1. Organizational Behavior
15th Ed
Emotions and Moods
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
4-1
Robbins and Judge
Chapter 4
Chapter 4 introduces us the the concepts of emotions and moods
and their effects on Organizational Behavior. These are
concepts that have only recently received increased attention in
research and practice. Here we will see the results of study and
new applications to help make the work place more successful.
1
Chapter 4 Learning Objectives
After studying this chapter you should be able to:
Differentiate emotions from moods and list the basic emotions
and moods.
Discuss whether emotions are rational and what functions they
serve.
Identify the sources of emotions and moods.
Show the impact emotional labor has on employees.
Describe affective events theory and identify its applications.
Contrast the evidence for and against the existence of emotional
intelligence.

2. Be able to identify strategies for emotion regulation and their
likely effects.
Apply concepts about emotions and moods to specific OB
issues.
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
4-2
We begin this chapter with a definition of the seven learning
objectives defined for chapter’s contents. We will discuss each
of these in some detail.
2
Differentiate Emotions from Moods,
List the Basic Emotions and Moods
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LO 1
The “Myth of Rationality”
Emotions were seen as irrational
Managers worked to make emotion-free environments
View of Emotionality
Emotions were believed to be disruptive
Emotions interfered with productivity
Only negative emotions were observed
Now we know emotions can’t be separated from the workplace
Why Were Emotions Ignored in OB?
As mentioned, emotions and moods were dismissed by OB for a
long time. One of the primary reasons was the “Myth of
Rationality” that suggested that OB comprised rational concepts

3. and applications and emotions and moods were seen as highly
irrational. Emotions were thought to be disruptive of
organizational activity and decreased productivity. Because they
were perceived as irrational the belief was that they were
unpredictable and therefore not easily influenced. We now know
this is untrue.
3
Differentiate Emotions from Moods,
List the Basic Emotions and Moods
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LO 1
Insert Exhibit 4-1
Affect is a generic term that covers a broad range of feelings
people experience. This includes both emotions and moods.
Emotions are intense feelings that are directed at someone or
something. Moods are the feelings that tend to be less intense
than emotions and that lack a contextual stimulus.
4
Differentiate Emotions from Moods,
List the Basic Emotions and Moods
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LO 1
While not universally accepted, there appear to be six basic
emotions:

4. Anger
Fear
Sadness
Happiness
Disgust
Surprise
Not all psychologists agree; however, there do seem to be six
basic emotions that emerge in studies: anger, fear, sadness,
happiness, disgust, surprise. All other emotions fall under these
six. So, sometimes as many as twelve emotions are identified.
5
Differentiate Emotions from Moods,
List the Basic Emotions and Moods
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4-6
LO 1
May even be placed in a spectrum of emotion:
Happiness
Surprise
Fear
Sadness
Anger
Disgust
Some psychologists even place these basic six on a spectrum of
emotion. These range from Happiness to Surprise to Fear to
Sadness to Anger and to Disgust. This continuum suggests that
a person moves from left to right and back as he or she

5. experiences emotions during the day. And the emotions
transition from one to the next. For example, a person can feel
Happiness. Or may feel Surprise/Happiness or may be merely
Surprised.
6
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LO 2
Insert Exhibit 4-2
Discuss Whether Emotions Are Rational
and What Functions They Serve
Our basic moods carry positive and negative affects, they
cannot be neutral. Emotions are grouped into general mood
states. These states impact how employees perceive reality and
thereby the moods can impact the work of employees.
7
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LO 2
Discuss Whether Emotions Are Rational
and What Functions They Serve
Decision-Making
Thinking
Feeling

6. There are some who think that emotions are linked to
irrationality and that expressing emotions in public may be
damaging to your career or status. However, research has
shown that emotions are necessary for rational thinking. They
help us make better decisions and help us understand the world
around us. If we are going to make decisions, we need to
incorporate both thinking and feeling.
8
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LO 3
Personality
There is a trait component – affect intensity
Day and Time of the Week
There is a common pattern for all of us
Happier in the midpoint of the daily awake period
Happier toward the end of the week
Identify the Sources of
Emotions and Moods
There are many things that impact our mood and emotions.
Personality is a key component and will definitely impact the
intensity of the emotions we feel. The day and time of the week
is a common pattern for all of us. Many are happier toward the
end of the week.
9
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7. LO 3
Identify the Sources of
Emotions and Moods
Insert Exhibit 4-3
In Exhibit 4-3 we can see what research has found as the effect
of the day of the week on emotions. As the day week
progresses, positive affects of emotions increases while
negative affects decrease. So positive emotions are considerable
higher toward the end of the week than they are at the
beginning.
10
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LO 3
Identify the Sources of
Emotions and Moods
Insert Exhibit 4-4
Exhibit 4-4 shows the results of research that has found patters
in the daily experience in emotional changes. Positive emotions
have their greatest affect during the afternoon before decreasing
into the evening. This suggests that afternoon activity can be
the most productive as affected by emotions.
11
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8. 4-12
LO 3
Weather
Illusory correlation – no effect
Stress
Even low levels of constant stress can worsen moods
Social Activities
Physical, informal, and dining activities increase positive
moods
Identify the Sources of
Emotions and Moods
Weather is thought to have an impact on our emotions, but there
is no proven effect. Stress is an important factor and even at
low levels it can cause our mood to change. It is important to
maintain a low level of stress to help us control our
psychological as well as our physical health. Social activities
have been shown to have a positive impact on our moods. This
could be physical outlets such as playing in a basketball league
or it can be going out to dinner with friends. These types of
activities are found to have a positive impact on our mood.
12
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LO 3
Sleep
Poor sleep quality increases negative affect
Exercise
Does somewhat improve mood, especially for depressed people
Identify the Sources of

