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IndividualBehavior,
Personality,and Values
McGraw-Hill/Irwin
McShane/Von Glinow OB 5eCopyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Values, Personality, and Self-
Concept at Fairmont Hotels &
Resorts Fairmont Hotels & Resorts has
excelled as North America’s
largest luxury hotel operator by
hiring people such as Yasmeen
Youssef (shown here with the
right !alues and personality
and then nurturing their self"concept#
YasmeenYoussef Fairmont Hotels & Resorts
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!RS odel of IndividualBehavior
%ndi!idual%ndi!idual
beha!ior andbeha!ior and
resultsresults
ituationalituational
factorsfactors
'alues
ersonality
erceptions
)motions
Attitudes
tress RoleRole
perceptionsperceptions
*oti!ation*oti!ation
Ability Ability
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"he Basic Psycholo#icalodel
McShane/Von Glinow OB 5e© 2010 The McGraw-Hill Companies, Inc. All rights
reserve,
Behavior = function!erson" #nvironment$
%aw of #ect = future'ehavior is a function of it(s)ast conse*uences
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$mployee otivation
%nternal forces that affect a person’s
!oluntary choice ofbeha!ior
- direction
- intensity
- persistence
RR
BARBAR
SSMM
AA
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$mployee !%ility
Natural aptitudes and learned capabilities
re/uired to successfully complete a tas0
1ompetencies − personal characteristics that
lead to superior performance
erson − 2ob matching
- selecting
- de!eloping- redesigning
RR
BARBAR
SSMM
AA
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Role Perceptions
4eliefs about what beha!ior is re/uired to
achie!e the desired results5
- understanding what tas0s to perform
- understanding relati!e importance of tas0s
- understanding preferred
beha!iors to accomplish tas0s
RR
BARBAR
SSMM
AA
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Situational Factors
)n!ironmental conditions beyond the
indi!idual’s short"term control that constrain
or facilitate beha!ior
- time
- people
- budget
- wor0 facilities
RR
BARBAR
SSMM
AA
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e'nin# Personality
Relati!ely enduring pattern of thoughts8
emotions8 and beha!iors that characteri9e a
person8 along with the psychological
processes behind those characteristics- )xternal traits : obser!able beha!iors
- %nternal states : thoughts8 !alues8 etc inferred from
beha!iors
- ome !ariability8 ad2ust to suit the situation
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(ature vs) (urture ofPersonality
%nfluenced by Nature- Heredity explains about .< percent of beha!ioral
tendencies and +< percent of temperament
- *innesota studies : twins had similar beha!iour
patterns %nfluenced by Nurture
- ociali9ation8 life experiences8 learning also affectpersonality
- ersonality isn’t stable at birth- tabili9es throughout adolescence
- )xecuti!e function steers using our self"concept asa guide
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Five-Factor Personalityodel *C!(+$
>utgoing8 tal0ati!e
ensiti!e8 flexible
1areful8 dependable
1ourteous8 caring
Anxious8 hostile
1onscientiousness1onscientiousness
Agreeableness Agreeableness
NeuroticismNeuroticism
>penness to )xperience>penness to )xperience
)xtro!ersion)xtro!ersion
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Five-Factor Personality and+r#aniational Behavior
1onscientiousness and emotional stability
- *oti!ational components of personality
- trongest personality predictors of performance
)xtro!ersion- ?in0ed to sales and mgt performance
- Related to social interaction and persuasion
Agreeableness
- )ffecti!e in 2obs re/uiring cooperation and helpfulness
>penness to experience
- ?in0ed to higher creati!ity and adaptability to change
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Common Personalityeasures
**% : *innesota *ultiphasic ersonality %n!entory
measures @emotional stability on =< scaleshttp5BBpsychology#about#comBodBpsychologicaltestingBaBmmpiC$#htm
*4D% : *eyers 4riggs Dype %ndicator
1% : 1alifornia sychological %n!entory
H% " Hogan ersonality %n!entory
