personalityandvalues chapter four. the nature of personality personality gordon allport defined...
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Personality Personality
and and
ValuesValues
Chapter FOUR
The Nature of PersonalityThe Nature of Personality
Personality
Gordon Allport defined personality as “the dynamic organization within the individual of those psychophysical systems that determines his unique adjustments to his environment.”
The sum total of ways in which an individual reacts and interacts with others.
Personality can be defined as those inner psychological characteristics that both determine and reflect how a person responds to his or her environment.
The Nature of PersonalityThe Nature of Personality
PersonalityPersonality
– is often described in terms of measurable traits a person exhibits.
– Can influence career choice, job satisfaction, stress, leadership, and even performance
Personality DeterminentsPersonality Determinents
Environment* Culture* Family* Group Membership* Life Experiences
Heredity* Genes
Personality
Personality TraitsPersonality Traits
Personality Traits are enduring characteristics that describe an individual’s behavior.
The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator
Personality Classifications (Traits)
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Judging vs. Perceiving (P or J)
Score is a combination of all four (e.g., ENTJ)
Personality Classifications (Traits)
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Judging vs. Perceiving (P or J)
Score is a combination of all four (e.g., ENTJ)
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16 personality types.
Meyers-Briggs, ContinuedMeyers-Briggs, Continued
A Meyers-Briggs score– Can be a valuable tool for self-awareness and
career guidance
BUT– Should not be used as a selection tool because
it has not been related to job performance!!!
The Big Five Model of Personality DimensionsThe Big Five Model of Personality Dimensions
ExtroversionSociable, gregarious, and assertive
AgreeablenessGood-natured, cooperative, and trusting.
ConscientiousnessResponsible, dependable, persistent, and organized.
Openness to ExperienceCurious, imaginative, artistic, and sensitive
Emotional StabilityCalm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative).
Do your own personality testDo your own personality test
http://www.outofservice.com/
Research Implications of Big Five Model Research Implications of Big Five Model
– Conscientiousness predicted job performance for all occupational groups. – Individuals who are dependable, reliable, careful,
thorough, able to plan, organized, hardworking, persistent, and achievement-oriented tend to have higher job performance.
– For the other personality dimensions, predictability depended upon both the performance criterion and the occupational group. For example: – Extraversion predicted performance in managerial
and sales positions. – Openness to experience is important in predicting
training proficiency. What about emotional stability?
Measuring PersonalityMeasuring Personality
Personality is Measured By
Self-report surveys Observer-rating
surveys Projective
measures – Rorschach
Inkblot Test – Thematic
Apperception Test
Major Personality Attributes Influencing OBMajor Personality Attributes Influencing OB
Core Self-evaluation
– Self-esteem
– Locus of Control
Machiavellianism
Narcissism
Self-monitoring
Risk taking
Type A vs. Type B personality
Proactive Personality
Core Self-Evaluation: Two Main ComponentsCore Self-Evaluation: Two Main Components
•Self Esteem
Individuals’ degree of liking or disliking themselves.
•Locus of Control
The degree to which people believe they are masters of their own fate.
•Internals (Internal locus of control) Individuals who believe that they control what happens to them. •Externals (External locus of control)Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.
Just Imagine:
AbdullahAbdullah arrives to class and realizes that he’s arrives to class and realizes that he’s
forgotten his homework to turn in. He says “Oh forgotten his homework to turn in. He says “Oh
man, it’s just not my lucky day today.” Abdullah man, it’s just not my lucky day today.” Abdullah
has ______________.has ______________.
AbdullahAbdullah has a high external locus of control. He
believes that things outside of his control
determine what happens.
Role PlayRole Play
Select a team of 4 people. Let the team be supplied with the information
sheet (print out – distributed seperately). Based on the information, the team should
discuss/argue between the members assigning responsibility for the failures as if they were the members of the real team.
The discussion takes place openly in front of the rest of the classmates, and they keep observing the participants to identify the locus of control of each participant.
Machiavellianism: Machiavellianism:
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
Machiavellianism: Machiavellianism:
Conditions Favoring High Machs
• Direct interaction with others
• Minimal rules and regulations
• Where there is chance for emotional than rational decision making
Conditions Favoring High Machs
• Direct interaction with others
• Minimal rules and regulations
• Where there is chance for emotional than rational decision making
‘I am prepared to do whatever I have to do for getting ahead’
‘If it works, use it’
All’s Well that Ends Well
Narcissism/ Authoritarian Narcissism/ Authoritarian
A Narcissistic (Egotistic) Person
•Has grandiose sense of self-importance
•Requires excessive admiration
•Has a sense of entitlement
•Is arrogant
•Bosses rates them as less effective
Self-Monitoring Self-Monitoring
Self-Monitoring
A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors.
