C H A P T E R © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2 Individual Behavior, Values, and Personality

2 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e The Container Store The Container Store is a role model for applying the key drivers for employee performance in customer service. Courtesy of Mountain Equipment Co-op Courtesy of The Container Store

3 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Individual Behavior and Results RolePerceptions SituationalFactors Motivation Ability ValuesPersonalityPerceptionsEmotionsAttitudesStress MARS Model of Individual Behavior

4 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e M A R S BAR Employee Motivation Internal forces that affect a person’s voluntary choice of behavior  direction  intensity  persistence

5 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e M A R S BAR Employee Ability Natural aptitudes and learned capabilities required to successfully complete a task  competencies  personal characteristics that lead to superior performance  person  job matching select qualified people develop employee abilities through training redesign job to fit person's existing abilities

6 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e M A R S BAR Employee Role Perceptions Beliefs about what behavior is required to achieve the desired results:  understanding what tasks to perform  understanding relative importance of tasks  understanding preferred behaviors to accomplish tasks

7 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e M A R S BAR Situational Factors Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior  time  people  budget  work facilities

8 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Types of Work-Related Behavior TaskPerformance OrganizationalCitizenship Counter-ProductiveBehaviors MaintainingWorkAttendance Joining/Staying with the Organization Types of Behavior in Organizations

9 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Values in the Workplace Stable, evaluative beliefs that guide our preferences Define right or wrong, good or bad Value system -- hierarchy of values Values are important because:  Ethical values  Guide employee behavior  Globalization raises awareness of values differences  Influence perceptions, decisions, behavior

10 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Schwartz’s Values Model Conservation Self-enhancement Self-transcendence Openness to Change

11 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Values Congruence Values congruence -- where two or more entities have similar value systems Consequences of incongruence  Incompatible decisions  Lower satisfaction and commitment  Increased stress and turnover Benefits of incongruence  Better decision making  Enhanced problem definition  Prevents “corporate cults”

12 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Hyundai Crosses Cultures in Alabama When Korean automobile giant Hyundai Motor Company recently opened its manufacturing plant in Montgomery, Alabama, local residents and Hyundai executives alike paid close attention to differences in Korean and American cultural values. © AP Photo/Yonhap

13 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Individualism- Collectivism Peru Chile Italy Portugal Turkey U.S.A. Japan Egypt Korea France China Zimbabwe Mexico HongKong Taiwan Collectivism High Low Individualism High Low

14 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Power Distance The degree that people accept an unequal distribution of power in society Japan Netherlands U.S.A. Russia High Power Distance China Low Power Distance

15 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Uncertainty Avoidance High U. A. Low U. A. Japan France U.S.A. The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). China Singapore

16 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Achievement-NurturingAchievement-Nurturing Achievement Nurturing Japan U.S.A. U.S.A. Sweden Sweden The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) China

17 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Japan Netherlands Russia Long-Term Orientation Short-Term Orientation China The degree that people value thrift, savings, and persistence (long-term) versus past and present issues, respect for tradition and fulfilling social obligations (short-term). Long/Short-Term Orientation U.S.A.

18 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e 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 Care Favor those with whom we have special relationships Four Ethical Principles

19 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e 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 conditions affect ethical behavior

20 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Supporting Ethical Behavior Ethical code of conduct  Establishes standards of behavior  Problem: Limited effect alone on ethical behavior Ethics training  Awareness and clarification of ethics code  Practice resolving ethical dilemmas Ethics officers  Educate and counsel; hear about wrongdoing Ethical leadership  Demonstrate integrity and role model ethical conduct

21 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Defining Personality Relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies

22 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Big Five Personality Dimensions Outgoing, talkative Sensitive, flexible Careful, dependable Courteous, caring Anxious, hostile Extroversion Openness to Experience Conscientiousness Agreeableness Neuroticism

23 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Myers-Briggs Type Indicator ExtroversionIntroversion vs. SensingIntuition ThinkingFeeling JudgingPerceiving

24 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Locus of Control and Self-Monitoring Locus of control  Internals believe in their effort and ability  Externals believe events are mainly due to external causes Self-monitoring personality  Sensitivity to situational cues, and ability to adapt your behavior to that situation

25 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e Holland’s Occupational Choice Theory Career success depends on fit between the person and work environment Holland identifies six “themes”  Represent work environment and personality traits/interests A person aligned mainly with one theme is highly differentiated A person has high consistency when preferences relate to adjacent themes

C H A P T E R © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 2 Individual Behavior, Values, and Personality