9. Emotions and Moods
Some additional sources of emotion and mood include such
factors as sleep and exercise. It is important to get enough and
high-quality levels of sleep. Physical activity can also aid in
keeping our moods upbeat.
13
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LO 3
Age
Older folks experience fewer negative emotions
Sex
Women tend to be more emotionally expressive, feel emotions
more intensely, have longer-lasting moods, and express
emotions more frequently than do men
Due more to socialization than to biology
Identify the Sources of
Emotions and Moods
Some characteristics that are beyond our control can impact our
moods, such as age and sex. Elderly people tend to have fewer
negative emotions. And, women tend to express their emotions
readily and their moods tend to last longer. Research has shown
that this is due more to cultural socialization than to biology.
14
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10. Prentice Hall
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LO 4
Emotional Labor-An employee’s expression of organizationally
desired emotions during interpersonal transactions at work.
Emotional Dissonance:
Employees have to project one emotion while simultaneously
feeling another
Can be very damaging and lead to burnout
Show the Impact Emotional Labor Has on Employees
In many jobs there is an implied agreement on the types of
emotions that should be expressed. For example, waitresses are
supposed to be friendly and cheerful, whether they are currently
feeling that emotion or not. When employees don’t feel the
emotion they are required to express, they may experience
emotional dissonance. This can lead to burnout and frustration
with the job.
15
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LO 4
Types of Emotions:
Felt: the individual’s actual emotions
Displayed: required or appropriate emotions
Surface Acting: Hiding one’s inner feelings and forgoing
emotional expressions in response to display rules.
Deep Acting: Trying to modify one’s true inner feelings based
on display rules.
Show the Impact Emotional Labor Has on Employees

11. An employee’s actual emotions are their felt emotions and this
is in contrast to the emotions that are required or deemed
appropriate, which are called displayed emotions. There are
two levels of displayed emotions that can be expressed. They
are both appropriately called acting. Surface acting is when an
employee displays the appropriate emotions even when they
don’t feel those emotions. Deep acting is when the employee
actually changes their internal feelings to match displayed
rules; this level of acting can be very stressful.
16
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LO 5
Describe Affective Events Theory and Identify Its Applications
Insert Exhibit 4-5
Affective Events Theory demonstrates that employees react
emotionally to things that happen to them at work and this can
influence their job performance and job satisfaction. The
intensity of these responses will be based on emotion and mood.
17
Describe Affective Events Theory
and Identify Its Applications
An emotional episode is actually the result of a series of
emotional experiences triggered by a single event
Current and past emotions affect job satisfaction

12. Emotional fluctuations over time create variations in job
performance
Emotion-driven behaviors are typically brief and variable
Both negative and positive emotions can distract workers and
reduce job performance
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LO 5
AET has a number of implications. When an employee has an
emotional episode, it is actually the result of a series of
emotional experiences that are triggered by a single event. Your
job satisfaction is impacted by current and past emotions. As
your emotions fluctuate over time, it will create variations in
job performance. Behaviors that are driven by emotions are
typically brief and variable. Both positive and negative
emotions can distract workers and reduce job performance.
18
Describe Affective Events Theory
and Identify Its Applications
Emotions provide valuable insights about behavior
Emotions, and the events that cause them, should not be ignored
at work; they accumulate
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LO 5
In summary, emotions do provide very valuable information and
predict factors about behavior. In addition, it is important not

13. to ignore minor events as they will accumulate over time.
19
Contrast the Evidence
For and Against the Existence
of Emotional Intelligence
Emotional Intelligence is a person’s ability to:
Be self-aware
Recognizing own emotions when experienced
Detect emotions in others
Manage emotional cues and information
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LO 6
Emotional Intelligence is a person’s ability to be self–aware,
that is, recognizing his or her own experienced emotions and to
understand them. More significantly is the ability to observe
and detect emotion in others. And to regulate the emotions in a
cascading relationship.
20
Contrast the Evidence
For and Against the Existence
of Emotional Intelligence
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LO 6
Insert Exhibit 4-6

