1. Stephen P. Robbins & Timothy A. Judge
Essentials of
Organizational Behavior, 10/e
Stephen P. Robbins & Timothy A. Judge
Chapter 2
Personality and Values

2. Started his first business at 16 – a student magazine
Personality Case Study – 4 Principles to look for in hiring people by Richard Branson
Background of Richard Branson:
English Businessman and Investor
Born 1950
Started his first business at 16 – a student magazine
Founder – Virgin Group, which now has companies, including a music business and an airline company

3. Personality Case Study – You Can't Fake Personality, Passion or Purpose? By Richard Branson, Founder-Virgin Group
Each week, our jobs mailboxes are loaded with people wanting to become part of the Virgin story – but not everyone can join the team. To help us find the best people for the roles we offer, we are guided by a few very Virgin values. Here are the four principles that we feel make a successful professional.

4. Personality Case Study – You Can't Fake Personality, Passion or Purpose? (continued)
1. The first thing we look for when hiring new staff is personality. In my eyes, personality always wins over book smarts. Company knowledge and job-specific skills can be learned, but you can’t train a personality. We look for people who are friendly and considerate, and who like working with others.

5. Personality Case Study – You Can't Fake Personality, Passion or Purpose? (continued)
2. We also place more importance on experience rather than qualifications. The person with the top grades isn’t always the best person for the role. With this in mind, we focus on hiring people with many skills — team players who can help others in all kinds of situations. It’s important never to underestimate the power of versatility (able to do many things). Somebody who thinks a little differently can help a business see problems as opportunities and inspire creativity.
Always look for ways to improve something in your job!

6. Personality Case Study – You Can't Fake Personality, Passion or Purpose? (continued)
3. Nowadays, it’s important to find and hire passionate people, who genuinely care about the business and its purpose. Purpose is no longer a buzzword. It’s a must-have. Passion and purpose will keep people focused on the job at hand, and separate the successful from the unsuccessful.

7. Personality Case Study – You Can't Fake Personality, Passion or Purpose? (continued)
4. At Virgin, we’re known for our culture, and our culture is solely determined by our people. Our people are our greatest asset and the lifeblood of the brand, and are therefore very important to the success of our businesses.

8. After studying this chapter you should be able to:
Define personality, describe how it is measured, and explain the factors that determine an individual’s personality.
Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and weaknesses.
Identify the key traits in the Big Five personality model and demonstrate how the traits are relevant to OB.
Define values, demonstrate the importance of values, and contrast terminal and instrumental values.
Identify Hofstede’s five value dimensions of national culture.

9. KEY WORDS/VOCABULARY Personality Heredity Personality Traits
Myers-Briggs Type Indicator (MBTI)
The Big 5 Personality Model
Type A Personality

10. KEY WORDS/VOCABULARY Values and Value System Terminal Values
Instrumental Values

11. Personality p. 15, 16
The sum total of ways in which an individual reacts to and interacts with others
Most often described in terms of measurable traits that a person exhibits or shows, such as shy, aggressive, submissive, lazy, ambitious, loyal and timid

12. Measuring Personality p. 15
Self-reports Surveys
Most common
Prone to error
Observer-ratings Surveys
Independent assessment
May be more accurate

13. Personality Determinants p 15,16
Heredity is the most dominant factor – determined at conception.
Twins studies: genetics more influential than parents
Environmental factors do have some influence
Basic personality is constant
Aging influences levels of ability

14. Personality Traits p. 15
Personality traits are characteristics that describe your behavior:
Shy Loyal
Lazy Aggressive
Ambitious Timid
Submissive Excitable

15. Measuring Personality Traits: Myers-Briggs Type Indicator p. 17
Most widely used personality-assessment instrument in the world. Used mainly for training, not for hiring people for jobs
Individuals are classified as:
Extroverted or Introverted (E/I)
Sensing or Intuitive (S/N)
Thinking or Feeling (T/F)
Judging or Perceiving (J/P)
Classifications combined into 16 personality types (i.e. INTJ or ESTJ)
Unrelated to job performance

16. Portrait of an INTJ – The Scientist
Introverted iNtuitive Thinking Judging (Introverted Intuition with Extraverted Thinking)
The Scientist
As an INTJ, your primary mode of living is focused internally, where you take things in primarily via your intuition. Your secondary mode is external, where you deal with things rationally and logically.
INTJs live in the world of ideas and strategic planning. They value intelligence, knowledge, and competence, and typically have high standards in these regards, which they continuously strive to fulfill. To a somewhat lesser extent, they have similar expectations of others.
With Introverted Intuition dominating their personality, INTJs focus their energy on observing the world, and generating ideas and possibilities. Their mind constantly gathers information and makes associations about it. They are tremendously insightful and usually are very quick to understand new ideas. However, their primary interest is not understanding a concept, but rather applying that concept in a useful way. Unlike the INTP, they do not follow an idea as far as they possibly can, seeking only to understand it fully. INTJs are driven to come to conclusions about ideas. Their need for closure and organization usually requires that they take some action.

17. Measuring Personality Traits: The Big-Five Model p. 18, 19
Five Traits:
Extraversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
Strongly supported relationship to job performance (especially conscientiousness)

18. Big Five Traits & OB p. 19
As shown, the Big Five traits are related to job performance and also have other implications for work and life.

