Organizational behavior 4th by MShean chap002

Individual Behavior, Values, and Personality Individual Behavior, Values, and Personality... Individual Behavior and ResultsRole Perceptions Situational Factors Motivation Ability Values

Individual Behavior, Values,

and Personality Individual Behavior, Values,

and Personality

Engagement at Owens Corning

Owens Corning is making

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

Individual Behavior and Results

Role Perceptions

Situational Factors

Motivation

Ability

Values Personality

Perceptions

Emotions Attitudes Stress

MARS Model of Individual Behavior

M A

R

S

BAR

Employee Motivation

• Internal forces that affect a person’s voluntary choice of

behavior Motivational elements are:

– direction

– intensity

– persistence

M A

R

BAR

Employee Ability

• Natural aptitudes (natural talents) and learned

capabilities (skills and knowledge) required to successfully complete a task

– competencies − personal characteristics that lead

to superior performance

– person − job matching

• selecting the best

• training & developing

• redesigning jobs

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

M A

R

BAR

Situational Factors

• Environmental conditions beyond the individual’s

short-term control that constrain or facilitate behavior

Controllable factors are:

– people

– budget

– work facilities

Organizational Citizenship

• Performance beyond the required job duties

Task Performance

• Goal-directed behaviors under person’s control

Types of Behavior in Organizations

Maintaining Work

Attendance • Attending work at required times

Joining/staying

with the Organization

• Goal-directed behaviors under person’s control

Types of Behavior in Organizations

Counterproductive Work Behaviors

• Voluntary behavior that potentially harms the organization

Values in the Workplace

• Values are stable, evaluative beliefs that guide our

preferences for outcomes A value is a principle, a standard, or a quality considered worthwhile or desirable

• They define the 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

Three Categories of Values

• Personal values define who an individual is They serve

as guides in handling situations and interacting with

others

• Organizational values are the standards that guide an

individual's behavior in a professional context They

define how an individual accomplishes work, interacts in professional situations, and how he makes decisions

relative to his job/career

• Cultural values are standards that guide how a person

relates meaningfully to others in different social

situations

Schwartz’s Values Model

Conservation

Self-transcendence

Openness

to Change

Values and Behavior

values, but our everyday conscious decisions and actions apply our values much less consistently.

1 Mindful and conscious of our values

2 Have logical reasons to apply values in that situation

3 Situation does not interfere

Values Congruence at Coles

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

Integrity Respect/recognition Passion for excellence Working together

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”

Individualism- Collectivism

Peru

Chile

Italy Nigeria India

United States Japan

Egypt

Korea France

PR China Portugal

Mexico Hong Kong

Power Distance

The degree that people accept an unequal distribution

of power in society

Japan

Israel Denmark

Venezuela

High Power Distance

Malaysia

U.S.

Uncertainty Avoidance

High U A.

Low U A.

Japan Greece

U.S.

The degree that people tolerate ambiguity (low) or feel threatened by

ambiguity and uncertainty (high uncertainty

avoidance)

Italy

Singapore

(nurturing)

China

Chile France

• Ethics is a system of moral values that govern a

person's conduct Values and ethics, together, define a

person

• Ethics refers to the study of moral principles or values

that determine whether actions are right or wrong and

outcomes are good or bad

• People rely on ethical values to determine ‘the right thing

to do’

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

Influences on Ethical Conduct

• Moral intensity

– degree to which an issue demands the application of

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

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

Big Five Personality Dimensions

Sensitive, flexible, creative, curious

Careful, dependable, self-disciplined Courteous, caring, good-natured Anxious, hostile, depressed

Openness to Experience

Conscientiousness

Agreeableness

Neuroticism

Myers-Briggs Type Indicator

Extroversion vs. Introversion

Locus of Control and Self-Monitoring

• Locus of control

– Internal beliefs in ones effort and ability

– External beliefs events are mainly due to external

causes

• Self-monitoring personality

– Sensitivity to situational cues, and ability to adapt your

behavior 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

Individual Behavior, Values, Individual Behavior, Values,