14. Exhibit 4-6 illustrates the “Cascading Model of Emotional
Intelligence.” Here we see the suggested relationship between
Conscientiousness. Cognitive, and Emotional Affects and the
outcomes of detecting others’ emotions, understanding what
they mean, and regulating the emotions successfully.
21
Contrast the Evidence
For and Against the Existence
of Emotional Intelligence
EI is controversial and not wholly accepted
Case for EI:
Intuitive appeal;
Predicts criteria that matter;
Is biologically-based.
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LO 6
Although Emotional Intelligence (EI) is a growing area of study
and is becoming increasingly important in the understanding of
individual behavior, it remains controversial. In a case For EI
and its importance can be summarized as having intuitive appeal
for its significance, that it and predict behavior, and that it is
biologically-based.
22
Contrast the Evidence
For and Against the Existence
of Emotional Intelligence
EI is controversial and not wholly accepted
Case against EI:

15. Too vague a concept;
Can’t be measured;
Its personality by a different name.
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LO 6
On the other hand, the case against EI as a distinct area of study
includes the vagueness as a concept, the difficulty in find direct
measures or adequate surrogates to define it, and that to many
detractors, it appears that EI is merely personality
characteristics by a different name.
23
Be Able to Identify Strategies
for Emotion Regulation
and Their Likely Effects
Emotion regulation is to identify and modify the emotions you
feel.
Strategies to change your emotions include thinking about more
pleasant things, suppressing negative thoughts, distracting
yourself, reappraising the situation, or engaging in relaxation
techniques.
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LO 6
A newly defined process is Emotional Regulation. This is
described as the process of indentifying and modifying emotions
you feel. Strategies to change your emotions include trying to

16. think about more pleasant things different from the situation,
distracting yourself with some other activity. Consciously
reappraising the situation or engaging in relaxation techniques,
such a yoga or exercise.
24
Apply Concepts About Emotions
and Moods to Specific OB Issue
Selection
EI should be a hiring factor, especially for social jobs.
Decision Making
Positive emotions can lead to better decisions.
Creativity
Positive mood increases flexibility, openness, and creativity.
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LO 7
One of the reasons that the study of emotions and moods is its
applications to specific OB issues. These include the personnel
selection processes where EI should be a hiring factor to ensure
employee fit. EI and its control can lead to better decisions for
the organization. And positive Emotions can open up innovation
and creativity in applications for organizational productivity.
25
Apply Concepts About Emotions
and Moods to Specific OB Issue
Motivation
Positive mood affects expectations of
success; feedback amplifies this effect.
Leadership

17. Emotions are important to acceptance of
messages from organizational leaders.
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LO 7
Positive mood affects expectations of success by all people
which contributes to their motivation for performance.
Leadership is affected by mood and emotion as those in positive
emotional state are found to be more receptive of messages from
leaders.
26
Apply Concepts About Emotions
and Moods to Specific OB Issue
Negotiation
Emotions, skillfully displayed, can
affect negotiations
Customer Services
Emotions affect service quality delivered to
customers which affects customer relationships
Emotional Contagion: “catching” emotions
Job Attitudes
Can carry over to home, but dissipate overnight
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LO 7
Emotions, both those held and those displayed, are effective
contributors to negotiation as the potential impact of displayed

18. emotion on negotiation is large. Emotions affect customer
service in a number of ways ranging from attitude of employee,
communication effectiveness with customer, to overall feeling
about the outcome. Research has found that people who are on
an emotional high at the end of a day take the positive feelings
home with them.
27
Apply Concepts About Emotions
and Moods to Specific OB Issue
Deviant Workplace Behaviors
Negative emotions lead to employee deviance
(actions that violate norms and
threaten the organization)
Safety and Injury at Work
Don’t do dangerous work when in a bad mood
Manager’s Influence
Leaders who are in a good mood, use humor, and
praise employees increase positive moods
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LO 7
Negative emotions can lead to Deviant Workplace Behaviors.
These are actions that violate norms and threaten the
organization. In addition, research has found that workers asked
to do dangerous work while in negative emotional states are
more likely to have accidents. And lastly, managers who are in
a good mood tend to use humor and praise to employees that
results in increased positive mood among employees.
28
Managerial Implications

