PERCEPTION AND VALUES

HUMAN BEHAVIOR IN ORGANIZATION

BLAISE B. NIEVE | DAVAO DOCTORS COLLEGE | MASTER OF ARTS IN NURSING

INTRODUCTION

OBJECTIVES
After studying this chapter, the learners should be able
to:
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;

OBJECTIVES
Identify the key traits in the Big Five personality

model;
Demonstrate how the Big Five traits predict
behaviour at work;
Identify other personality traits relevant to OB;
Define values, demonstrate the importance of
values, and contrast terminal and instrumental
values;

OBJECTIVES
Compare generational differences in values

and identify the dominant values in todays

workforce; and
Identify Hofstedes five value dimensions of
national culture.

PERSONALITY
the dynamic organization within the

individual of those psychophysical systems

that determine his unique adjustments to his
environment.- Allport, G.
measured thru: self-report surveys

PERSONALITY
Determinants:
Heredity
factors determined at conception;
argues that the ultimate explanation of an

individuals personality is the molecular structure

of the genes, located in the chromosomes.

PERSONALITY
Personality traits
Enduring characteristics that describe an individuals behavior;
ones biological, physiological, and inherent psychological
makeup.
e.g. shy, aggressive, submissive, lazy, ambitious, loyal, and timid;
The more consistent the characteristic over time, and the more
frequently it occurs in diverse situations, the more important that
trait is in describing the individual.

THE MYERS-BRIGGS TYPE INDICATOR

most widely used personality assessment

instrument in the world;

100-question personality test; asks people how they

usually feel or act in particular situations;

Respondents are classified as extraverted or introverted
(E or I), sensing or intuitive (S or N), thinking or feeling (T
or F), and judging or perceiving (J or P).

THE MYERS-BRIGGS TYPE INDICATOR

Extraverted (E) versus Introverted (I). Extraverted

individuals are outgoing, sociable, and assertive.

Introverts are quiet and shy.
Sensing (S) versus Intuitive (N). Sensing types are
practical and prefer routine and order. They focus
on details. Intuitives rely on unconscious
processes and look at the big picture.

THE MYERS-BRIGGS TYPE INDICATOR

Thinking (T) versus Feeling (F). Thinking types use

reason and logic to handle problems. Feeling types

rely on their personal values and emotions.
Judging (J) versus Perceiving (P). Judging types
want control and prefer their world to be ordered
and structured. Perceiving types are flexible and
spontaneous.

THE MYERS-BRIGGS TYPE INDICATOR

THE MYERS-BRIGGS TYPE INDICATOR

THE BIG FIVE PERSONALITY MODEL

THE BIG FIVE PERSONALITY MODEL

Theorizes that five basic dimensions underlie all

others and encompass most of the significant

variation in human personality;
Test scores of these traits do a very good job of
predicting how people behave in a variety of reallife situations.

THE BIG FIVE PERSONALITY MODEL

EXTRAVERSION
The extraversion dimension captures our comfort
level with relationships.
Extraverts tend to be gregarious, assertive, and
sociable. Introverts tend to be reserved, timid, and
quiet.

THE BIG FIVE PERSONALITY MODEL

EXTRAVERSION

THE BIG FIVE PERSONALITY MODEL

AGREEABLENESS
Individuals propensity to defer to others.
Highly agreeable people are cooperative, warm, and
trusting. People who score low on agreeableness are
cold, disagreeable, and antagonistic.

THE BIG FIVE PERSONALITY MODEL

AGREEABLENESS

THE BIG FIVE PERSONALITY MODEL

CONSCIENTIOUSNESS
The conscientiousness dimension is a measure of
reliability.
A highly conscientious person is responsible,
organized, dependable, and persistent.
Those who score low on this dimension are easily
distracted, disorganized, and unreliable

THE BIG FIVE PERSONALITY MODEL

CONSCIENTIOUSNESS

THE BIG FIVE PERSONALITY MODEL

EMOTIONAL STABILITY
The emotional stability taps a persons ability to
withstand stress.
People with positive emotional stability tend to be
calm, self-confident, and secure.
Those with high negative scores tend to be nervous,
anxious, depressed, and insecure.

