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1. 3-1
Chapter 3
Personality and
Values

2. 3-2
What Is Personality?
Question:
• Can you tell me which characteristic can
describe your personality?
 Shy, aggressive, submissive, lazy,
ambitious, loyal, and timid, extroverted or
introverted (E or I), sensing or intuitive (S
or N), thinking or feeling (T or F), and
judging or perceiving (J or P).

3. 3-3
© 2007 Prentice Hall Inc. All rights reserved.
What is Personality?
Personality
The sum total of ways in which an individual reacts
and interacts with others; measurable traits a person
exhibits.
Personality Traits
Enduring characteristics
that describe an
individual’s behavior.
Personality
Determinants
• Heredity
• Environment
• Situation

4. 3-4
Myers-Briggs Type Indicator
• MBTI is the most widely used personality-
assessment instrument in the world
• Individuals are classified as extroverted or
introverted (E or I), sensing or intuitive (S
or N), thinking or feeling (T or F), and
judging or perceiving (J or P)
• Classifications combined into 16
personality types (i.e. INTJ or ESTJ)

5. 3-5
The Myers-Briggs Type
Indicator
Personality Types
• Extroverted vs. Introverted (E or I): natural energy orientation
• Sensing vs. Intuitive (S or N): the way of understanding
• Thinking vs. Feeling (T or F): the way of making choice
• Judging vs. Perceiving (P or J): action orientation
Score is a combination of all four (e.g., ENTJ)
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and
classifies people into 1 of 16 personality types.

6. 3-6
© 2007 Prentice Hall Inc. All rights reserved.
Meyers-Briggs, Continued
A Meyers-Briggs score
 Can be a valuable tool for self-awareness and
career guidance
BUT
 Should not be used as a selection tool
because it has not been related to job
performance!!!

7. 3-7
The Big-Five Model
• Extraversion
• Agreeableness
• Conscientiousness
• Emotional Stability
• Openness to Experience

8. 3-8
© 2007 Prentice Hall Inc. All rights reserved.
The Big Five Model of
Personality Dimensions
Extroversion
Sociable, gregarious, and assertive
Agreeableness
Good-natured, cooperative, and trusting.
Conscientiousness
Responsible, dependable, persistent, and organized.
Openness to Experience
Curious, imaginative, artistic, and sensitive
Emotional Stability
Calm, self-confident, secure under stress (positive), versus
nervous, depressed, and insecure under stress (negative).

9. 3-9
The Big Five Model of Personality
Dimensions
Questions
• Which personality dimension has strong
relationship with job performance?
• Which personality dimension has strong
relationship with OCB?
• Which personality dimension can predict the
performance in managerial and sales position?
• Which personality dimension can predict the
training proficiency?

10. 3-10
© 2007 Prentice Hall Inc. All rights reserved.
Major Personality Attributes
Influencing OB
• Core Self-evaluation
 Self-esteem
 Locus of Control
• Machiavellianism
• Narcissism
• Self-monitoring
• Risk taking
• Type A vs. Type B personality
• Proactive Personality

11. 3-11
Core Self-Evaluation:
Two Main Components
Self Esteem
Individuals’ degree of liking or disliking themselves.
•Locus of Control
The degree to which people believe they are masters of
their own fate.
• Internals (Internal locus of control)
Individuals who believe that they control what
happens to them.
• Externals (External locus of control)
Individuals who believe that what happens to them is
controlled by outside forces such as luck or chance.

12. 3-12
© 2007 Prentice Hall Inc. All rights reserved.
Chapter Check-Up: Personality
Alison arrives to class and realizes that
she’s forgotten her homework to turn in.
She says “Oh man, it’s just not my lucky
day today.” Alison has ______________.
Alison has a high external locus of control. Alison believes
that things outside of her control determine what happens.
If Alison works on a team with you, and you have a very
high internal locus of control, what kinds of discussions
do you think the two of you might have? Discuss with
your friend then report it.

