组织行为学英文版Ch4slidesup

PersonalityandValues4©2009Prentice-HallInc.Allrightsreserved.4-0ChapterChapterLearningObjectivesAfterstudyingthischapter,youshouldbeableto:Definepersonality,describehowitismeasured,andexplainthefactorsthatdetermineanindividual’spersonality.DescribetheMyers-BriggsTypeIndicatorpersonalityframeworkandassessitsstrengthsandweaknesses.IdentifythekeytraitsintheBigFivepersonalitymodel.DemonstratehowtheBigFivetraitspredictbehavioratwork.IdentifyotherpersonalitytraitsrelevanttoOB.Definevalues,demonstratetheirimportance,andcontrastterminalandinstrumentalvalues.Comparegenerationaldifferencesinvalues,andidentifythedominantvaluesintoday’sworkforce.IdentifyHofstede’sfivevaluedimensionsofnationalculture.©2009Prentice-HallInc.Allrightsreserved.4-1WhatisPersonality?Thedynamicorganizationwithintheindividualofthosepsychophysicalsystemsthatdeterminehisuniqueadjustmentstohisenvironment.-GordonAllportThesumtotalofwaysinwhichanindividualreactsandinteractswithothersThemeasurabletraitsapersonexhibitsMeasuringPersonalityHelpfulinhiringdecisionsMostcommonmethod:self-reportingsurveysObserver-ratingssurveysprovideanindependentassessmentofpersonality–oftenbetterpredictors©2009Prentice-HallInc.Allrightsreserved.4-2AccuracyMaylieorpracticeimpressionmanagementPersonality…theresultof?Hereditydeterminedatbirth?Environmentshapedbyinteractionswithone’ssurroundings?PersonalityDeterminants©2009Prentice-HallInc.Allrightsreserved.4-4Twins–separatedfor39yearsandraised45milesapartCar-thesamemodelandcolorChain-smokedthesamebrandofcigaretteOwneddogswiththesamenameRegularlyvacationedwithin3blocksofeachotherinabeachcommunity1,500milesawayHeredityFactorsdeterminedatconceptionphysicalstature,facialattractiveness,gender,temperament,musclecompositionandreflexes,energylevel,andbio-rhythmsThis“HeredityApproach〞arguesthatgenesarethesourceofpersonalityTwinstudies:raisedapartbutverysimilarpersonalitiesParentsdon’taddmuchtopersonalitydevelopmentThereissomepersonalitychangeoverlongtimeperiodsPersonalityTraitsEnduringcharacteristicsthatdescribeanindividual’sbehaviorThemoreconsistentthecharacteristicandthemorefrequentlyitoccursindiversesituations,themoreimportantthetrait.©2009Prentice-HallInc.Allrightsreserved.4-5LoyalLazyShyAmbitiousAggressiveTimidDopersonalitieschange?DependabilityRankOrderPersonalityTwodominantframeworksusedtodescribepersonality:Myers-BriggsTypeIndicator(MBTI®)100questionsExtraverted(E)vsIntroverted(I)Sensing(S)vsIntuitive(N)Thinking(T)vsFeeling(F)Judging(J)vsPerceiving(P)BigFiveModelTheMyers-BriggsTypeIndicatorMostwidelyusedinstrumentintheworld.Participantsareclassifiedonfouraxestodetermineoneof16possiblepersonalitytypes,suchasENTJ.©2009Prentice-HallInc.Allrightsreserved.4-7FlexibleandSpontaneousSociableandAssertiveQuietandShyUnconsciousProcessesUsesValues&EmotionsPracticalandOrderlyUseReasonandLogicWantOrder&StructureMyers-BriggsTypeIndicator®Favoriteworld:Doyouprefertofocusontheouterworldoronyourowninnerworld?ThisiscalledExtraversion(E)orIntroversion(I).Information:Doyouprefertofocusonthebasicinformationyoutakeinordoyouprefertointerpretandaddmeaning?ThisiscalledSensing(S)orIntuition(N).Decisions:Whenmakingdecisions,doyouprefertofirstlookatlogicandconsistencyorfirstlookatthepeopleandspecialcircumstances?ThisiscalledThinking(T)orFeeling(F).Structure:Indealingwiththeoutsideworld,doyouprefertogetthingsdecidedordoyouprefertostayopentonewinformationandoptions?ThisiscalledJudging(J)orPerceiving(P).TypeTableISTJISFJINFJINTJISTPISFPINFPINTPESTPESFPENFPENTPESTJESFJENFJENTJExcerptedfromTheMyers&BriggsFoundationTheTypesandTheirUses16distinctivepersonalitytypesthatresultfromtheinteractionsamongthepreferencesEachofthesixteenpossiblecombinationshasaname,forinstance:Visionaries(INTJ)–original,stubborn,anddriven.Organizers(ESTJ)–realistic,logical,analytical,andbusinesslike.Conceptualizer(ENTP)–entrepreneurial,innovative,individualistic,andresourceful.13contemporarybusinesspeoplewhocreatedSuper-successfulfirms(Apple,FedEx,Honda,Microsoft,Sony)5%NTsINTJHaveoriginalmindsandgreatdriveforimplementingtheirideasandachievingtheirgoals.Quicklyseepatternsinexternaleventsanddeveloplong-rangeexplanatoryperspectives.Whencommitted,organizeajobandcarryitthrough.Skepticalandindependent,havehighstandardsofcompetenceandperformance–forthemselvesandothers.ENTJFrank,decisive,assumeleadershipreadily.Quicklyseeillogicalandinefficientproceduresandpolicies,developandimplementcomprehensivesystemstosolveorganizationalproblems.Enjoylong-termplanningandgoalsetting.Usuallywellinformed,wellread,enjoyexpandingtheirknowledgeandpassingitontoothers.Forcefulinpresentingtheirideas.MBTI®ProblemsItforcesapersonintoeitheronetypeoranother(e.g.thoughpeoplecanbebothextravertedandintroverted)ResultstendtobeunrelatedtojobperformanceResearchresultsonvaliditymixed.MBTI®isagoodtoolforself-awarenessandcounseling.Shouldnotbeusedasaselectiontestforjobcandidates.WhydosomanycompaniescontinuetouseMBTI?TheBigFiveModelofPersonalityDimensions©2009Prentice-HallInc.Allrightsreserved.4-14HowDotheBigFiveTraitsPredictBehavior?ResearchhasshownthistobeabetterframeworkConscientiousnessMostconsistentlyrelatedtojobperformanceHighlyconscientiouspeopledevelopmorejobknowledge,exertgreatereffort,andhavebetterperformanceLivelongerDownside:Don’tadaptaswelltochangingcontextHavemoretroubleinlearningcomplexskills(focusmoreonperformancethanlearning)Arelesscreative©2009Prentice-HallInc.Allrightsreserved.4-15EmotionalstabilityIsrelatedtolife/jobsatisfaction,lowstresslevels,andfewerhealthcomplaintsHighonemotionalstability–happierMorelikelytobepositiveandoptimisticintheirthinkingMorelikelytoexperiencefewernegativeemotionsLowemotionalstabilityHyper-vigilantmakesfasterandbetterdecisionsthanthosestableonesinbadmoodsExtravertsExtrovertstendto…behappierintheirjobsandintheirlivesExperiencemorepositiveemotionsExpressmorefreelythesefeelingsHavemorefriendsandhavegoodsocialskillsSpendmoretimeinsocialsituationsAremoresociallydominantAremoreassertiveMoreimpulsive,morelikelytobeabsentfromworkMorelikelytoengageinriskybehaviourExtraversionStrongpredictorofleadershipemergenceOpennesstoexperienceOpenpeople…AremorecreativeinscienceandartCanbegoodleadersAremorecomfortablewithambiguityandchangeCopebetterwithorganizationalchangeAremoreadaptableinchangingcontextsAgreeablenessAgreeablepeopleareslightlyhappier,betterlikedthandisagreeablepeopletendtodobetterininterpersonallyorientedjobsandaregoodinsocialsettingsaremorecompliantandruleabidingandlesslikelytoengageinorganizationaldeviancetendtodobetterinschoolDownside

