Individual Behaviour, Values, and Personality

Employee Engagement at FHA Courtesy of Fraser Health Authority Fraser Health Authority (FHA), the organization that oversees public health care facilities in eastern Vancouver and the Fraser Valley, is making employee engagement a cornerstone of its organizational effectiveness strategy

Employee Engagement Defined Courtesy of Fraser Health Authority The employee’s emotional and cognitive (rational) motivation, ability to perform the job, clear understanding of the organization’s vision and his/her specific role in that vision, and a belief that he/she has the resources to get the job done

MARS Model of Individual Behaviour Role Perceptions Values Personality Perceptions Emotions Attitudes Stress Motivation Ability Individual Behaviour and Results Situational Factors

Employee Motivation Internal forces that affect a person’s voluntary choice of behaviour direction intensity persistence R M BAR A S

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 R M BAR A S

Employee Role Perceptions Beliefs about what behaviour is required to achieve the desired results understanding what tasks to perform understanding relative importance of tasks understanding preferred behaviours to accomplish tasks R M BAR A S

Situational Factors Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour time people budget work facilities R M BAR A S

Types of Behaviour in Organizations Task Performance Goal-directed behaviours under person’s control Organizational Citizenship Performance beyond the required job duties more

Types of Behaviour in Organizations Counterproductive Work Behaviours Voluntary behaviour that potentially harms the organization Joining/staying with the Organization Goal-directed behaviours under person’s control Maintaining Work Attendance Performance beyond the required job duties

Values in the Workplace Stable, evaluative beliefs that guide our preferences Define right or wrong, good or bad Value system -- hierarchy of values Espoused vs. enacted values: Espoused -- the values we say we use and often think we use Enacted -- values we actually rely on to guide our decisions and actions

Schwartz’s Values Model Self-transcendence Openness to Change Conservation Self-enhancement

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 (diverse values) Enhanced problem definition Prevents “corporate cults”

Hyundai Crosses Cultures in Alabama © AP Photo/Yonhap 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.

Individualism- Collectivism High Peru Italy Portugal Taiwan Zimbabwe China Turkey Collectivism Mexico Chile Hong Kong Korea Canada/ U.S.A. France Japan Egypt Low Low Individualism High

Power Distance High Power Distance Malaysia The degree that people accept an unequal distribution of power in society Venezuela Japan Canada Israel Low Power Distance

Uncertainty Avoidance High U. A. Greece Japan The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). Italy Canada Singapore Low U. A.

Achievement-Nurturing Japan The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) China Canada Chile Sweden Nurturing

Canadian vs American Values Question authority Egalitarian Moral permissiveness Cultural mosaic Collective rights valued American Deference to authority Patriarchal Conservative, moralistic Melting pot Individual rights paramount

Canadian Subcultures Francophone values First Nations values Shifted from more conservative to more liberal than English Canadians on social issues First Nations values Strong collectivist values Lower power distance Low uncertainty avoidance Relatively nurturing values orientation

Three Ethical Principles Utilitarianism Greatest good for the greatest number of people Individual Rights Fundamental entitlements in society Distributive Justice People who are similar should receive similar benefits

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 behaviour

Supporting Ethical Behaviour Ethical code of conduct Establishes standards of behaviour Problem: Limited effect alone on ethical behaviour 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

Defining Personality Relatively stable pattern of behaviours and consistent internal states that explain a person's behavioural tendencies

Big Five Personality Dimensions Conscientiousness Careful, dependable Agreeableness Courteous, caring Neuroticism Anxious, hostile Openness to Experience Sensitive, flexible Extroversion Outgoing, talkative

Myers-Briggs Type Indicator Extroversion Introversion vs. Sensing Intuition vs. Thinking Feeling vs. Judging Perceiving vs.

Locus of Control and Self-Monitoring 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 behaviour to that situation

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

Individual Behaviour, Values, and Personality

Chapter Two Extras

Long/Short-Term Orientation Long-Term Orientation China Japan 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). Netherlands Canada Russia Short-Term Orientation