19. Emotions and moods are a natural part of an
individual’s makeup.
Ignoring co-workers’ and employees’ emotions and
assessing others’ behavior as if they were
completely rational is wrong.
“You can’t divorce emotions from the workplace
because you can’t divorce emotions from people.”
Managers who understand the roles of emotions and
moods will significantly improve their ability
to explain co-workers’ and employees’ behaviors.
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To summarize the managerial implications of this chapter, we
can say that emotions and moods are a natural part of an
individual’s makeup. Managers who ignore some workers’
emotions while addressing others creates a sense of unfair
treatment that has implications for job productivity. One
observer said, “You can’t divorce emotions from the workplace
because you can’t divorce emotions from people.” So, managers
who understand the roles of emotions and moods will find their
abilities to explain and predict coworker behaviors more
effectively.
29
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recording, or otherwise, without the prior written permission of
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20. publishing as Prentice Hall
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All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of
the publisher. Printed in the United States of America.
30
Number of Pages: 1 (Double Spaced)
Writing Style: APA
Number of sources: 2
Information processing in the human mind/brain changes as we
age. Identify and examine an aspect of the cognitive factor of
human development. Choose an ability (i.e., memory, attention,
or thinking) and describe how the selected ability changes from
infancy to old age. Describe at least one disorder that may
affect the selected ability and its typical time of occurrence
across the lifespan. Explain the known causes of the disorder by
citing the available scientific evidence.
Organizational Behavior
15th Ed
Personality and Values
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5-1
Robbins and Judge
Chapter 5

21. Chapter 5 introduces us the the concepts of personality and
values and their effects on Organizational Behavior. These are
concepts that have only recently received increased attention in
research and practice. Here we will see the results of study and
new applications to help make the work place more successful.
1
Chapter 5 Learning Objectives
After studying this chapter you should be able to:
Define personality, describe how it is measured, and explain the
factors that determine an individual’s personality.
Describe the Myers-Briggs Type Indicator personality
framework and assess its strengths and weaknesses.
Identify the key traits in the Big Five personality model.
Demonstrate how the Big Five traits predict behavior at work.
Identify other personality traits relevant to OB.
Define values, demonstrate the importance of values, and
contrast terminal and instrumental values.
Compare generational differences in values and identify the
dominant values in today’s workforce.
Identify Hofstede’s five value dimensions of national culture
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5-2
We begin this chapter with a definition of the seven learning
objectives defined for chapter’s contents. We will discuss each
of these in some detail.

22. 2
Define personality, describe how
it is measured, and explain the factors
that determine an individual’s personality
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5-3
LO 1
Personality is a dynamic concept describing the growth and
development of a person’s whole psychological system;
It looks at some aggregate whole that is greater than the sum of
the parts.
Defining Personality
Personality as the sum total of ways in which an individual
reacts to and interacts with others.
We begin by defining personality. This is a concept that has a
lot of preconceived ideas in people. So we want to ensure we
are all using the same basic definition to describe a very
complex topic. Personality is a dynamic concept, meaning it is
changing all the time, an that is is the total of growth and
development of a psychological system for the individual. This
suggests it includes all of the components of the psyche and
their aggregate becomes greater than any of the parts. So the
text definition is that personality if the sum total of ways in
which an individual reacts to and interacts with others.
3
Define personality, describe how
it is measured, and explain the factors
that determine an individual’s personality
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23. 5-4
LO 1
Managers can use personality tests because they are useful in
hiring decisions and help managers forecast who is best for a
job.
The most common means of measuring personality is through
self-report surveys.
Observer-ratings surveys provide an independent assessment of
personality.
One of the greatest challenges in the study of personality has
been “How we measure it.” The most important reason this is
needed is that accurately measuring personality gives managers
advantage in the recruitment and hiring processes. It is difficult
since most measurement of personality is accrued through self-
report surveys filled out by the individuals themselves.
However, strides have been made to put personality
measurement into observation by others making the
determination of personality more independent.
4
Define personality, describe how
it is measured, and explain the factors
that determine an individual’s personality
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5-5
LO 1
Heredity refers to those factors that were determined at
conception.
The heredity approach argues that the ultimate explanation of an
individual’s personality is the molecular structure of the genes,
located in the chromosomes.

24. Popular characteristics include shy, aggressive, submissive,
lazy, ambitious, loyal, and timid. These are personality traits.
Early efforts to identify the primary traits that govern behavior
often resulted in long lists that were difficult to generalize from
and provided little practical guidance to organizational decision
makers.
An early argument centered on whether or not personality was
the result of heredity or of environment. Personality appears to
be a result of both influences. Heredity refers to those factors
that were determined at conception. The heredity approach
argues that the ultimate explanation of an individual’s
personality is the molecular structure of the genes, located in
the chromosomes. Researchers have studied thousands of sets
of identical twins that were separated at birth.
Popular characteristics include shy, aggressive, submissive,
lazy, ambitious, loyal, and timid. These are personality traits.
Early efforts to identify the primary traits that govern behavior
often resulted in long lists that were difficult to generalize from
and provided little practical guidance to organizational decision
makers.
5
Describe the Myers-Briggs Type Indicator personality
framework and assess
its strengths and weaknesses
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LO 2
One of the most widely used personality frameworks is the