associatedwithlowerlevelsofcareersuccessarepoorernegotiatorsEntrepreneursvsManagersConscientiousness Emotionalstability Opennesstoexperience AgreeablenessExtraversionWhoscorehigher?OtherPersonalityTraitsRelevanttoOBCoreSelf-EvaluationThedegreetowhichpeoplelikeordislikethemselvesandwhethertheyseethemselvesascapableandeffectiveseemorechallengeintheirjobandactuallyattainmorecomplexjobsSetmoreambitiousgoals,aremorecommittedtotheirgoals,andpersistlongerPositiveself-evaluationleadstohigherjobperformance©2009Prentice-HallInc.Allrightsreserved.4-21Majorityofsuccessfulsalespersonshavepositivecoreself-evaluation(e.g.Insurancesales–90%callsendinrejection)2.MachiavellianismApragmatic,emotionallydistantpower-playerwhobelievesthatendsjustifythemeansHighMachsaremanipulative,winmoreoften,andpersuademorethantheyarepersuaded.Flourishwhen:HavedirectinteractionWorkwithminimalrulesandregulationsEmotionsdistractothersGoodforjobsrequiringbargainingskills(e.g.labournegotiation)orofferingsubstantialrewardsforwinning(e.g.commissionedsales)NiccoloMachiavelli3.NarcissismAnarrogant,entitled,self-importantpersonwhoneedsexcessiveadmiration.Tendto“talkdown〞tothosewhothreatenthemTendtobeselfishandexploitiveLesseffectiveintheirjobsAdescriptionofLarryEllison,CEOofOracle“ThedifferencebetweenGodandLarryisthatGoddoesnotbelieveheisLarry.〞Theabilitytoadjustbehaviortomeetexternal,situationalfactors.HighMonitorsArehighlysensitivetoexternalcuesCanbehavedifferentlyindifferentsituationsConformmoreandaremorelikelytobecomeleadersShowlesscommitmenttotheirorganizationsLowMonitorsDisplaytheirtruedispositionsandattitudesineverysituationDisplayhighbehavioralconsistencybetweenwhotheyareandwhattheydo4.Self-Monitoring4-245.RiskTakingThewillingnesstotakechancesRisktakersmakefasterdecisionswithlessinformation–qualityofdecisionsMaybebesttoalignrisk–takingpropensitieswithspecificjobrequirementsStocktraderinabrokeragefirm(HighorLow?)Accountant(HighorLow?)6.TypeAPersonalityAggressivelyinvolvedinachronic,incessantstruggletoachievemoreinlesstimeImpatient:alwaysmoving,walking,andeatingrapidlyStrivetothinkordotwoormorethingsatonceCannotcopewithleisuretimeObsessedwithachievementnumbersWorkinglonghoursRarelyvaryintheirresponsestospecificchallengesQualityofdecisions???PrizedinNorthAmericabutqualityoftheworkislowTypeBpeoplearethecompleteopposite©2009Prentice-HallInc.Allrightsreserved.4-26ProactivePersonalityIdentifiesopportunitiesShowsinitiativeTakesactionPerseverestocompletionCreatespositivechangeintheenvironmentMoreseenas