13. 3-13
Core Self-Evaluation:
Two Main Components
Question
• Which one will get more challenging job, thus
result in more job satisfaction?
The people with positive core self-evaluations or
the people with negative core self-evaluations?

14. 3-14
Core Self-Evaluation:
Two Main Components
 Individuals with positive core self-evaluation
also tend to obtain more complex and
challenging jobs, perceive themselves as having
control over their jobs, and tend to attribute
positive outcomes to their own actions.

15. 3-15
Core Self-Evaluation:
Two Main Components
Question
• Is it true that people with positive core
self-evaluation perform better?

16. 3-16
Core Self-Evaluation:
Two Main Components
 People with positive core self-evaluation
perform better because they set more ambitious
goals, are more committed to their goals, and
persist longer when attempting to reach these
goals.
 For example, one study of life insurance agents
found that the majority of the successful
salespersons had positive core self-
evaluations. .

17. 3-17
Core Self-Evaluation:
Two Main Components
Question
• What will happen when someone thinks he is
capable but is actually incompetent?
• Which one is better: to be too positive in core
self-evaluation or to sell ourselves short?

18. 3-18
Core Self-Evaluation:
Two Main Components
 One study of Fortune 500 CEOs, for example,
showed that many CEOs are overconfident and
that this self-perceived infallibility often causes
them to make bad decisions.
 If I decide I can’t do something, for example, I
won’t try, and not doing it only reinforces my
self-doubts.

19. 3-19
© 2007 Prentice Hall Inc. All rights reserved.
Machiavellianism
Conditions Favoring High Machs
• Direct interaction with others
• Minimal rules and regulations
• Emotions distract for others
Machiavellianism (Mach)
Degree to which an individual is pragmatic,
maintains emotional distance, and believes that
ends can justify means.

20. 3-20
Machiavellianism
Question
Which of the following would be the statement most likely
made by an individual high in Machiavellianism?
1. “It does not matter so much whether I am right or
wrong, as long as I am the center of attention.”
2. “I do what I think needs to be done. I don’t need
someone else to tell me what is right.”
3. “If it works, use it.”
4. ”I’ll put it all on the line if I have to; you’ve got to play
big to win big.”
5. “I move fast; if you get in my way I’ll run you down.”

21. 3-21
© 2007 Prentice Hall Inc. All rights reserved.
Narcissism
A Narcissistic Person
•Has grandiose sense of self-importance
•Requires excessive admiration
•Has a sense of entitlement
•Is arrogant
•Tends to be rated as less effective

22. 3-22
© 2007 Prentice Hall Inc. All rights reserved.
Narcissism
During an annual review Mitchel made the following assertion:
“When I look at myself and my performance I see that
what I have achieved is outstanding and has, not
surprisingly, won me the admiration and envy of most of
my colleagues. I notice that every-one keeps talking about
me; they are all just waiting to find out what triumph I will
pull off next! In short, I don’t just deserve a raise, but need
one, since without me, let’s face it, the place would simply
fall apart.”Which of the following is probably the best
descriptor of Mitchel’s personality?
a. Type A b. external locus of control
c. high-self monitoring d. narcissistic
e. high Mach

23. 3-23
© 2007 Prentice Hall Inc. All rights reserved.
Self-Monitoring
Self-Monitoring
A personality trait that measures an
individual’s ability to adjust his or her
behavior to external, situational factors.
High Self-Monitors
• Receive better performance
ratings
• Likely to emerge as leaders
• Show less commitment to
their organizations

24. 3-24
© 2007 Prentice Hall Inc. All rights reserved.
Self-Monitoring
Which of the following statements about low self-monitors is
true?
1. They have a low behavioral consistency between who
they are and what they do.
2. They tend to rate their performance much more highly
than do outside observers..
3. They tend to pay less attention to the behavior of others
than high self-monitors.
4. They usually receive high performance ratings.
5. They tend to thrive in areas that require them to take risks.