THE BIG FIVE PERSONALITY MODEL

EMOTIONAL STABILITY

THE BIG FIVE PERSONALITY MODEL

OPENNESS TO EXPERIENCE
The openness to experience dimension addresses
range of interests and fascination with novelty.
Extremely open people are creative, curious, and
artistically sensitive.
Those at the other end of the category are
conventional and find comfort in the familiar.

THE BIG FIVE PERSONALITY MODEL

OPENNESS TO EXPERIENCE

OTHER PERSONALITY TRAITS RELEVANT TO OB

Although the Big Five traits have proven highly

relevant to OB, they dont exhaust the range of

traits that can describe someones personality.
The first relates to our core self-evaluation. The
others are Machiavellianism, narcissism, selfmonitoring, propensity for risk taking, proactive
personality, and other-orientation.

OTHER PERSONALITY TRAITS RELEVANT TO OB

CORE SELF-EVALUATIONS
People who have core self-evaluations like themselves and
see themselves positive as effective, capable, and in
control of their environment.
Those with negative core self-evaluations tend to dislike
themselves question their capabilities, and view
themselves as powerless over their environment.

OTHER PERSONALITY TRAITS RELEVANT TO OB

MACHIAVELLIANISM
An individual high in Machiavellianism is pragmatic,
maintains emotional distance, and believes ends can
justify means. If it works, use it is consistent with a
high-Mach perspective.

OTHER PERSONALITY TRAITS RELEVANT TO OB

MACHIAVELLIANISM
High Machs flourish (1) when they interact face to face
with others rather than indirectly; (2) when the situation
has minimal rules and regulations, allowing latitude for
improvisation; and (3) when emotional involvement with
details irrelevant to winning distracts low Machs.

OTHER PERSONALITY TRAITS RELEVANT TO OB

NARCISSISM
Narcissism describes a person who has a grandiose sense
of self-importance, requires excessive admiration, has a
sense of entitlement, and is arrogant. Evidence suggests
that narcissists are more charismatic and thus more likely
to emerge as leaders, and they may even display better
psychological health (at least as they self-report).

OTHER PERSONALITY TRAITS RELEVANT TO OB

SELF-MONITORING
Self-monitoring refers to an individuals ability to
adjust behavior to external, situational factors.

OTHER PERSONALITY TRAITS RELEVANT TO OB

SELF-MONITORING
Individuals high in self-monitoring show considerable
adaptability in adjusting their behavior to external situational
factors.
They are highly sensitive to external cues and can behave
differently in different situations, sometimes presenting striking
contradictions between their public persona and their private
self.

OTHER PERSONALITY TRAITS RELEVANT TO OB

RISK TAKING
High risk-taking managers make more rapid
decisions and used less information than did the low
risk takers.
Interestingly, decision accuracy was the same for
both groups.

OTHER PERSONALITY TRAITS RELEVANT TO OB

PROACTIVE PERSONALITY
Those with a proactive personality identify
opportunities, show initiative, take action, and
persevere until meaningful change occurs,
compared to others who passively react to
situations.

OTHER PERSONALITY TRAITS RELEVANT TO OB

PROACTIVE PERSONALITY
Proactives create positive change in their
environment, regardless of, or even in spite of,
constraints or obstacles.

OTHER PERSONALITY TRAITS RELEVANT TO OB

PROACTIVE PERSONALITY
They are more likely than others to be seen as
leaders and to act as change agents. Proactive
individuals are more likely to be satisfied with work
and help others more with their tasks, largely
because they build more relationships with others.

OTHER PERSONALITY TRAITS RELEVANT TO OB

OTHER-ORIENTATION
They think about other people a lot, being
concerned about their well-being and feelings.
Others behave like economic actors, primarily
rational and self-interested

OTHER PERSONALITY TRAITS RELEVANT TO OB

OTHER-ORIENTATION
A personality trait that reflects the extent to which
decisions are affected by social influences and
concerns as opposed to our own well-being and
outcomes.

OTHER PERSONALITY TRAITS RELEVANT TO OB

OTHER-ORIENTATION
Those who are other-oriented feel more obligated to
help others who have helped them (pay me back),
whereas those who are more self-oriented will help
others when they expect to be helped in the future
(pay me forward).

