously considered opposites, but unrelated, i.e. possible to value high individualism and high collectivism
2-28
Values Across Cultures

Power distance: the degree to which people in a culture accept unequal distribution of power in a society Uncertainty avoidance: the degree to which people tolerate ambiguity Achievement-nurturing orientation reflects a competitive versus cooperative view of relations with other people
2-29
Five Cross-Cultural Values in Selected Countries
2-30
Ethical Values and Behaviour

Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad Honesty/ethics is the most important characteristic that employees look for in a leader
2-31
Three Ethical Principles

Utilitarianism
Greatest good for the greatest number of people
Individual rights Distributive justice
Fundamental entitlements in society
People who are similar should receive similar benefits
2-32
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
2-33
Supporting Ethical Behaviour

Ethical code of conduct Ethics training Ethics hotlines Ethical leadership and culture
2-34
Summary
Individual behaviour is influenced by motivation, ability, role perceptions and situational factors (MARS) There are five main types of workplace behaviour: task performance; organisational citizenship; counterproductive work behaviours; joining and staying with the organisation; and maintaining work attendance Personality, resilience, values and ethics contribute to all of the above
2-35
Chapter 2
Individual Behaviour, Personality and Values

Individual Behaviour, Personality and Values

Uploaded by

Copyright:

Available Formats

Individual Behaviour, Personality and Values

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Individual Behaviour, Personality and Values

Uploaded by

Copyright:

Available Formats

Chapter 2

Individual Behaviour, Personality and Values

Learning Objectives continued

Values, Personality and Self Pet-Friendly Industries

MARS Model of Individual Behaviour

Types of Individual Behaviour

Organisational Citizenship Behaviours

Counterproductive Work Behaviours

Joining and Staying with the Organisation

Maintaining Work Attendance

Nature versus Nurture of Personality

Nature refers to our genetic or hereditary origins

Five-Factor Personality Model (CANOE)

Five-Factor Personality and Organisational Behaviour

Myers-Briggs Type Indicator (MBTI)

Sensing versus intuition

Thinking versus feeling

Judging versus perceiving

Caveats About Personality Testing in Organisations

Values in the Workplace

Schwartzs Values Model

Schwartzs Values Model

Values and Behaviour

Values Across Cultures: Individualism and Collectivism

Values Across Cultures

Five Cross-Cultural Values in Selected Countries

Ethical Values and Behaviour

Three Ethical Principles

Individual rights Distributive justice

Fundamental entitlements in society

People who are similar should receive similar benefits

Influences on Ethical Conduct

Supporting Ethical Behaviour

Individual Behaviour, Personality and Values

You might also like