leadersorchangeagents

MorelikelytochallengethestatusquoMorelikelytoleaveandstarttheirownbusinessesSeekoutinformation,developcontacts,engageincareerplanning,anddemonstratepersistenceinthefaceofobstaclesValuesBasicconvictionsonhowtoconductyourselforhowtoliveyourlifethatispersonallyorsociallypreferable–“HowTo〞livelifeproperly.ValuesAttributesofValues:ContentAttribute–thatthemodeofconductorend-stateisimportantIntensityAttribute–justhowimportantthatcontentis.ValueSystemAperson’svaluesrankorderedbyintensityTendstoberelativelyconstantandconsistent©2009Prentice-HallInc.Allrightsreserved.4-29FreedomSelf-respectHonestyEqualityImportanceofValuesProvideunderstandingoftheattitudes,motivation,andbehaviorsInfluenceourperceptionoftheworldaroundusCloudobjectivityandrationalityRepresentinterpretationsof“right〞and“wrong〞Implythatsomebehaviorsoroutcomesarepreferredoverothers©2009Prentice-HallInc.Allrightsreserved.4-30ClassifyingValues–RokeachValueSurveyTwosetsofvaluesTerminalValuesDesirableend-statesofexistenceThegoalsthatapersonwouldliketoachieveduringhisorherlifetimeInstrumentalValuesPreferablemodesofbehaviorMeansofachievingone’sterminalvalues©2009Prentice-HallInc.Allrightsreserved.4-31ValuesintheRokeachSurvey

(RVS)©2009Prentice-HallInc.Allrightsreserved.4-32POSSIBLECOREVALUES:

Peace SuccessWisdom IntegrityStatus LoveFamily FriendshipFame JusticeWealth InfluencePower HappinessAchievement TruthJoy Adventure__________ _________RVSvaluesvaryamonggroupsPeopleinsameoccupationsorcategoriestendtoholdsimilarvaluesButvaluesvarybetweengroups(Exhibit4-4)ValuedifferencesmakeitdifficultforgroupstonegotiateandmaycreateconflictValueDifferencesBetweenGroups4-35Source:BasedonW.C.FrederickandJ.Weber,“TheValuesofCorporateManagersandTheirCritics:AnEmpiricalDescriptionandNormativeImplications,〞inW.C.FrederickandL.E.Preston(eds.)BusinessEthics:ResearchIssuesandEmpiricalStudies(Greenwich,CT:JAIPress,1990),pp.123–44.GenerationalValuesCohortEnteredWorkforceApproximateCurrentAgeShapedbyVeterans(Traditionalists)1950-196465+GreatDepressionWWIIBoomers(BabyBoomers)1965-198540-60sCivilrightsmovementWomen’smovementBeatles,VietnamWar,BabyboomcompetitionXers(GenXers)1985-200020-40sGlobalization,two-careerparents,MTV,AIDS,ComputersNexters(Netters,Millennials,GenYers,GenNexters)2000-PresentUnder30Prosperity,ATMs,DVDs,Internet,Cellphones,Laptops,iPods4-36GenerationalValuesCohortDominantWorkValuesVeteransHardworking,conservative,conforming;respectfulofthestatusquoandauthorityfigures;practical;loyaltotheorganizationBoomersSuccess,achievement,ambition,dislikeofauthority;Pragmatists;loyaltytocareerXersWork/lifebalance,team-oriented,dislikeofrules;LoyaltytorelationshipsSkeptical,lesswillingtomakesacrificesNextersConfident,financialsuccess,self-reliantbutteam-oriented;LoyaltytobothselfandrelationshipsHighexpectations;sociallyconscious;entrepreneurialMoreorientedtowardbecomingrich(81%)andfamous(51%)4-37LinkingPersonalityandValuestotheWorkplaceManagersarelessinterestedinsomeone’sabilitytodoaspecificjobthaninthatperson’sflexibility.Person-JobFit:JohnHolland’sPersonality-JobFitTheorySixpersonalitytypes“Thechoiceofavocationisanexpressionofpersonality"4-38Realistic(Doer)Investigative(Thinker)Social(Helper)Conventional(Organizer)Artistic(Creator)Enterprising(Persuader)Holland’sPersonalityTypology&Occupations©2009Prentice-HallInc.Allrightsreserved.4-39KeyPointsoftheModel:Anypersoncouldbedescribedashavinginterestsassociatedwitheachofthesixtypesinadescendingorderofpreference.Thereappeartobeintrinsicdifferencesinpersonalitybetweenpeople.Therearedifferenttypesofjobs.Peopleinjobs

