Individual Behavior, Personality, and Values McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

2-2 Individual Behavior at OhioHealth OhioHealth has weathered economic recessions and national skills shortages by being an employer of choice for job applicants, minimizing absenteeism and turnover, encouraging extra-role behavior, and supporting high performance.

2-3 MARS Model of Individual Behavior Individual behavior and results SituationalfactorsSituationalfactors Personality Values Self-concept Perceptions Emotions & attitudes Stress Personality Values Self-concept Perceptions Emotions & attitudes Stress Role perceptions MotivationMotivation AbilityAbility

2-4 Employee Motivation  Internal forces that affect a person’s voluntary choice of behavior direction intensity persistence RR BARBAR SS MM AA

2-5 Employee Ability  Natural aptitudes and learned capabilities required to successfully complete a task  Competencies - personal characteristics that lead to superior performance  Person - job matching selecting developing redesigning RR BARBAR SS MM AA

2-6 Role Perceptions  Beliefs about what behavior is required to achieve the desired results: understanding what tasks to perform understanding priority of tasks understanding preferred behaviors to accomplish tasks RR BARBAR SS MM AA

2-7 Situational Factors  Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior  Constraints – time, budget, facilities, etc  Cues – e.g. signs of nearby hazards RR BARBAR SS MM AA

2-8 Types of Individual Behavior Organizational Citizenship Contextual performance – cooperation and helpfulness beyond required job duties Task Performance Goal-directed behaviors under the person’s control more

2-9 Types of Individual Behavior (con’t) Maintaining Work Attendance Attending work at required times Joining/staying with the Organization Agreeing to employment relationship; remaining in that relationship Counterproductive Work Behaviors Voluntary behaviors that potentially harm the organization

2-10 Defining Personality  Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics External traits – observable behaviors Internal states – thoughts, values, etc inferred from behaviors Some variability, adjust to suit the situation

2-11 Nature vs. Nurture of Personality  Influenced by Nature Heredity explains about 50 percent of behavioral tendencies and 30 percent of temperament Minnesota studies – twins had similar personalities  Influenced by Nurture Socialization, learning Personality stabilizes throughout adolescence Executive function steers behavior guided by our self-concept

2-12 Five-Factor Personality Model (CANOE) Outgoing, talkative, energetic Creative, nonconforming Organized, dependable Trusting, helpful, flexible Anxious, self-conscious ConscientiousnessConscientiousness AgreeablenessAgreeableness NeuroticismNeuroticism Openness to Experience ExtraversionExtraversion

2-13 Five-Factor Personality and Organizational Behavior  Conscientiousness and emotional stability Strongest personality predictors of performance  Extraversion Linked to sales and mgt performance Related to social interaction and persuasion  Agreeableness Effective in jobs requiring cooperation and helpfulness  Openness to experience Linked to higher creativity and adaptability to change

2-14  Swiss psychiatrist Carl Jung  Identifies preferences for perceiving the environment and obtaining/processing information  Commonly measured by Myers-Briggs Type Indicator (MBTI) Jungian Personality Theory

2-15 Sensing (S) Concrete Realistic Practical Getting energy Intuitive (N) Imaginative Future-focused Abstract Extraversion (E) Talkative Externally-focused Assertive Introversion (I) Quiet Internally-focused Abstract Thinking (T) Logical Objective Impersonal Feeling (F) Empathetic Caring Emotion-focused Judging (J) Organized Schedule-oriented Closure-focus Perceiving (P) Spontaneous Adaptable Opportunity-focus Perceiving information Making decisions Orienting to the external world Jungian & Myers-Briggs Types

2-16 Myers-Briggs Type Indicator (MBTI)  Extroversion versus introversion similar to five-factor dimension  Perceiving information Sensing – uses senses, factual, quantitative Intuition – uses insight, subjective experience  Judging (making decisions) Thinking – rational logic, systematic data collection Feeling – influenced by emotions, how choices affect others  Orientation toward the external world Perceiving – flexible, spontaneous, keeps options open Judging – order and structure

2-17 Values in the Workplace  Stable, evaluative beliefs that guide our preferences  Define right or wrong, good or bad  Value system -- hierarchy of value

2-18 Schwartz’s Values Model

2-19 Schwartz’s 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

2-20 Values and Behavior  Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs  Decisions and behavior are linked to values when: 1. Have logical reasons to apply values in that situation 2. Situation allows/encourages values enactment 3. Mindful of our values

2-21 In Search of Congruent Values Scott Reed (far right) and his siblings joined the Chick-fil- A restaurant chain because its strong family values were compatible with their personal values. “Chick-fil-A’s core values line up well with mine,” says Reed..

2-22 In Search of Congruent Values Similarity of a person’s values hierarchy to another source  Person-organization value congruence  Espoused-enacted value congruence  Organization-community values congruence

2-23 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

2-24 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 external factors  Mindfulness actively evaluate whether action violates values

2-25 Supporting Ethical Behavior  Ethical code of conduct  Ethics training  Ethics hotlines  Ethical leadership and shared values

2-26 Cross-Cultural Values at Infosys Infosys Technologies, one of India’s largest technology companies, anticipated cross- cultural differences when it acquired an Australian company. Infosys held seminars where employees from both countries learned about their cultures and discussed how they can manage employees with these different values.

2-27 Individualism The degree to which people value personal freedom, self- sufficiency, control over themselves, being appreciated for unique qualities Denmark Taiwan Italy High Individualism USA Low Individualism India

2-28 Collectivism The degree to which people value their group membership and harmonious relationships within the group India USA Taiwan High Collectivism Italy Low Collectivism Denmark

2-29 Power Distance  High power distance Value obedience to authority Comfortable receiving commands from superiors Prefer formal rules and authority to resolve conflicts  Low power distance expect relatively equal power sharing view relationship with boss as interdependence, not dependence Japan Israel Denmark Venezuela High Power Distance Malaysia Low Power Distance USA

2-30 Uncertainty Avoidance  High uncertainty avoidance feel threatened by ambiguity and uncertainty value structured situations and direct communication  Low uncertainty avoidance tolerate ambiguity and uncertainty High U. A. Low U. A. Japan Greece USA Italy Singapore

2-31 Achievement-Nurturing  High achievement orientation assertiveness competitiveness materialism  High nurturing orientation relationships others’ well-being Achievement Nurturing Japan USA Sweden Sweden China Chile France

2-32  Increasing surface-level diversity Also associated with some deep-level diversity (e.g. racial differences in individualism)  Regional differences in deep-level diversity e.g. openness to experience, neuroticism, collectivism Regional variations likely caused by: - local institutions (schools, religion) - physical environment - migration Cultural Diversity within the United States

Individual Behavior, Personality, and Values