HBO

1. Individual Behavior,
Personality, and
Values
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

2. 2-2
Individual Behavior at
OhioHealth
OhioHealth has weathered
economic recessions and
national skills shortages by
being an employer of choice for
job applicants, minimizing
absenteeism and turnover,
encouraging extra-role behavior,
and supporting high
performance.

3. 2-3
MARS Model of Individual
Behavior
Individual
behavior and
results
Situational
factors
Personality
Values
Self-concept
Perceptions
Emotions &
attitudes
Stress
Motivation
Ability
Role
perceptions

4. 2-4
Employee Motivation
 Motivation - represents the forces within a
person that affect his or her direction,
intensity and persistence of voluntary
behavior.
• Direction – path along which people engage their
effort.
- Choice of people where to put their efforts, sense of
what they are trying to achieve and what level of
quality or quantity.
• Intensity – the amount of effort allocated to the
goal, how people push themselves to complete a
task.
McShane/Von Glinow OB 6e © 2013 The 4 McGraw-Hill Companies, Inc. All rights reserved

5. 2-5
Employee Motivation
• Levels of persistence – employees sustain their
effort until they reach their goal or give up
beforehand.
Ex: If you’re driving a car your effort is on the
engine, direction is where is you steer the car,
intensity is how much you put your foot down on
the gas pedal, and persistence are cognitive
(thoughts) and emotional conditions that directly
cause us to move.
McShane/Von Glinow OB 6e © 2013 The 5 McGraw-Hill Companies, Inc. All rights reserved

6. 2-6
Employee Motivation
 Ability – includes both the natural aptitudes and
the learned capabilities required to successfully
complete a task.
• Aptitudes – natural talents that help employee learn
specific tasks more quickly and perform them better.
• Learned capabilities - skills and knowledge that you
currently possess including physical and mental skills
and knowledge acquired.
• Competencies – characteristics of a person that result in
superior performance, which includes knowledge, skills,
aptitudes and behaviors, personality, values, etc.
McShane/Von Glinow OB 6e © 2013 The McGraw-Hill Companies, Inc. All rights reserved

7. 2-7
Employee Motivation
Role Perceptions – refer to how clearly people
understand the job duties (roles) assigned to them
or expected of them.
• Role clarity exists in 3 forms
- Employees know the specific duties or
consequences for which they are accountable.
- Employees understand the priority of their various
tasks and performance expectations.
• - Involves understanding the preferred behaviors
or procedures for accomplishing the assigned
tasks.
McShane/Von Glinow OB 6e © 2013 The 7 McGraw-Hill Companies, Inc. All rights reserved

8. 2-8
Situational Factors
 Environmental conditions beyond the
individual’s short-term control that constrain
or facilitate behavior
 Constraints – time, budget, facilities, etc
 Cues – e.g. signs of nearby hazards
R
BAR
S
M
A

9. 2-9
Types of Individual Behavior
Organizational
Citizenship
Contextual performance – cooperation
and helpfulness beyond required job
duties (walking extra mile)
Task Performance
Goal-directed behaviors under the
person’s control that support the
organizational objectives. Ex: Task
performance behaviors transform raw
materials into goods and services or
support and maintain these technical
activities.
more

10. 2-10
Types of Individual Behavior
(con’t)
Maintaining Work
Attendance
Attending work at required times
(absenteeism, presenteeism
Joining/staying with
the Organization
Agreeing to employment relationship;
remaining in that relationship
(nurturing an enjoyable working
environment, high involvement
environment)
Counterproductive
Work Behaviors
Voluntary behaviors that potentially
harm the organization (harassing co-workers,
creating unnecessary conflict,
deviating from preferred work methods)

11. 2-11
Defining Personality
 Relatively enduring pattern of thoughts,
emotions, and behaviors that characterize a
person, along with the psychological
processes behind those characteristics
• External traits – observable behaviors
• Internal states – thoughts, values, etc inferred from
behaviors
• Some variability, adjust to suit the situation

12. 2-12
Nature vs. Nurture of
Personality
 Influenced by Nature – refers to
our genetic or hereditary
origins.
• Heredity explains about 50
percent of behavioral tendencies
and 30 percent of temperament
• Genetic code determines our
eye color, skin tone, and
physical shape and also our
attitudes, decisions, and
behavior.
• Minnesota studies – twins had
similar personalities

13. 2-13
Nature vs. Nurture of
Personality
 Influenced by Nurture
 Person’s socialization, life experiences and other
forms of interaction with the environment.
• Personality stabilizes throughout adolescence and
stabilizes by the time people reach 30 years of age
• Other personality changes may continue to age
50.
• Executive function steers behavior guided by our
self-concept
McShane/Von Glinow OB 6e © 2013 The 13 McGraw-Hill Companies, Inc. All rights reserved

14. 2-14
Five-Factor Personality
Model (CANOE)
Organized, dependable
Trusting, helpful, flexible
Anxious, self-conscious
Creative, nonconforming
Outgoing, talkative, energetic
Conscientiousness
Agreeableness
Neuroticism
Openness to Experience
Extraversion

15. 2-15
Five-Factor Personality and
Organizational Behavior
 Conscientiousness and emotional stability
• Strongest personality predictors of performance
 Agreeableness
• Effective in jobs requiring cooperation and helpfulness
 Neuroticism
• Characterizes people who tend to be anxious, insecure,
self-conscious, depressed, and temperamental
 Openness to experience
• Linked to higher creativity and adaptability to change
 Extraversion
• Linked to sales and mgt performance
• Related to social interaction and persuasion

16. 2-16
Jungian Personality Theory
 Swiss psychiatrist Carl Jung
 Identifies preferences for perceiving the
environment and obtaining/processing
information
 Commonly measured by Myers-Briggs Type
Indicator (MBTI)