McShane/Von Glinow OB 5e© 2010 The McGraw-Hill Companies, Inc. All rights
reserve=+
http://psychology.about.com/od/psychologicaltesting/a/mmpi_2.htmhttp://psychology.about.com/od/psychologicaltesting/a/mmpi_2.htm
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/un#ian Personality "heory
wiss psychiatrist 1arl ung
%dentifies preferences for
percei!ing the en!ironment
and obtainingBprocessing
information
1ommonly measured by
*yers"4riggs Dype %ndicator
(*4D%
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yers-Bri##s "ype Indicator*B"I
)xtro!ersion !ersus intro!ersion- similar to fi!e"factor dimension
ensing !ersus intuition- collecting information through senses !ersus
through intuition8 inspiration or sub2ecti!e sources Dhin0ing !ersus feeling
- processing and e!aluating information
- using rational logic !ersus personal !alues
udging !ersus percei!ing- orient themsel!es to the outer world
- order and structure or flexibility and spontaneity
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Feelin# Valued at /ohnson& /ohnson
ohnson & ohnson is one of the most
respected employers because it recogni9esthe !alue of supporting each employee’s self"
concept
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Self-Concept e'ned
An indi!idual’s self"beliefs and self"e!aluations
@Iho am %J and @How do % feel about myselfJ
Kuides indi!idual decisions and beha!ior
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"hree 0C1s2 of Self-Concept
1omplexity- eople ha!e multiple self"concepts
1onsistency
-%mpro!ed wellbeing when multiple self"conceptsre/uire similar personality traits and !alues
1larity
- 1learly and confidently described8 internally
consistent8 and stable across time#- elf"concept clarity re/uires self"concept
consistency
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Four 0Selves2 of Self-Concept
elf"enhancement- romoting and protecting our positi!e self"!iew
elf"!erification
- Affirming our existing self"concept (good and badelements
elf"e!aluation
- )!aluating oursel!es through self"esteem8 self"
efficacy8 and locus of control ocial self
- Lefining oursel!es in terms of group membership
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Self-Concept3 Self-$nhancement
Lri!e to promoteBprotect a positi!e self"!iew
- competent8 attracti!e8 luc0y8 ethical8 !alued
trongest in commonBimportant situations
ositi!e self"concept outcomes5
- better personal ad2ustment and mentalBphysical
health
- inflates personal causation and probability ofsuccess
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Self-Concept3 Self-Veri'cation
*oti!ation to !erifyBmaintain our existing self"concept
tabili9es our self"concept
eople prefer feedbac0 consistent with theirself"concept
elf"!erification outcomes5
- Ie ignore or re2ect info inconsistent with self"
concept- Ie interact more with those who affirmBreflect self"
concept
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Self-Concept3 Self-$valuation
Lefined mainly by three dimensions5 elf"esteem
- High self"esteem "" less influenced8 more
persistentBlogical
elf"efficacy- 4elief in one’s ability8 moti!ation8 role perceptions8 and
situation to complete a tas0 successfully
- Keneral !s# tas0"specific self"efficacy
?ocus of control- Keneral belief about personal control o!er life e!ents
- Higher self"e!aluation with internal locus of control
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Self-Concept3 Social Self
ocial identity "" defining oursel!es in terms ofgroups to which we belong or ha!e an emotionalattachment
Ie identify with groups that ha!e high status "" aids
self"enhancement
)mployees at)mployees at
other firmsother firms
eople li!ing ineople li!ing in
other countriesother countries
Kraduates of otherKraduates of other
schoolsschools
+nin,ivi,ual(s
sociali,entit-
%4* )mployee%4* )mployee
?i!e in?i!e in
M##A#M##A#
Mni!ersity of LallasMni!ersity of Lallas
KraduateKraduate
.ontrastin Grou)s
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Values in the 4or5place
table8 e!aluati!e beliefs that guide ourpreferences
Lefine right or wrong8 good or bad
'alue system "" hierarchy of !alues
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Sch.art1s Values odel
