1. Individual Behavior, Values, and Personality

2. Engagement at Owens Corning
Owens Corning is making employee engagement a cornerstone of its business strategy to become a world-class organization.
Reprinted with permission of Owens Corning. All rights reserved

3. Employee Engagement Defined
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
Reprinted with permission of Owens Corning. All rights reserved

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

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

6. 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 R M
BAR A S

7. 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 R M
BAR A S

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

9. Types of Behavior in Organizations
Task Performance
Goal-directed behaviors under person’s control
Organizational Citizenship
Performance beyond the required job duties
more

10. Types of Behavior in Organizations
Counterproductive Work Behaviors
Voluntary behavior that potentially harms the organization
Joining/staying with the Organization
Goal-directed behaviors under person’s control
Maintaining Work Attendance
Attending work at required times

11. 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

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

13. Values and Behavior
Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs
Decisions and behaviors linked to values when:
Mindful of our values
Have logical reasons to apply values in that situation
Situation does not interfere

14. Values Congruence at Coles
Integrity -- Respect/recognition -- Passion for excellence -- Working together
More than 2,300 Coles employees across all levels participated in 203 focus groups around the country. Their objective: to identify a set of values for Australia’s second largest retailer that would be congruent with their personal values.
Armen Dueschian/Newspix

15. Values Congruence
Values congruence -- where two or more entities have similar value systems
Problems with incongruence
Incompatible decisions
Lower satisfaction and commitment
Increased stress and turnover
Benefits of (some) incongruence
Better decision making (diverse values)
Enhanced problem definition
Prevents “corporate cults”
Armen Dueschian/Newspix

16. Individualism- Collectivism
High
Peru
Portugal
Italy
Taiwan
Nigeria
PR China
India
Mexico
Chile
Collectivism
Hungary
Hong Kong
Korea
United States
France
Japan
Australia
New
Zealand
Singapore
Egypt
Low
Low
Individualism
High

17. Power Distance High Power Distance
Malaysia
The degree that people accept an unequal distribution of power in society
Venezuela
Japan
U.S.
Denmark
Israel
Low Power Distance

18. 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
U.S.
Singapore
Low U. A.

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

20. 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

21. 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

22. Supporting Ethics at Adolph Coors
Long before it was a priority at other firms, Adolph Coors developed training programs and reward systems that explicitly strengthen ethical conduct.

23. 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 and culture
Demonstrate integrity and role model ethical conduct

24. Defining Personality
Relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies

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

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

27. 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 behavior to that situation

28. 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

29. Individual Behavior, Values, and Personality

30. Chapter Two Extras

31. 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
U.S.
Philippines
Short-Term Orientation