High Self-Monitors
• Receive better performance ratings
• Likely to emerge as leaders
• Show less commitment to their organizations
High Self-Monitors
• Receive better performance ratings
• Likely to emerge as leaders
• Show less commitment to their organizations
Risk-TakingRisk-Taking
High Risk-taking Managers– Make quicker decisions– Use less information to make decisions– Operate in smaller and more entrepreneurial
organizations Low Risk-taking Managers
– Are slower to make decisions– Require more information before making decisions– Exist in larger organizations with stable
environments Risk Propensity
– Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations.
Personality TypesPersonality TypesType A’s1. are always moving, walking, and eating rapidly;2. feel impatient with the rate at which most events take place;3. strive to think or do two or more things at once;4. cannot cope with leisure time;5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type B’s1. never suffer from a sense of time urgency with its
accompanying impatience;2. feel no need to display or discuss either their achievements
or accomplishments;3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;4. can relax without guilt.
Personality TypesPersonality Types
Proactive Personality
Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs.
Creates positive change in the environment, regardless or even in spite of constraints or obstacles.
Achieving Person-Job FitAchieving Person-Job Fit
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality-Job Fit Theory (Holland)
Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.
Holland’s Typology of Personality
andCongruent
Occupations
Holland’s Typology of Personality
andCongruent
Occupations
E X H I B I T 4–8E X H I B I T 4–8
Class ExerciseClass Exercise
Divide yourself into two teams. Plan about forming a team to accomplish a specific
task. The task should be decided first. Then form a dream team with imaginary members
having suitable personality traits for accomplishing the said task.
Justify the inclusion of each trait. Also discuss the influence of members with each trait on members with other traits (would there be chances of conflicts and how to minimize them).
Thus explain how the team would be effective in accomplishing the task better through a suitable personality-job fit.
Definition: Mode of conduct or end state is personally or socially preferable (i.e., what is right & good)– Terminal Values
• Desirable End States
– Instrumental Values• The ways/means for achieving one’s terminal values
Value System: A hierarchy based on a ranking of an individual’s values in terms of their intensity.
Note: Values Vary by Cohort/ Groups
ValuesValues
Importance of ValuesImportance of Values
Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures.
Influence our perception of the world around us.
Represent interpretations of “right” and “wrong.”
Imply that some behaviors or outcomes are preferred over others.
Types of Values –- Rokeach Value SurveyTypes of Values –- Rokeach Value Survey
Terminal Values
Desirable end-states of existence; the goals that a person would like to achieve during his or her lifetime.
Instrumental Values
Preferable modes of behavior or means of achieving one’s terminal values.
Values in the
RokeachSurvey
Values in the
RokeachSurvey
E X H I B I T 4-3E X H I B I T 4-3
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
Values in the
Rokeach Survey(cont’d)
Values in the
Rokeach Survey(cont’d)
E X H I B I T 4-3 (cont’d)E X H I B I T 4-3 (cont’d)
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).
Mean Value Rankings of Executives, Union
Members, and Activists
Mean Value Rankings of Executives, Union
Members, and Activists
E X H I B I T 4-4E X H I B I T 4-4
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.
Values, Loyalty, and Ethical BehaviorValues, Loyalty, and Ethical Behavior
Ethical Climate inEthical Climate inthe Organizationthe Organization
Ethical Climate inEthical Climate inthe Organizationthe Organization
Ethical Values and Ethical Values and Behaviors of Behaviors of
LeadersLeaders
Power Distance Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance Long-term and Short-term orientation
Values across Cultures: Hofstede’s Framework
Values across Cultures: Hofstede’s Framework
Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures
Power Distance
The extent to which a society accepts that power in institutions and organizations is distributed unequally.
Low distance: relatively equal power between those with status/wealth and those without status/wealth
High distance: extremely unequal power distribution between those with status/wealth and those without status/wealth
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Collectivism
A tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
Individualism
The degree to which people prefer to act as individuals rather than a member of groups.
Vs.
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Masculinity
The extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valued.
Femininity
The extent to which there is little differentiation between roles for men and women.
Vs.
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
•High Uncertainty Avoidance: Society does not like ambiguous situations & tries to avoid them.
•Low Uncertainty Avoidance: Society does not mind ambiguous situations & embraces them.
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
Long-term Orientation
A national culture attribute that emphasizes the future, thrift, and persistence.
Short-term Orientation
A national culture attribute that emphasizes the present and the here and now.
Vs.
Achieving Person-Job FitAchieving Person-Job Fit
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality-Job Fit Theory (Holland)
Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.
Holland’s Typology of Personality
andCongruent
Occupations
Holland’s Typology of Personality
andCongruent
Occupations
E X H I B I T 4–8E X H I B I T 4–8
Relationships among
Occupational Personality
Types
Relationships among
Occupational Personality
Types
E X H I B I T 4–9E X H I B I T 4–9
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.
Organizational Culture Profile (OCP)Organizational Culture Profile (OCP)
Useful for determining person-organization fit
Survey that forces choices/rankings of one’s personal values
Helpful for identifying most important values to look for in an organization (in efforts to create a good fit)