congruent

withtheirpersonalityshouldbemoresatisfiedandhavelowerturnover.VocationalPreferenceInventory(VPI)160occupationaltitlesPersonalityprofilesHexagonalDiagramTheclosertwofieldsororientationsareinthehexagon,themorecompatibletheyareAdjacentcategories–quitesimilarDiagonallyoppositeones–highlydissimilarSatisfactionishighestandturnoverislowestwhenpersonalityandoccupationareinagreementRelationshipsAmongPersonalityTypes©2009Prentice-HallInc.Allrightsreserved.4-42Theclosertheoccupationalfields,themorecompatible.Thefurtherapartthefields,themoredissimilar.Needtomatchpersonalitytypewithoccupation.Theshorterthedistancebetweentheircornersonthehexagon,themorecloselytheyarerelated.StillLinkingPersonalitytotheWorkplaceInadditiontomatchingtheindividual’spersonalitytothejob,managersarealsoconcernedwith:Person-OrganizationFit:Theemployee’spersonalitymustfitwiththeorganizationalculturePeopleareattractedtoorganizationsthatmatchtheirvalues.Thosewhomatcharemostlikelytobeselected.Mismatcheswillresultinturnover.CanusetheBigFivepersonalitytypestomatchtotheorganizationalculture.©2009Prentice-HallInc.Allrightsreserved.4-43 GlobalImplicationsPersonalityDoframeworkslikeBigFivetransferacrosscultures?Yes,butthefrequencyoftypeintheculturemayvary(emphasisondimensions)Big5predictbetterinindividualisticthancollectivistculturesHighamountofagreementindevelopedcountriesEuropeanCommunity+USconscientiousnessavalidpredictorofperformanceacrossjobsandoccupationalgroupsChinesemanagers–useconscientiousnessmoreoftenthanagreeableness-(thanUSmanagers)ValuesValuesdifferacrosscultures.Hofstede’sFrameworkforassessingculture–fivevaluedimensions:PowerDistanceIndividualismvs.CollectivismMasculinityvs.FemininityUncertaintyAvoidanceLong-termvs.Short-termOrientation GlobalImplicationsSurveyed>116,000IBMemployeesin40countriesHofstede’sFramework:PowerDistanceTheextenttowhichasocietyacceptsthatpowerininstitutionsandorganizationsisdistributedunequally.©2009Prentice-HallInc.Allrightsreserved.4-46LowdistanceRelativelyequalpowerbetweenthosewithstatus/wealthandthosewithoutstatus/wealthHighdistanceExtremelyunequalpowerdistributionbetweenthosewithstatus/wealthandthosewithoutstatus/wealthHofstede’sFramework:IndividualismIndividualismThedegreetowhichpeopleprefertoactasindividualsratherthanamemberofgroupsCollectivismAtightsocialframeworkinwhichpeopleexpectothersingroupsofwhichtheyareaparttolookafterthemandprotectthem©2009Prentice-HallInc.Allrightsreserved.4-47Hofstede’sFramework:MasculinityMasculinityTheextenttowhichthesocietyvaluesworkrolesofachievement,power,andcontrol,andwhereassertivenessandmaterialismarealsovaluedFemininityTheextenttowhichthereislittledifferentiationbetweenrolesformenandwomen

©2009Prentice-HallInc.Allrightsreserved.4-48Hofstede’sFramework:UncertaintyAvoidance