25. Myers-Briggs Type Indicator (MBTI).
Individuals are classified as:
Extroverted or introverted (E or I).
Sensing or intuitive (S or N).
Thinking or feeling (T or F).
Perceiving or judging (P or J).
One of the most widely used personality frameworks is the
Myers-Briggs Type Indicator (MBTI). Individuals are classified
as Extroverted or introverted (E or I), Sensing or intuitive (S or
N), Thinking or feeling (T or F) Perceiving or judging (P or J).
These classifications are then combined into sixteen personality
types.
6
Describe the Myers-Briggs Type Indicator personality
framework and assess
its strengths and weaknesses
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LO 2
INTJs are visionaries.
ESTJs are organizers.
ENTPs are conceptualizers.
For example:
INTJs are visionaries. They usually have original minds and
great drive for their own ideas and purposes. They are
characterized as skeptical, critical, independent, determined,

26. and often stubborn.
ESTJs are organizers. They are realistic, logical, analytical,
decisive, and have a natural head for business or mechanics.
The ENTP type is a conceptualizer. He or she is innovative,
individualistic, versatile, and attracted to entrepreneurial ideas.
This person tends to be resourceful in solving challenging
problems but may neglect routine assignments.
MBTI is widely used in practice. Some organizations using it
include Apple Computer, AT&T, Citigroup, GE, 3M Co. and
others.
7
Identify the key traits in the
Big Five personality model
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LO 3
Extraversion,
Agreeableness,
Conscientiousness,
Emotional stability,
Openness to experience.
An impressive body of research supports that five basic
dimensions underlie all other personality dimensions. The five
basic dimensions are Extraversion, Agreeableness,
Conscientiousness, Emotional stability, Openness to experience.
Let’s look at each of these for a minute.
Extraversion is a comfort level with relationships. Extroverts
tend to be gregarious, assertive, and sociable. Introverts tend to
be reserved, timid, and quiet. Agreeableness is Individual’s

27. propensity to defer to others. High agreeableness people are
cooperative, warm, and trusting. Low agreeableness people are
cold, disagreeable, and antagonistic. Conscientiousness is a
measure of reliability. A high conscientious person is
responsible, organized, dependable, and persistent. Those who
score low on this dimension are easily distracted, disorganized,
and unreliable. Emotional stability describes a person’s ability
to withstand stress. People with positive emotional stability
tend to be calm, self-confident, and secure. Those with high
negative scores tend to be nervous, anxious, depressed, and
insecure. And lastly, Openness to experience suggests the range
of interests and fascination with novelty. Extremely open people
are creative, curious, and artistically sensitive. Those at the
other end of the openness category are conventional and find
comfort in the familiar.
8
Demonstrate how the Big Five
traits predict behavior at work
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LO 4
The Big Five Traits predict behavior at work as shown in
Exhibit 5-1. Research has shown relationships between these
personality dimensions and job performance. Employees who
score higher for example in conscientiousness develop higher
levels of job knowledge. Conscientiousness is as important for
managers as for front-line employee. The study found
conscientiousness—in the form of persistence, attention to
detail, and setting of high standards—was more important than

28. other traits. These results attest to the importance of
conscientiousness to organizational success. Although
conscientiousness is the Big Five trait most consistently related
to job performance, there are other traits are related to aspects
of performance in some situations.
9
Demonstrate how the Big Five
traits predict behavior at work
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LO 4
All five traits also have other implications for work and for life.
Let’s look at these one at a time. Exhibit 5-2 summarizes the
points.
Of the Big Five traits, emotional stability is most strongly
related to life satisfaction, job satisfaction, and low stress
levels. This is probably true because high scorers are more
likely to be positive and optimistic and experience fewer
negative emotions. They are happier than those who score low.
People low on emotional stability are hypervigilant (looking for
problems or impending signs of danger) and are especially
vulnerable to the physical and psychological effects of stress.
Extraverts tend to be happier in their jobs and in their lives as a
whole. They experience more positive emotions than do
introverts, and they more freely express these feelings. They
also tend to perform better in jobs that require significant
interpersonal interaction, perhaps because they have more social

29. skills—they usually have more friends and spend more time in
social situations than introverts. Finally, extraversion is a
relatively strong predictor of leadership emergence in groups;
extraverts are more socially dominant, “take charge” sorts of
people, and they are generally more assertive than introverts.
One downside is that extraverts are more impulsive than
introverts; they are more likely to be absent from work and
engage in risky behavior such as unprotected sex, drinking, and
other impulsive or sensation-seeking acts. One study also found
extraverts were more likely than introverts to lie during job
interviews.
Individuals who score high on openness to experience are more
creative in science and art than those who score low. Because
creativity is important to leadership, open people are more
likely to be effective leaders, and more comfortable with
ambiguity and change. They cope better with organizational
change and are more adaptable in changing contexts. Recent
evidence also suggests, however, that they are especially
susceptible to workplace accidents. You might expect agreeable
people to be happier than disagreeable people. They are, but
only slightly. When people choose romantic partners, friends, or
organizational team members, agreeable individuals are usually
their first choice. Agreeable individuals are better liked than
disagreeable people, which explains why they tend to do better
in interpersonally oriented jobs such as customer service. They
also are more compliant and rule abiding and less likely to get
into accidents as a result.
People who are agreeable are more satisfied in their jobs and
contribute to organizational performance by engaging in
citizenship behavior. They are also less likely to engage in
organizational deviance. One downside is that agreeableness is
associated with lower levels of career success (especially
earnings).