VALUES
Values represent basic convictions that a specific
mode of conduct or end-state of existence is
personally or socially preferable to an opposite or
converse mode of conduct or end-state of
existence.

VALUES
Values have both content and intensity attributes.
The content attribute says a mode of conduct or end-

state of existence is important.

The intensity attribute specifies how important it is.
When we rank an individuals values in terms of their
intensity, we obtain that persons value system.

THE IMPORTANCE OF VALUES

Values lay the foundation for our understanding of

peoples attitudes and motivation and influence

our perceptions.

TERMINAL VS. INSTRUMENTAL VALUES

Rokeach Value Survey
Milton Rokeach created the Rokeach Value Survey

(RVS).
One set, called terminal values, refers to desirable
end-states. These are the goals a person would like to
achieve during a lifetime.
The other set, called instrumental values, refers to
preferable modes of behavior, or means of achieving
the terminal values

TERMINAL VS. INSTRUMENTAL VALUES

LINKING AN INDIVIDUALS PERSONALITY AND VALUES TO

THE WORKPLACE

Person-job Fit (John Hollands personalityjob fit

theory)
Holland presents six personality types and
proposes that satisfaction and the propensity to
leave a position depend on how well individuals
match their personalities to a job.

PERSON-JOB FIT THEORY

LINKING AN INDIVIDUALS PERSONALITY AND VALUES TO

THE WORKPLACE

Person-job Fit (John Hollands personalityjob fit

theory)
The theory argues that satisfaction is highest and
turnover lowest when personality and occupation
are in agreement.

LINKING AN INDIVIDUALS PERSONALITY AND VALUES TO

THE WORKPLACE

Person-job Fit (John Hollands personalityjob fit

theory)
The key points of this model are that (1) there do
appear to be intrinsic differences in personality
among individuals, (2) there are different types of
jobs, and (3) people in jobs congruent with their
personality should be more satisfied and less likely
to voluntarily resign than people in incongruent
jobs.

LINKING AN INDIVIDUALS PERSONALITY AND VALUES TO

THE WORKPLACE

Person-organization Fit
The personorganization fit essentially argues that
people are attracted to and selected by
organizations that match their values, and they
leave organizations that are not compatible with
their personalities.

INTERNATIONAL VALUES

One of the most widely referenced approaches for

analyzing variations among cultures was done in

the late 1970s by Geert Hofstede.

INTERNATIONAL VALUES

POWER DISTANCE
Power distance describes the degree to which
people in a country accept that power in institutions
and organizations is distributed unequally.

INTERNATIONAL VALUES

INDIVIDUALISM vs COLLECTIVISM
Individualism is the degree to which people prefer to

act as individuals rather than as members of groups

and believe in individual rights above all else.
Collectivism emphasizes a tight social framework in
which people expect others in groups of which they are
a part to look after them and protect them.

INTERNATIONAL VALUES

MASCULINITY vs FEMINITY
Masculinity is the degree to which the culture
favors traditional masculine roles such as
achievement, power, and control, as opposed to
viewing men and women as equals.

INTERNATIONAL VALUES

UNCERTAINTY AVOIDANCE
The degree to which people in a country prefer
structured over unstructured situations defines their
uncertainty avoidance.

INTERNATIONAL VALUES

LONG-TERM vs SHORT-TERM
ORIENTATION
People in a culture with long-term orientation

look to the future and value thrift, persistence, and

tradition.
In a short-term orientation, people value the
here and now; they accept change more readily and
dont see commitments as impediments to change.

THE GLOBE FRAMEWORK FOR ASSESSING CULTURES

Begun in 1993, the Global Leadership and

Organizational Behavior Effectiveness (GLOBE)

research program is an ongoing cross-cultural
investigation of leadership and national culture.

THE GLOBE FRAMEWORK FOR ASSESSING CULTURES

Added personalities: Humane orientation (the

degree to which a society rewards individuals for

being altruistic, generous, and kind to others); and
Performance orientation (the degree to which a
society encourages and rewards group members
for performance improvement and excellence).

SUMMARY AND IMPLICATIONS FOR MANAGERS

SUMMARY AND IMPLICATIONS FOR MANAGERS

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