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Sch.art1s Values odel
>penness to change : moti!ation
to pursue inno!ati!e ways
1onser!ation "" moti!ation to
preser!e the status /uo elf"enhancement "" moti!ated by
self"interest
elf"transcendence "" moti!ation to
promote welfare of others andnature
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Values and Behavior
Habitual beha!ior usually consistent with!alues8 but conscious beha!ior less so
because !alues are abstract constructs
Lecisions and beha!ior are lin0ed to !alueswhen5
- *indful of our !alues
- Ha!e logical reasons to apply !alues in that
situation- ituation does not interfere
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Values Con#ruence
Ihere two or more entities ha!e similar
!alue systems
roblems with incongruence
- %ncompatible decisions
- ?ower satisfactionBloyalty
- Higher stress and turno!er
4enefits of incongruence- 4etter decision ma0ing (di!erse perspecti!es
- A!oids @corporate cults
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Values !cross Cultures3Individualism and
Collectivism Legree that people !alue duty to their group(collecti!ism !ersus independence and
person uni/ueness (indi!idualism
re!iously considered opposites8 butunrelated "" i#e# possible to !alue high
indi!idualism and high collecti!ism
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Individualism
Dhe degree to which people
!alue personal freedom8
self"sufficiency8 control o!er
themsel!es8 being
appreciated for uni/ue
/ualitiesLenmar0Lenmar0
DaiwanDaiwan
%taly%taly
High IndividualismM##M##
Low Individualism
%ndia%ndia
$"+=
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Collectivism
Dhe degree to which people
!alue their group
membership and
harmonious relationships
within the group
%ndia%ndia
M##M##
DaiwanDaiwan
High Collectivism
%taly%taly
Low Collectivism
Lenmar0Lenmar0
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Po.er istance
High power distance
- 'alue obedience to authority
- 1omfortable recei!ing
commands from superiors
- refer formal rules and authority
to resol!e conflicts
?ow power distance
- )xpect relati!ely e/ual power
sharing
- 'iew relationship with boss as
interdependence8 not
dependence
apanapan
%srael%sraelLenmar0Lenmar0
'ene9uela'ene9uela
High Power Distance
*alaysia*alaysia
Low Power Distance
M##M##
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6ncertainty !voidance
High uncertainty a!oidance
- feel threatened by ambiguity
and uncertainty
- !alue structured situations and
direct communication
?ow uncertainty a!oidance
- tolerate ambiguity and
uncertainty
High U. A.
Low U. A.
apanapanKreeceKreece
M##M##
%taly%taly
ingaporeingapore
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!chievement-(urturin#
High achie!ement
orientation
- asserti!eness
- competiti!eness
- materialism
High nurturing orientation
- relationships
- others’ well"being
Achievement
urturing
apanapan
M##M##
wedenweden
1hina1hina
1hile1hile
FranceFrance
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MtilitarianismMtilitarianism
%ndi!idual%ndi!idual
RightsRights
Kreatest good for the greatest
number of people
Fundamental entitlements
in society
Listributi!eListributi!e
usticeusticeeople who are similar should recei!e
similar benefits
"hree $thical Principles
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!n !lternative Set ofPrinciples
McShane/Von Glinow OB 5e© 2010 The McGraw-Hill Companies, Inc. All rights
reserve+6
#oist 0 if it 'ene1ts me
2tilitarian 0 3the reatest netoo,4
+'solutist 0 riht an, wronstan, a)art from human u,ment
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In7uences on $thicalConduct
*oral intensity
- degree that issue demands ethical principles
)thical sensiti!ity
- ability to recogni9e the presence and determine therelati!e importance of an ethical issue
ituational influences
- competiti!e pressures and other conditions affect
ethical beha!ior
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Supportin# $thical Behavior
)thical code of conduct
)thics training
)thics hotlines
)thical leadership and culture
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IndividualBehavior,
Personality,and Values