30. 10
Demonstrate how the Big Five
traits predict behavior at work
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5-11
LO 4
The five factors appear in almost all cross-cultural studies.
Differences are complex but seem to depend on whether
countries are predominantly individualistic or collectivistic.
They appear to predict a bit better in individualistic than in
collectivist cultures.
The five personality factors identified in the Big Five model
appear in almost all cross-cultural studies. These studies have
included a wide variety of diverse cultures—such as China,
Israel, Germany, Japan, Spain, Nigeria, Norway, Pakistan, and
the United States. Differences are complex but tend to be
primarily about whether countries are predominantly
individualistic or collectivistic. And the Big Five appear to
predict a bit better in individualistic rather than in collectivist
cultures.
11
Identify other personality
traits relevant to OB
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5-12
LO 5
Core Self-Evaluation (Self-perspective)

31. Machiavellianism (Machs)
Narcissism
Self-Monitoring
Risk Taking
Proactive Personality
Other-orientation
Some other Personality Traits Relevant to OB include Core
Self-Evaluation, Machiavellianism, Narcissism, Self-
Monitoring, Risk Taking, Proactive Personality, and Other
orientation. Let’s look at each of these.
People who have a positive core self-evaluation see themselves
as effective, capable, and in control. People who have a
negative core self-evaluation tend to dislike themselves. Some
can be too positive. In this case, someone can think he or she is
capable, but he or she is actually incompetent?
An individual high in Machiavellianism is pragmatic, maintains
emotional distance, and believes that ends can justify means.
High Machs manipulate more, win more, are persuaded less, and
persuade others more. High Mach outcomes are moderated by
situational factors and flourish when they interact face-to-face
with others, rather than indirectly, and when the situation has a
minimum number of rules and regulations, thus allowing
latitude for improvisation. High Machs make good employees
in jobs that require bargaining skills or that offer substantial
rewards for winning.
Narcissism describes a person who has a grandiose sense of
self-importance. They “think” they are better leaders. Often
they are selfish and exploitive.
Self-Monitoring refers to an individual’s ability to adjust his or
her behavior to external, situational factors. Individuals high in

32. self-monitoring show considerable adaptability. They are highly
sensitive to external cues, can behave differently in different
situations, and are capable of presenting striking contradictions
between their public persona and their private self.
The propensity to assume or avoid risk has been shown to have
an impact on how long it takes managers to make a decision and
how much information they require before making their choice.
High risk-taking managers make more rapid decisions and use
less information in making their choices. Managers in large
organizations tend to be risk averse; especially in contrast with
growth-oriented entrepreneurs.
Proactive Personality is a person who actively takes the
initiative to improve hiss or her current circumstances while
others sit by passively Proactives identify opportunities, show
initiative, take action, and persevere.
Some people just naturally just seem to think about other people
a lot, being concerned about their well-being and feelings while
others behave like “economic actors,” primarily rational and
self-interested. Those who are other-oriented feel more
obligated to help others who have helped them (pay me back),
whereas those who are more self-oriented will help others when
they expect to be helped in the future (pay me forward).
Employees high in other-orientation also exert especially high
levels of effort when engaged in helping work or prosocial
behavior.
12
Define values, demonstrate the importance
of values, and contrast terminal
and instrumental values
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33. 5-13
LO 6
Importance of Values
Values lay the foundation for the understanding of attitudes and
motivation.
Values generally influence attitudes and behaviors.
We can predict people’s reactions based on understanding
values.
Values represent basic convictions in a person. 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. Values have both content and intensity
attributes. An individual’s set of values ranked in terms of
intensity is considered the person’s value system. Values have
the tendency to be stable.
The importance of values lay the foundation for the
understanding of attitudes and motivation. Values generally
influence attitudes and behaviors. We can predict reaction
based on understanding values.
13
Define values, demonstrate the importance
of values, and contrast terminal
and instrumental values
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
5-14
LO 6

