2. 2-2
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Learning Objectives
2.1 Describe the four factors that directly
influence voluntary individual behaviour
and performance
2.2 Summarise the five types of individual
behaviour in organisations
2.3 Describe personality, the âBig Fiveâ
personality dimensions and four MBTI
types, and explain how personality relates
to individual behaviour in organisations
3. 2-3
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Learning Objectives continued
2.4 Summarise the components of resilience
and the Dark Triad
2.5 Summarise Schwartzâs model of individual
values and discuss the conditions under
which values influence behaviour
2.6 Summarise five values commonly studied
across cultures
2.7 Describe three ethical principles and
discuss four factors that influence ethical
behaviour
4. 2-4
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Values, Personality and Self
Pet-Friendly Industries
Employees are happier, more relaxed and more
productive when there are dogs in the house. Recent
research shows that job satisfaction increases when
there are pets at work
5. 2-5
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
MARS Model of Individual
Behaviour
6. 2-6
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Employee Motivation
⢠Internal forces that affect a personâs
voluntary choice of behaviour:
â Direction
â Intensity
â Persistence
R
BAR
S
M
A
7. 2-7
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Employee Ability
⢠Natural aptitudes and learned capabilities
required to successfully complete a task
⢠Competencies: personal characteristics
that lead to superior performance
⢠Personďjob matching
â Selecting
â Developing
â Redesigning
R
BAR
S
M
A
8. 2-8
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Role Perceptions
⢠Beliefs about what behaviour is required
to achieve the desired results:
â Understanding what tasks to perform
â Understanding relative importance of tasks
â Understanding preferred
behaviours to accomplish tasks
R
BAR
S
M
A
9. 2-9
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Situational Factors
⢠Environmental conditions beyond the
individualâs short-term control that
constrain or facilitate behaviour
â Time
â People
â Budget
â Work facilities
R
BAR
S
M
A
10. 2-10
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Types of Individual Behaviour
11. 2-11
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Task Performance
⢠Goal-directed behaviours under the
individualâs control that support
organisational objectives
⢠Task performance behaviours transform
raw materials into goods and services, or
support and maintain these technical
activities
12. 2-12
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Organisational Citizenship
Behaviours
⢠Various forms of cooperation and
helpfulness to others that support the
organisationâs social and psychological
context
13. 2-13
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Counterproductive Work
Behaviours
⢠Voluntary behaviours that have the
potential to directly or indirectly harm the
organisation
14. 2-14
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Joining and Staying with the
Organisation
⢠Employee retention is essential for all the
other performance-related behaviours to
occur
15. 2-15
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Maintaining Work Attendance
⢠Presenteeism: attending scheduled work
when oneâs capacity to perform is
significantly diminished by illness and
other factors
⢠Work attendance is related to job
satisfaction and motivation
⢠Absenteeism is related to dissatisfaction,
organisational policy, norms and the
personâs values and personality
16. 2-16
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Personality in Organisations
⢠Personality: relatively enduring pattern of
thoughts, emotions and behaviours that
characterise a person, along with the
psychological processes behind those
characteristics
â External traits: observable behaviours
â Internal states: thoughts, values, etc. inferred
from behaviours
â Some variability, adjust to suit the situation
17. 2-17
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Nature versus Nurture of
Personality
⢠Nature refers to our genetic or hereditary
origins
â Studies of identical twins, particularly those
separated at birth, reveal that heredity has a
very large effect on personality
⢠Nurture refers to the personâs
socialisation, life experiences and other
forms of interaction with the environment
â Personality is not stable at birth and stabilises
throughout adolescence
18. 2-18
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Five-Factor Personality Model
(CANOE)
19. 2-19
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Five-Factor Personality and
Organisational Behaviour
⢠The five abstract dimensions represent
most personality traits
⢠These five personality dimensions are not
independent of each other
⢠Studies report fairly strong associations
between personality and several
workplace behaviours and outcomes:
â Performance
â Motivation
â Organisational citizenship
20. 2-20