19. Major Personality Attributes Influencing OB p. 20, 21
Core self-evaluation
Self like/dislike
Type A personality
Competitive, urgent, and driven
Self-monitoring
Adjusts behavior to meet external, situational factors
Proactive personality
Identifies opportunities, shows initiative, takes action and perseveres

20. Values p. 22
Represent basic convictions 信念 (Xìnniàn) as to what is right, good or desirable. All of us have values that form our value system – what is most important to us. Values are the core of our attitudes 态度 (Tàidù) and motivation 动机 Dòngjī
It is who we are!

21. Value Systems p. 22
Represent a prioritizing of individual values by how you behave:
Content – important to the individual
Intensity – How important with other values
What values are important to us tends to be relatively stable (doesn’t change much)
Values are the foundation for attitudes, motivation, and behavior
Influence perception and cloud objectivity

22. Rokeach Value Survey p. 23
Terminal values refers to desirable end-states of existence
Goals that a person would like to achieve during his or her lifetime
Instrumental values
refers to preferable modes of behavior, or means of achieving the terminal values

23. Rokeach Values Survey
Rank each value in its order of importance to you for each of the two lists. Think of how much each value may act as a guiding principle in your life. To begin, select the value that is of most importance to you. Write the number 1 in the blank space next to that value. Next, choose the value that is of 2nd in importance to you and write the number 2 in the blank next to it. Rank all 18 values 1,2,3………18. After finishing the 1st page turn the page and rank the next 18 values in the same way. Please do each page separately. When you have finished, the result should represent an accurate picture of how you really feel about what’s important in your life. GroupExercise: Tell a story about yourself using the values you have ranked.

24. Examples of Terminal Values p. 23
A comfortable life (a prosperous life)
An exciting life (stimulating, active life)
A sense of accomplishment (lasting contribution)
A world of peace (free of war and conflict)
A world of beauty (beauty of nature and the arts)
Equality (brotherhood, equal opportunity for all)
Family security (taking care of loved ones)
Freedom (independence, free choice)
Happiness (contentedness)

25. Examples of Instrumental Values p.23
Ambitious (hard working, aspiring)
Broad-minded (open-minded)
Capable (competent, efficient)
Cheerful (lighthearted, joyful)
Clean (neat, tidy)
Courageous (standing up for your beliefs)
Forgiving (willing to pardon others)
Helpful (working for the welfare of others)
Honest (sincere, truthful)

26. Contemporary Work Groups p 24
Entered the Workforce
Dominant Work Values
War 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
2000 to present
Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships

27. Personality-Job Fit: Holland’s Hexagon p. 26
Job satisfaction and turnover depend on congruency between personality and task
Fields adjacent are similar
Field opposite are dissimilar
Vocational Preference Inventory Questionnaire

28. Example of a Career Inventory/Questionnaire
MAPP™ Free Sample Career Assessment
The following is an Free Sample Career Assessment prepared for .

29. Sample Questions __ Most___Least Like Outdoor Sports Activities
___ Most____ Least Like Indoor Sports Activities
___ Most____ Least Like Sports Activities with People
___ Most____Least Do Scientific Research
___ Most ___ Least Work as a Research Assistant
___ Most ___ Least Be an HR Manager for a Lab
___ Most ____ Least Have a job as a salesman
___ Most ____ Least Work as a manager or supervisor
___ Most ____ Least Be an independent professional

30. Person-Organization Fit p. 27
It is more important that employees’ personalities fit with the organizational culture than with the characteristics of any specific job.
The fit predicts job satisfaction, organizational commitment and turnover.

31. Global Implications p 27-29
The Big Five Model appears across a wide variety of cultures
Primary differences based on factor emphasis and type of country
Values differ across cultures
Two frameworks for assessing culture:
Hofstede
GLOBE

32. Hofstede’s Framework for Assessing Cultures – 5 Factors p. 28,29
Power Distance – great distance of power and wealth exist in a culture Individualism vs. Collectivism Masculinity vs. Femininity – male dominated or women and men treated equally Uncertainty Avoidance – high score means culture is anxious about laws to reduce uncertainty Long-term vs. Short-term Orientation – traditional instead of more modern view

33. GLOBE* Framework for Assessing Cultures p. 30
Ongoing study with nine factors:
Assertiveness
Future orientation
Gender differentiation
Uncertainty avoidance
Power distance
Individualism/
collectivism
In-group collectivism
Performance orientation – culture rewards people for excellence
Humane orientation -
culture rewards people for
being kind and generous
*Global Leadership and Organizational Behavior Effectiveness

34. Implications for Managers p 30, 31
Personality:
Evaluate the job, group, and organization to determine the best fit
Big Five is best to use for selection
MBTI for development and training
Values:
Strongly influence attitudes, behaviors, and perceptions
Match the individual values to organizational culture

35. Keep in Mind… Personality Big Five Personality Traits Values
The sum total of ways in which individual reacts to, and interacts with, others
Easily measured
Big Five Personality Traits
Related to many OB criteria
May be very useful in predicting behavior
Values
Vary between and within cultures

36. Summary (continued)
Defined personality - The sum total of ways in which an individual reacts to and interacts with others.
Outside assessments, test are more reliable than self assessment. Heredity is the most dominant factor.
2. Myers-Briggs is best for training and helping us to understand more about ourselves.
The Big 5 Model identifies 5 traits:
a. Emotional Stability; b. Extraversion;
c. Openness
d. Agreeableness; e. Conscientiousness
These traits are considered a valid predictor or work
behavior.

37. Summary
Values are a person’s ideas about what is right, good or desirable. They influence are attitudes and motivation and behavior.
The Rokeach values survey help us think through what is most important to us.
5. Hofstede’s 5 value dimension of culture
Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term vs. Short-term Orientation

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