个性和价值观

PersonalityandValues55-1ChapterLearningObjectivesAfterstudyingthischapter,youshouldbeableto:Definepersonality,describehowitismeasured,andexplainthefactorsthatdetermineanindividual’spersonality.DescribetheMyers-BriggsTypeIndicatorpersonalityframeworkandassessitsstrengthsandweaknesses.IdentifythekeytraitsintheBigFivepersonalitymodel.DemonstratehowtheBigFivetraitspredictbehavioratwork.IdentifyotherpersonalitytraitsrelevanttoOB.Definevalues,demonstratetheirimportance,andcontrastterminalandinstrumentalvalues.Comparegenerationaldifferencesinvalues,andidentifythedominantvaluesintoday’sworkforce.IdentifyHofstede’sfivevaluedimensionsofnationalculture.5-2WhatisPersonality?Thedynamicorganizationwithintheindividualofthosepsychophysicalsystemsthatdeterminehisuniqueadjustmentstohisenvironment.-GordonAllportThesumtotalofwaysinwhichanindividualreactsandinteractswithothers,themeasurabletraitsapersonexhibitsMeasuringPersonalityHelpfulinhiringdecisionsMostcommonmethod:self-reportingsurveysObserver-ratingssurveysprovideanindependentassessmentofpersonality–oftenbetterpredictors5-3PersonalityDeterminantsHeredityFactorsdeterminedatconception:physicalstature,facialattractiveness,gender,temperament,musclecompositionandreflexes,energylevel,andbio-rhythmsThis“HeredityApproach”arguesthatgenesarethesourceofpersonalityTwinstudies:raisedapartbutverysimilarpersonalitiesThereissomepersonalitychangeoverlongtimeperiods5-4PersonalityTraitsEnduringcharacteristicsthatdescribeanindividual’sbehaviorThemoreconsistentthecharacteristicandthemorefrequentlyitoccursindiversesituations,themoreimportantthetrait.Twodominantframeworksusedtodescribepersonality:Myers-BriggsTypeIndicator(MBTI®)BigFiveModel5-5TheMyers-BriggsTypeIndicatorMostwidelyusedinstrumentintheworld.Participantsareclassifiedonfouraxestodetermineoneof16possiblepersonalitytypes,suchasENTJ.

Extroverted(E)Introverted(I)Sensing(S)Intuitive(N)Thinking(T)Feeling(F)Judging(J)Perceiving(P)FlexibleandSpontaneousSociableandAssertiveQuietandShyUnconsciousProcessesUsesValues&EmotionsPracticalandOrderlyUseReasonandLogicWantOrder&Structure5-6TheTypesandTheirUsesEachofthesixteenpossiblecombinationshasaname,forinstance:Visionaries(INTJ)–original,stubborn,anddrivenOrganizers(ESTJ)–realistic,logical,analytical,andbusinesslikeConceptualizer(ENTP)–entrepreneurial,innovative,individualistic,andresourcefulResearchresultsonvaliditymixedMBTI®isagoodtoolforself-awarenessandcounseling.Shouldnotbeusedasaselectiontestforjobcandidates.5-7TheBigFiveModelofPersonalityDimensionsExtroversionSociable,gregarious,andassertiveAgreeablenessGood-natured,cooperative,andtrustingConscientiousnessResponsible,dependable,persistent,andorganizedEmotionalStabilityCalm,self-confident,secureunderstress(positive),versusnervous,depressed,andinsecureunderstress(negative)OpennesstoExperienceCurious,imaginative,artistic,andsensitive5-8HowDotheBigFiveTraitsPredictBehavior?Researchhasshownthistobeabetterframework.Certaintraitshavebeenshowntostronglyrelatetohigherjobperformance:Highlyconscientiouspeopledevelopmorejobknowledge,exertgreatereffort,andhavebetterperformance.OtherBigFiveTraitsalsohaveimplicationsforwork.Emotionalstabilityisrelatedtojobsatisfaction.Extrovertstendtobehappierintheirjobsandhavegoodsocialskills.Openpeoplearemorecreativeandcanbegoodleaders.Agreeablepeoplearegoodinsocialsettings.SeeEXHIBIT5–15-9OtherPersonalityTraitsRelevanttoOBCoreSelf-EvaluationThedegreetowhichpeoplelikeordislikethemselvesPositiveself-evaluationleadstohigherjobperformanceMachiavellianismApragmatic,emotionallydistantpower-playerwhobelievesthatendsjustifythemeansHighMachsaremanipulative,winmoreoften,andpersuademorethantheyarepersuaded.Flourishwhen:HavedirectinteractionWorkwithminimalrulesandregulationsEmotionsdistractothersNarcissismAnarrogant,entitled,self-importantpersonwhoneedsexcessiveadmirationLesseffectiveintheirjobs5-10Self-MonitoringTheabilitytoadjustbehaviortomeetexternal,situationalfactors.Highmonitorsconformmoreandaremorelikelytobecomeleaders.RiskTakingThewillingnesstotakechances.Maybebesttoalignpropensitieswithjobrequirements.Risktakersmakefasterdecisionswithlessinformation.MoreRelevantPersonalityTraits5-11EvenMoreRelevantPersonalityTraitsTypeAPersonalityAggressivelyinvolvedinachronic,incessantstruggletoachievemoreinlesstimeImpatient:alwaysmoving,walking,andeatingrapidlyStrivetothinkordotwoormorethingsatonceCannotcopewithleisuretimeObsessedwithachievementnumbersPrizedinNorthAmericabutqualityoftheworkislowTypeBpeoplearethecompleteoppositeProactivePersonalityIdentifiesopportunities,showsinitiative,takesaction,andperseverestocompletionCreatespositivechangeintheenvironment5-12ValuesBasicconvictionsonhowtoconductyourselforhowtoliveyourlifethatispersonallyorsociallypreferable––““HowTo”livelifeproperly.AttributesofValues:ContentAttribute––thatthemodeofconductorend-stateisimportantIntensityAttribute–justhowimportantthatcontentisValueSystemAperson’svaluesrankorderedbyintensityTendstoberelativelyconstantandconsistent5-13ImportanceofValuesProvideunderstandingoftheattitudes,motivation,andbehaviorsInfluenceourperceptionoftheworldaroundusRepresentinterpretationsof“right”and“wrong”Implythatsomebehaviorsoroutcomesarepreferredoverothers5-14ClassifyingValues––RokeachValueSurveyTerminalValuesDesirableend-statesofexistence;thegoalsthatapersonwouldliketoachieveduringhisorherlifetimeInstrumentalValuesPreferablemodesofbehaviorormeansofachievingone’’sterminalvaluesPeopleinsameoccupationsorcategoriestendtoholdsimilarvaluesButvaluesvarybetweengroupsValuedifferencesmakeitdifficultforgroupstonegotiateandmaycreateconflict5-15ValueDifferencesBetweenGroupsSource:BasedonW.C.FrederickandJ.Weber,““TheValuesofCorporateManagersandTheirCritics:AnEmpiricalDescriptionandNormativeImplications,””inW.C.FrederickandL.E.Preston(eds.)BusinessEthics:ResearchIssuesandEmpiricalStudies(Greenwich,CT:JAIPress,1990),pp.123–44.EXHIBIT5-45-16GenerationalValuesCohortEnteredWorkforceApproximateCurrentAgeDominantWorkValuesVeterans1950-196465+Hardworking,conservative,conforming;loyaltytotheorganizationBoomers1965-198540-60sSuccess,achievement,ambition,dislikeofauthority;loyaltytocareerXers1985-200020-40sWork/lifebalance,team-oriented,dislikeofrules;loyaltytorelationshipsNexters2000-PresentUnder30Confident,financialsuccess,self-reliantbutteam-oriented;loyaltytobothselfandrelationshipsEXHIBIT5-55-17LinkingPersonalityandValuestotheWorkplaceManagersarelessinterestedinsomeone’’sabilitytodoaspecificjobthaninthatperson’’sflexibility.Person-JobFit:JohnHolland’’sPersonality-JobFitTheorySixpersonalitytypesVocationalPreferenceInventory(VPI)KeyPointsoftheModel:ThereappeartobeintrinsicdifferencesinpersonalitybetweenpeopleTherearedifferenttypesofjobsPeopleinjobscongruentwiththeirpersonalityshouldbemoresatisfiedandhavelowerturnover5-18RelationshipsAmongPersonalityTypesTheclosertheoccupationalfields,themorecompatible.Thefurtherapartthefields,themoredissimilar.EXHIBIT5-7Needtomatchpersonalitytypewithoccupation.Source:Reprintedbyspecialpermissionofthepublisher,PsychologicalAssessmentResources,Inc.,fromMakingVocationalChoices,copyright1973,1985,1992byPsychologicalAssessmentResources,Inc.Allrightsreserved.5-19StillLinkingPersonalitytotheWorkplaceInadditiontomatchingtheindividual’spersonalitytothejob,managersarealsoconcernedwith:Person-OrganizationFit:Theemployee’spersonalitymustfitwiththeorganizationalculture.Peopleareattractedtoorganizationsthatmatchtheirvalues.Thosewhomatcharemostlikelytobeselected.Mismatcheswillresultinturnover.CanusetheBigFivepersonalitytypestomatchtotheorganizationalculture.5-20GlobalImplicationsPersonalityDoframeworkslikeBigFivetransferacrosscultures?Yes,butthefrequencyoftypeintheculturemayvary.Betterinindividualisticthancollectivistcultures.ValuesValuesdifferacrosscultures.Hofstede’sFrameworkforassessingculture–fivevaluedimensions:PowerDistanceIndividualismvs.CollectivismMasculinityvs.FemininityUncertaintyAvoidanceLong-termvs.Short-termOrientation5-21Hofstede’sFramework:PowerDistanceTheextenttowhichasocietyacceptsthatpowerininstitutionsandorganizationsisdistributedunequally.LowdistanceRelativelyequalpowerbetweenthosewithstatus/wealthandthosewithoutstatus/wealthHighdistanceExtremelyunequalpowerdistributionbetweenthosewithstatus/wealthandthosewithoutstatus/wealth5-22Hofstede’sFramework:IndividualismIndividualismThedegreetowhichpeopleprefertoactasindividualsratherthanasmemberofgroupsCollectivismAtightsocialframeworkinwhichpeopleexpectothersingroupsofwhichtheyareaparttolookafterthemandprotectthemVersus5-23Hofstede’sFramework:MasculinityMasculinityTheextenttowhichthesocietyvaluesworkrolesofachievement,power,andcontrol,andwhereassertivenessandmaterialismarealsovaluedFemininityTheextenttowhichthereislittledifferentiationbetweenrolesformenandwomenVersus5-24Hofstede’sFramework:UncertaintyAvoidanceTheextenttowhichasocietyfeelsthreatenedbyuncertainandambiguoussituationsandtriestoavoidthemHighUncertaintyAvoidance:Societydoesnotlikeambiguoussituationsandtriestoavoidthem.LowUncertaintyAvoidance:Societydoesnotmindambiguoussituationsandembracesthem.5-25Long-termOrientationAnationalcultureattributethatemphasizesthefuture,thrift,andpersistenceShort-termOrientationAnationalcultureattributethatemphasizesthepresentandthehereandnowHofstede’sFramework:TimeOrientation5-26Hofstede’sFramework:AnAssessmentThereareregionaldifferenceswithincountriesTheoriginaldataisoldandbasedononlyonecompanyHofstedehadtomakemanyjudgmentcallswhiledoingtheresearchSomeresultsdon’t