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Myers-Briggs Type Indicator
(MBTI)
⢠Extroversion versus introversion
â Similar to five-factor dimension
⢠Sensing versus intuition
â Collecting information through senses versus
through intuition, inspiration or subjective sources
⢠Thinking versus feeling
â Processing and evaluating information
â Using rational logic versus personal values
⢠Judging versus perceiving
â Orienting self to the outer world
â Order and structure or flexibility and spontaneity
21. 2-21
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Personality Constellations
⢠Resilience: the ability to overcome and
learn from adverse experiences in the
workplace
⢠Self-efficacy: a personâs belief that he or
she can successfully complete a task
⢠Dark Triad: a constellation of personality
traits that increases the use of influence
tactics and leads to counterproductive
work behaviours
22. 2-22
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Caveats About Personality
Testing in Organisations
⢠Self-reports are not a valid measure
⢠Personality is a relatively weak predictor
of a personâs performance
⢠Personality instruments may unfairly
discriminate against specific groups of
people
⢠Personality testing might not convey a
favourable image of the company
23. 2-23
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Values in the Workplace
⢠Stable, evaluative beliefs that guide our
preferences
⢠Define right or wrong, good or bad
⢠Value system: hierarchy of values
24. 2-24
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Schwartzâs Values Model
25. 2-25
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Schwartzâs Values Model
⢠Openness to change:
motivation to pursue
innovative ways
⢠Conservation: motivation to
preserve the status quo
⢠Self-enhancement :
motivated by self-interest
⢠Self-transcendence :
motivation to promote
welfare of others and
nature
26. 2-26
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Values and Behaviour
⢠Habitual behaviour is usually consistent
with values, but conscious behaviour less
so because values are abstract constructs
⢠Decisions and behaviour are linked to
values when:
â We are mindful of our values
â We have logical reasons to apply values in
that situation
â The situation does not interfere
27. 2-27
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Value Congruence
⢠Where two or more entities have similar
value systems
⢠Problems with incongruence
â Incompatible decisions
â Lower satisfaction and loyalty
â Higher stress and turnover
⢠Benefits of incongruence
â Constructive conflict, better decision making
â Avoids âcorporate cultsâ
28. 2-28
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Values Across Cultures:
Individualism and Collectivism
⢠Degree that people value duty to their
group (collectivism) versus independence
and personâs uniqueness (individualism)
⢠Previously considered opposites, but
unrelated, i.e. possible to value high
individualism and high collectivism
29. 2-29
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Values Across Cultures
⢠Power distance: the degree to which
people in a culture accept unequal
distribution of power in a society
⢠Uncertainty avoidance: the degree to
which people tolerate ambiguity
⢠Achievement-nurturing orientation reflects
a competitive versus cooperative view of
relations with other people
30. 2-30
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Five Cross-Cultural Values in
Selected Countries
31. 2-31
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Ethical Values and Behaviour
⢠Ethics refers to the study of moral
principles or values that determine
whether actions are right or wrong and
outcomes are good or bad
⢠Honesty/ethics is the most important
characteristic that employees look for in a
leader
32. 2-32
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Utilitarianism
Individual
rights
Greatest good for the greatest number
of people
Fundamental entitlements
in society
Distributive
justice
People who are similar should receive
similar benefits
Three Ethical Principles
33. 2-33
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Influences on Ethical Conduct
⢠Moral intensity
â Degree that issue demands ethical principles
⢠Ethical sensitivity
â Ability to recognise the presence and
determine the relative importance of an
ethical issue
⢠Situational influences
â Competitive pressures and other conditions
affect ethical behaviour
34. 2-34
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Supporting Ethical Behaviour
⢠Ethical code of conduct
⢠Ethics training
⢠Ethics hotlines
⢠Ethical leadership and culture
35. 2-35
Copyright Š 2013 McGraw-Hill Australia Pty Ltd
McShane, Olekalns, Travaglione, Organisational Behaviour, 4e
Summary
⢠Individual behaviour is influenced by
motivation, ability, role perceptions and
situational factors (MARS)
⢠There are five main types of workplace
behaviour: task performance; organisational
citizenship; counterproductive work
behaviours; joining and staying with the
organisation; and maintaining work
attendance
⢠Personality, resilience, values and ethics
contribute to all of the above