Essentials of Organizational Behavior

1.

Essentials of Organizational Behavior
Fifteenth Edition
Chapter 5
Personality and Values
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2.

Linking Individuals to the Workplace
Learning Objective 5.1
• Match of individual’s personality and values with
the organization
• Holland’s Person-Job Fit Theory
– Vocational Preference Inventory Questionnaire
– Identifies six personality types
– People in jobs congruent with their personality should
be more satisfied and less likely to voluntarily resign
than people in incongruent tasks
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3.

Holland’s Typology of Personality and
Congruent Occupations (Exhibit 5-1)
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4.

Person-Organization Fit
• It is more important that employees’ personalities
fit with the organizational culture than with the
characteristics of any specific job
• The fit predicts job satisfaction, organizational
commitment, and turnover
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5.

Personality
Learning Objective 5.2
• Personality: the sum total of ways in which an
individual reacts to and interacts with the world
around us
• Personality traits
– Enduring characteristics that describe an individual’s
behavior
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6.

Measuring Personality
• Personality assessments are useful in hiring
decisions
– Help managers forecast who is best for a job
• Self-report surveys
– Most common
– Prone to error
• Observer-ratings surveys
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7.

Personality Frameworks:
The Myers-Briggs Type Indicator
Learning Objective 5.3
• Most widely used personality-assessment
instrument in the world
• Individuals are classified as:
– Extroverted or Introverted (E/I)
– Sensing or Intuitive (S/N)
– Thinking or Feeling (T/F)
– Judging or Perceiving (J/P)
• Classifications combined into 16 personality types
(i.e., INTJ or ESTJ)
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8.

Personality Frameworks: The Big Five
Model
• Five basic dimensions encompass most of the
differences in human personality
– Extraversion
– Agreeableness
– Conscientiousness
– Emotional Stability
– Openness to Experience
• Strongly supported relationship to job
performance (especially conscientiousness)
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9.

Model of How Big Five Traits Influence OB
Criteria (Exhibit 5-2)
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10.

The Dark Triad
• The Dark Triad
1. Machiavellianism
High machs tend to be pragmatic, emotionally distant, and
believe the ends justify the means
2. Narcissism
A person with a grandiose view of self, requires excessive
admiration, has a sense of self-entitlement, and is arrogant
3. Psychopathy
A lack of concern for others, and a lack of guilt or remorse
when their actions cause harm
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11.

Other Frameworks
• The HEXACO model
– Honesty/humility is added to the Big Five
– H dimension
– Sincere, fair, modest, and humble
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12.

Other Personality Attributes Relevant to OB
Learning Objective 5.4
• Core self-evaluations
– People with positive core self-evaluation like
themselves and see themselves as capable and
effective in the workplace
• Self-monitoring
– Ability to adjust behavior to meet external, situational
factors
• Proactive personality
– Identifies opportunities, shows initiative, takes action,
and perseveres until meaningful change occurs
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13.

Personality and Situations
Learning Objective 5.5
• The effect of particular traits on organization
behavior depends on the situation
• Two frameworks
1. Situation Strength Theory
2. Trait Activation Theory
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14.

Situation Strength Theory
• The way personality translates into behavior depends on
the strength of the situation
• Components of situation strength
– Clarity
– Consistency
– Constraints
– Consequences
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15.

Trait Activation Theory
• Trait activation theory (TAT)
– predicts that some situations, events, or interventions
“activate” a trait more than others
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16.

Trait Activation Theory: Jobs in Which
Certain Big Five Traits Are More Relevant
(Exhibit 5-3)
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17.

Values
• Values
– Relatively basic, enduring 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
• Value systems
– Represent a prioritizing of individual values by:
Content
Intensity
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18.

Terminal versus Instrumental Values
Learning Objective 5.6
• Terminal values:
desirable end-states of
existence
• Goals that a person
would like to achieve
during his or her lifetime
• Instrumental values:
preferable modes of
behavior or means of
achieving the terminal
values
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19.

Generational Values
• Shared views of different cohorts/generations in
the U.S. workforce
• Lack solid research support
• Perpetuate stereotypes
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20.

Cultural Values
Learning Objective 5.7
• Values are learned and differ across cultures
• Two frameworks for assessing culture:
– Hofstede
– GLOBE
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21.

Hofstede’s Framework
• Power Distance
• Individualism vs. Collectivism
• Masculinity vs. Femininity
• Uncertainty Avoidance
• Long-term vs. Short-term Orientation
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22.

The GLOBE Framework
• Assertiveness
• Future orientation
• Individualism/
collectivism
• Gender differentiation
• In-group collectivism
• Uncertainty avoidance
• Performance orientation
• Power distance
• Humane orientation
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23.

Hofstede and GLOBE (Exhibit 5-5)
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24.

Implications for Managers
• Consider job candidates’ fit to the job and
organization.
• Emphasize the ideal personality and values of
your organization in your recruitment materials
and practices.
• Understand that situation strength and the context
can affect behavior.
• Understand differences in cultural values to equip
you to interact with others from cultures that are
different from your own.
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