1. Chapter 2 Personality & Values1

2. Individuals & Personality
Personality: Sum total of ways people react and interact with others (set of psychological traits that make each person different).
Ques. 1: What are its dimensions?
Ques. 2: How is it measured?
Ques. 3: What is its value for management
and business applications?

3. Ques. 1: What Are Its Dimensions?
Answer 1: The “Big Five”
Most scientifically established and empirically tested framework of personality in the world
Individuals vary across five dimensions:
Emotional stability
Extraversion
Openness to experience
Agreeableness
Conscientiousness

5. Ques. 1: What Are Its Dimensions (cont.)?
Answer 2: The MBTI
Most popular and widely used in the world
Individuals are classified as:
Extroverted or Introverted (E or I):
Outgoing, sociable, and assertive, vs. quiet, “shy,” and draw energy and strength from within
Sensing or Intuitive (S or N):
Practical and prefer focusing on details vs. relying on unconscious (intuitive) processes and look at the big picture
Thinking or Feeling (T or F):
Use reason and logic to handle problems vs. rely on their personal values and emotions
Judging or Perceiving (J or P):
Like their world to be ordered, structured and controlled vs. flexible and spontaneous

6. Ques. 1: What Are Its Dimensions (cont.)?
Answer 3: Some additional misc. facets:
Core Self Evaluation: Degree of one’s self liking or disliking.
Self-Monitoring: Sensitivity to situational cues and the capacity to modify or adapt one’s behavior as appropriate.
Locus of Control: Propensity to actively take initiative, and to identify and pursue (even create) new opportunities.
Risk Propensity: Willingness and comfort in taking chances.
Machiavellianism: Tendency to manipulate and maintain emotional distance to achieve one’s aims.
Type A/B Personality: Type A is aggressive, impatient and incessantly struggling to achieve more (while B is opposite).

7. Ques. 2: How Is Personality Measured?
Answer: Typical methods for measuring:
Self-report inventories (most common):
NEO PI-R
CPI
MBTI
many others....
Clinical evaluations:
MMPI
Projective tests:
TAT (similar to “ink blots”)

8. Ques. 3: Business and Mgmt. Applications
The more typical business applications:
Employee development and coaching
Making hiring decisions:
What personality facets should be used?
What job performance criteria?
Interaction with job and contextual elements?
job requirements
organization’s culture
situation cues (“strong” vs. “weak” situations)
What is “predictive success” of using personality?

9. Individuals and Values
Values defined as:
Stable, long-lasting beliefs and preferences about what is worthwhile and desirable
A mode of conduct or end state that is personally or socially desirable (what is right or good).
Values can be classified (e.g., Rokeach)
Values vary by cohort groups
Values vary by cultural identity
Knowledge about personality and values can help improve an employee’s “fit”

10. Personality-Job Fit: Holland’s Hexagon
Job satisfaction and turnover depend on congruency between personality and task
Fields adjacent are similar
Field opposite are dissimilar
Vocational Preference Inventory Questionnaire

11. Person-Organization Fit
It appears more important that employees’ personalities fit with the organization’s culture than with the specific characteristics of a given job.
A good fit helps predict job satisfaction, organizational commitment and turnover.

12. From the Rokeach Values Survey
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

13. From the Rokeach Values Survey
Source: M. Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

14. Dominant Work Values by Cohort Groups
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 123–44.

15. Contemporary Work Cohorts
Entered the
Workforce
Dominant Work Values
Veterans
1950s or early 1960s
Hard working, conservative, conforming; loyalty to the organization
Boomers
Success, achievement, ambition, dislike of authority; loyalty to career
Xers
Work/life balance, team-oriented, dislike of rules; loyalty to relationships
Nexters
present
Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships

16. National Culture and Values
Rules, Laws
Stories of Heroes
Language, Food
Physical Structures
Rituals/Ceremonies
Norms
Beliefs
Values
Assumptions
Artifacts of
Culture
Core of
Culture

17. Hofstede’s Framework for Assessing Cultures
Power distance
Individualism vs. collectivism
Achievement vs. nurturing
Uncertainty avoidance
Long-term vs. short-term orientation

18. Exh. 2-6

19. “GLOBE” Studies Framework for Assessing Cultures
Assertiveness
Future Orientation
Gender Differentiation
Uncertainty Avoidance
Power Distance
Individualism/Collectivism
In-Group Collectivism
Performance Orientation
Humane Orientation

20. Importance of Values
Help us make sense of attitudes, motivation, and behaviors.
Influence our perceptions of the world.
Give us answers about right and wrong (and thus have implications for business ethics)
Values, by definition, mean some behaviors or outcomes are more preferred than others.