34. Terminal versus Instrumental Values are seen in the results
from the Rokeach Value Survey (Exhibit 5–3). This instrument
contains two sets of value.; Each set has 18 value items.
Terminal Values refer to desirable end states of existence.
These are the goals that a person would like to achieve during
his or her lifetime. Instrumental Values refer to preferable
modes of behavior. That is, the means of achieving the terminal
values.
14
Compare generational
differences in values and identify
the dominant values in today’s workforce
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5-15
LO 7
First, admit there are some limitations of this analysis of
generational differences. One, we make no assumption that the
framework applies across all cultures. Two, despite a steady
stream of press coverage, there is very little rigorous research
on generational values, so we have to rely on an intuitive
framework. Finally, these are imprecise categories. There is no
law that someone born in 1985 can’t have values similar to
those of someone born in 1955. Despite these limitations,
values do change over generations, and we can gain some useful
insights from analyzing values this way.
Different generations hold different work values. Boomers
(Baby Boomers)—entered the workforce during the 1960s
through the mid-1980s. Xers—entered the workforce beginning

35. in the mid-1980s. The most recent entrants to the workforce, the
Millennials (also called Netters, Nexters, Generation Yers, and
Generation Nexters) Though it is fascinating to think about
generational values, remember these classifications lack solid
research support. Generational classifications may help us
understand our own and other generations better, but we must
also appreciate their limits.
15
Linking an Individual’s
Personality and Values to the Workplace
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5-16
LO 7
The concept of Person-Job Fit is best articulated in John
Holland’s personality-job fit theory. Holland presents six
personality types and proposes that satisfaction and the
propensity to leave a job depends on the degree to which
individuals successfully match their personalities to an
occupational environment. He identifies six personality types.
They are realistic, investigative, social, conventional,
enterprising, and artistic .
16
Linking an Individual’s
Personality and Values to the Workplace
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall

36. 5-17
LO 7
Each one of the six personality types has a congruent
occupational environment. The Vocational Preference Inventory
questionnaire contains 160 occupational titles. Respondents
indicate which of these occupations they like or dislike. Their
answers are used to form personality profiles. The theory argues
that satisfaction is highest and turnover lowest when personality
and occupation are in agreement. The key points of this model
are that there do appear to be intrinsic differences in personality
among individuals, there are different types of jobs, and people
in jobs congruent with their personality should be more satisfied
and less likely to voluntarily resign than people in incongruent
jobs.
17
Linking an Individual’s
Personality and Values to the Workplace
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5-18
People high on extraversion fit well with aggressive and team-
oriented cultures,
People high on agreeableness match up better with a supportive
organizational climate than one focused on aggressiveness,
People high on openness to experience fit better in
organizations that emphasize innovation rather than
standardization.
LO 7

37. The Person-Organization Fit is most important for an
organization facing a dynamic and changing environment. Such
organizations require employees who are able to readily change
tasks and move fluidly between teams It argues that people
leave jobs that are not with their personalities. Using the Big
Five terminology, for instance, we could expect that people high
on extraversion fit well with aggressive and team-oriented
cultures, that people high on agreeableness match up better with
a supportive organizational climate than one focused on
aggressiveness, and that people high on openness to experience
fit better in organizations that emphasize innovation rather than
standardization. Research on person–organization fit has also
looked at whether people’s values match the organization’s
culture. This match predicts job satisfaction, commitment to the
organization, and low turnover.
18
Identify Hofstede’s five value
dimensions of national culture
Copyright © 2013 Pearson Education, Inc. publishing as
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5-19
LO 8
Five value dimensions of national culture:
Power distance
Individualism versus collectivism
Masculinity versus femininity
Uncertainty avoidance
Long-term versus short-term orientation
Hofstede’s Framework for Assessing Cultures suggests five
value dimensions of national culture. First is Power distance,

38. which is the degree to which people in a country accept that
power in institutions and organizations is distributed unequally.
In Individualism versus collectivism, Individualism is the
degree to which people in a country prefer to act as individuals
rather than as members of groups. Collectivism equals low
individualism. Masculinity versus femininity describes
Masculinity as the degree to which values such as the
acquisition of money and material goods prevail. Femininity is
the degree to which people value relationships and show
sensitivity and concern for others. Uncertainty avoidance is he
degree to which people in a country prefer structured over
unstructured situations. Long-term versus short-term orientation
define Long-term orientations look to the future and value thrift
and persistence. Short-term orientation values the past and
present and emphasizes respect for tradition and fulfilling social
obligations.
19
Identify Hofstede’s five value
dimensions of national culture
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
5-20
LO 8
Hofstede Research Findings shown in Exhibit 5-7 classify
countries on the five dimensions. For example, Asian countries
were more collectivist than individualistic. United States ranked
highest on individualism. German and Hong Kong rated high
on masculinity. Russia and The Netherlands were low on
masculinity. China and Hong Kong had a long-term orientation.
France and the United States had short-term orientation.