25. 3-25
Risk-Taking
• High Risk-taking Managers
 Make quicker decisions
 Use less information to make decisions
 Operate in smaller and more entrepreneurial
organizations
• Low Risk-taking Managers
 Are slower to make decisions
 Require more information before making decisions
 Exist in larger organizations with stable environments
• Risk Propensity
 Aligning managers’ risk-taking propensity to job
requirements should be beneficial to organizations.

26. 3-26
Personality Types
Type A’s
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type B’s
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievements
or accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. can relax without guilt.

27. 3-27
© 2007 Prentice Hall Inc. All rights reserved.
Personality Types
Proactive Personality
Identifies opportunities,
shows initiative, takes
action, and perseveres
until meaningful change
occurs.
Creates positive change
in the environment,
regardless or even in
spite of constraints or
obstacles.

28. 3-28
© 2007 Prentice Hall Inc. All rights reserved.
Achieving Person-Job Fit
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality-Job Fit
Theory (Holland)
Identifies six personality
types and proposes that
the fit between personality
type and occupational
environment determines
satisfaction and turnover.

29. 3-29
Holland’s
Typology of
Personality
and
Congruent
Occupations

30. 3-30
Achieving Person-Job Fit
1. Holland has developed a Vocational Preference
Inventory questionnaire that contains 160
occupational titles.
2. Respondents indicate which of these occupations
they like or dislike, and their answers are used to
form personality profiles.
3. Using this procedure, research strongly supports
that hexagonal diagram shown in Exhibit 3-6.

31. 3-31
© 2007 Prentice Hall Inc. All rights reserved.
Relationships
among
Occupational
Personality
Types
E X H I B I T 3-6
Source: Reprinted by special permission of the publisher, Psychological
Assessment Resources, Inc., from Making Vocational Choices, copyright 1973,
1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.
Achieving Person-Job Fit

32. 3-32
Achieving Person-Job Fit
This figure shows
1. The closer two fields or orientations are in the
hexagon, the more compatible they are.
2. Adjacent categories are quite similar, whereas
those diagonally opposite are highly dissimilar.

33. 3-33
Achieving Person-Job Fit
1. The Hollands’ theory argues that satisfaction is
highest and turnover lowest when personality and
occupation are in agreement.
2. Social individuals should be in social jobs,
conventional people in conventional jobs, and so
forth.

34. 3-34
Achieving Person-Job Fit
The key points of this model are as follows:
1. There do appear to be intrinsic differences in
personality among individuals.
2. There are different types of jobs.
3. People in jobs congruent with their personalities
should be more satisfied and less likely to
voluntarily resign than should people in
incongruent jobs.

35. 3-35
© 2007 Prentice Hall Inc. All rights reserved.
Chapter Check-Up: Personality
Alison arrives to class and realizes that
she’s forgotten her homework to turn in.
She says “Oh man, it’s just not my lucky
day today.” Alison has ______________.
Alison has a high external locus of control. Alison believes
that things outside of her control determine what happens.
If Alison works on a team with you, and you have a very
high internal locus of control, what kinds of discussions
do you think the two of you might have? Discuss with
your friend then report it.

36. 3-36
© 2007 Prentice Hall Inc. All rights reserved.
Julia is known for being a go-getter. She
never leaves a task incomplete, and is
involved in a number of activities.
Moreover, she’s at the top of her class.
She’s so busy that sometimes, she forgets
to stop and eat lunch. Julia can be easily
characterized as someone that has/is a
Type ____ Personality.
Chapter Check-Up: Personality
A

37. 3-37
© 2007 Prentice Hall Inc. All rights reserved.
Julia is also likely to not be very
• Happy?
• Fun?
• Creative?
• Stressed?
Chapter Check-Up: Personality
In general, Type A’s are rarely creative because
they generally don’t allocate the necessary time
for new solution development; they usually rely on
past experiences to solve problems in order to be
speedy.

38. 3-38
Personality and National Culture
A country’s culture influences the dominant
personality characteristics of its population.

39. 3-39
The Implications of Personality
for Managers
• Evaluate the job, the work group and
the organization to determine the
optimum personality fit