17. 2-17
Jungian & Myers-Briggs Types
Sensing (S)
•Concrete
•Realistic
•Practical
Getting
energy
Intuitive (N)
•Imaginative
•Future-focused
•Abstract
Extraversion (E)
•Talkative
•Externally-focused
•Assertive
Introversion (I)
•Quiet
•Internally-focused
•Abstract
Thinking (T)
•Logical
•Objective
•Impersonal
Feeling (F)
•Empathetic
•Caring
•Emotion-focused
Judging (J)
•Organized
•Schedule-oriented
•Closure-focus
Perceiving (P)
•Spontaneous
•Adaptable
•Opportunity-focus
Perceiving
information
Making
decisions
Orienting to the
external world

18. 2-18
Myers-Briggs Type Indicator
(MBTI)
 Extraversion versus introversion
• similar to five-factor dimension
 Perceiving information
• Sensing – uses senses, factual, quantitative
• Intuition – uses insight, subjective experience
 Judging (making decisions)
• Thinking – rational logic, systematic data collection
• Feeling – influenced by emotions, how choices affect
others
 Orientation toward the external world
• Perceiving – flexible, spontaneous, keeps options open
• Judging – order and structure

19. 2-19
Values in the Workplace
 Stable, evaluative beliefs that guide our
preferences
 Define right or wrong, good or bad
 Value system -- hierarchy of value

20. 2-20
Schwartz’s Values Model
 Openness to change –
motivation to pursue
innovative ways (self-direction
includes
creativity, independent
thought ) stimulation
(excitement and
challenge) hedonism
(pursuit of pleasure,
enjoyment, gratification of
desires)

21. 2-21
Schwartz’s Values Model
 Conservation – opposite of
openness to change,
represents a person’s to
status quo (conformity –
adherence to social norms
and expectations) security
and stability and tradition
(moderation and
preservation of status quo)

22. 2-22
Schwartz’s Values Model
 Self-enhancement -- motivated
by self-interest (pursuit of
personal success
 Self-transcendence --
motivation to promote welfare
of others and nature

23. 2-23
Values and Behavior
 Habitual behavior usually consistent with
values, but conscious behavior less so
because values are abstract constructs
 Decisions and behavior are linked to values
when:
1. Have logical reasons to apply values in that
situation
2. Situation allows/encourages values enactment
3. Mindful of our values

24. 2-24
In Search of Congruent Values
Scott Reed (far right) and his siblings joined the Chick-fil-
A restaurant chain because its strong family values were
compatible with their personal values. “Chick-fil-A’s core
values line up well with mine,” says Reed.
.

25. 2-25
In Search of Congruent Values
Similarity of a person’s values hierarchy to another
source
 Person-organization value congruence
 Espoused-enacted value congruence
 Organization-community values congruence

26. 2-26
Three Ethical Principles
Utilitarianism
Individual
Rights
Greatest good for the greatest number
of people
Fundamental entitlements
in society (freedom of movement,
freedom of speech, fair trial, human
rights
Distributive
Justice
People who are similar should receive
similar benefits . People who are
similar to one another should receive
similar benefits and burdens, and vice-versa.

27. 2-27
Influences on Ethical Conduct
 Moral intensity
• degree that issue demands ethical principles
 Ethical sensitivity
• ability to recognize the presence and determine the
relative importance of an ethical issue
 Situational influences
• competitive pressures and other external factors
 Mindfulness
• actively evaluate whether action violates values

28. 2-28
Supporting Ethical Behavior
 Ethical code of conduct
 Ethics training
 Ethics hotlines
 Ethical leadership and shared values

29. 2-29
Cross-Cultural Values at
Infosys
Infosys Technologies, one of
India’s largest technology
companies, anticipated cross-cultural
differences when it
acquired an Australian company.
Infosys held seminars where
employees from both countries
learned about their cultures and
discussed how they can manage
employees with these different
values.

30. 2-30
Individualism
The degree to which people
value personal freedom, self-sufficiency,
control over
themselves, being appreciated
for unique qualities
High Individualism
USA
Italy
India
Denmark
Taiwan
Low Individualism

31. 2-31
Collectivism
The degree to which people
value their group membership
and harmonious relationships
within the group
High Collectivism
Italy
Taiwan
India
Denmark
USA
Low Collectivism

32. 2-32
Power Distance
 High power distance
• Value obedience to authority
• Comfortable receiving
commands from superiors
• Prefer formal rules and authority
to resolve conflicts
 Low power distance
• expect relatively equal power
sharing
• view relationship with boss as
interdependence, not
dependence
High Power Distance
Malaysia
Venezuela
Japan
USA
Denmark
Israel
Low Power Distance

33. 2-33
Uncertainty Avoidance
 High uncertainty avoidance
• feel threatened by ambiguity
and uncertainty
• value structured situations and
direct communication
 Low uncertainty avoidance
• tolerate ambiguity and
uncertainty
High U. A.
Greece
Japan
Italy
USA
Singapore
Low U. A.

34. 2-34
Achievement-Nurturing
 High achievement
orientation
• assertiveness
• competitiveness
• materialism
 High nurturing orientation
• relationships
• others’ well-being
Achievement
Japan
China
USA
France
Chile
Sweden
Nurturing

35. 2-35
Cultural Diversity within the
United States
 Increasing surface-level diversity
• Also associated with some deep-level diversity
(e.g. racial differences in individualism)
 Regional differences in deep-level diversity
• e.g. openness to experience, neuroticism,
collectivism
• Regional variations likely caused by:
- local institutions (schools, religion)
- physical environment
- migration