39. Hofstede’s culture dimensions have been enormously influential
on OB researchers and managers, but his research has been
criticized. First, although the data have since been updated, the
original work is more than 30 years old and was based on a
single company (IBM). A lot has happened on the world scene
since then. Some of the most obvious changes include the fall of
the Soviet Union, the transformation of central and eastern
Europe, the end of apartheid in South Africa, and the rise of
China as a global power. Second, few researchers have read the
details of Hofstede’s methodology closely and are therefore
unaware of the many decisions and judgment calls he had to
make (for example, reducing the number of cultural values to
just five). Some results are unexpected. Japan, which is often
considered a highly collectivist nation, is considered only
average on collectivism under Hofstede’s dimensions. Despite
these concerns, Hofstede has been one of the most widely cited
social scientists ever, and his framework has left a lasting mark
on OB.
20
Identify Hofstede’s five value
dimensions of national culture
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5-21
LO 8
The Global Leadership and Organizational Behavior
Effectiveness (GLOBE) began updating Hofstede’s research
with data from 825 organizations and 62 countries.
Variables similar to Hofstede
Assertiveness
Future orientation (similar to Long-term vs Short-term
orientation)

40. Gender differentiation (similar to Masculinity vs Femininity)
The Global Leadership and Organizational Behavior
Effectiveness (GLOBE) began updating Hofstede’s research
with data from 825 organizations and 62 countries. It uses
variables similar to Hofstede including Assertiveness, Future
orientation (similar to Long-term vs Short-term orientation),
Gender differentiation (similar to Masculinity vs Femininity).
There are more.
21
Identify Hofstede’s five value
dimensions of national culture
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5-22
LO 8
Uncertainly avoidance
Power distance
Individualism/collectivism
In-group collectivism
Performance orientation
Humane orientation
Additional variables included in GLOBE are Uncertainly
avoidance, Power distance, Individualism/collectivism, In-group
collectivism, Performance orientation (the degree to which a
society encourages and rewards group members for performance
improvement and excellence), and Humane orientation (which is
the degree to which a society encourages and rewards group
members for performance improvement and excellence).
22

41. Summary and Implications
for Managers
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Prentice Hall
5-23
Big Five provides a meaningful way for managers to examine
personality
Managers’ keys
Screening job candidates for high conscientiousness
Factors such as job demands, the degree of required interaction
with others, and the organization’s culture are examples of
situational variables that moderate the personality–job
performance relationship.
LO 8
Under the category of Personality, we looked at the Big Five
Traits. The Big Five provides a meaningful way for managers to
examine personality Managers’ key for the application of the
Big Five include Screening job candidates for high
conscientiousness, as well as the other Big Five traits
depending on the criteria an organization finds most important,
should pay dividends. Of course, managers still need to take
situational factors into consideration. Factors such as job
demands, the degree of required interaction with others, and the
organization’s culture are examples of situational variables that
moderate the personality–job performance relationship.
23
Summary and Implications
for Managers
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5-24

42. You need to evaluate the job, the work group, and the
organization to determine the optimal personality fit.
Other traits, such as core self-evaluation or narcissism, may be
relevant in certain situations, too.
Although the MBTI has been widely criticized, it may have a
place in organizations.
LO 8
You need to evaluate the job, the work group, and the
organization to determine the optimal personality fit. Other
traits, such as core self-evaluation or narcissism, may be
relevant in certain situations, too. Although the MBTI has been
widely criticized, it may have a place in organizations. In
training and development, it can help employees better
understand themselves, help team members better understand
each other, and open up communication in work groups and
possibly reduce conflicts.
24
Summary and Implications
for Managers
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5-25
Knowledge of an individual’s value system can provide insight
into what makes the person “tick.”
Employees’ performance and satisfaction are likely to be higher
if their values fit well with the organization.
The person who places great importance on imagination,
independence, and freedom is likely to be poorly matched with
an organization that seeks conformity from its employees.
LO 8

43. Our discussion of Values found that knowledge of an
individual’s value system can provide insight into what makes
the person “tick.” Employees’ performance and satisfaction are
likely to be higher if their values fit well with the organization.
The person who places great importance on imagination,
independence, and freedom is likely to be poorly matched with
an organization that seeks conformity from its employees.
25
Summary and Implications
for Managers
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5-26
Managers are more likely to appreciate, evaluate positively, and
allocate rewards to employees who fit in, and employees are
more likely to be satisfied if they perceive they do fit in.
This argues for management to seek job candidates who have
not only the ability, experience, and motivation to perform but
also a value system compatible with the organization’s.
LO 8
Managers are more likely to appreciate, evaluate positively, and
allocate rewards to employees who fit in, and employees are
more likely to be satisfied if they perceive they do fit in. This
argues for management to seek job candidates who have not
only the ability, experience, and motivation to perform but also
a value system compatible with the organization’s.
26
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44. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of
the publisher. Printed in the United States of America.
Copyright © 2013 Pearson Education, Inc.
publishing as Prentice Hall
5-27
All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of
the publisher. Printed in the United States of America.
27