Individual Behavior,

Personality, and
Values

McGraw-Hill/Irwin
McShane/Von Glinow OB 5e Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Values, Personality, and Self-Concept at Fairmont
Hotels & Resorts

Fairmont Hotels & Resorts has

excelled as North Americas
largest luxury hotel operator by
hiring people such as Yasmeen
Youssef (shown here) with the
right values and personality
and then nurturing their self-
concept.

YasmeenYoussef
Fairmont Hotels & Resorts

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MARS Model of Individual Behavior

Situational
factors
Values Motivation

Personality
Perceptions Individual
Ability behavior and
Emotions results
Attitudes
Stress Role
perceptions

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 The Basic Psychological Model

Behavior = function (Person,

Environment)

Law of Effect = future behavior

is a function of its past
consequences

McShane/Von Glinow OB 5e 4 2010 The McGraw-Hill Companies, Inc. All rights reserved
Employee Motivation

Internal forces that affect a persons

voluntary choice ofbehavior
direction
intensity
persistence

S
M
A BAR

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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 S
M
redesigning
A BAR

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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

S
M

A BAR

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Situational Factors

Environmental conditions beyond the

individuals short-term control that constrain
or facilitate behavior
time
people
budget
work facilities S
M

A BAR

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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

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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 behaviour
patterns
Influenced by Nurture
Socialization, life experiences, learning also affect
personality
Personality isnt stable at birth
Stabilizes throughout adolescence
Executive function steers using our self-concept as
a guide

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Five-Factor Personality Model
(CANOE)

Conscientiousness Careful, dependable

Agreeableness Courteous, caring

Neuroticism Anxious, hostile

Openness to Experience Sensitive, flexible

Extroversion Outgoing, talkative

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Five-Factor Personality and
Organizational Behavior
Conscientiousness and emotional stability
Motivational components of personality
Strongest personality predictors of performance
Extroversion
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

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 Common Personality Measures

MMPI Minnesota Multiphasic Personality Inventory

measures emotional stability on 10 scales
http://psychology.about.com/od/psychologicaltesting/a/mmpi_2.htm

MBTI Meyers Briggs Type Indicator

CPI California Psychological Inventory

HPI - Hogan Personality Inventory

McShane/Von Glinow OB 5e 13 2010 The McGraw-Hill Companies, Inc. All rights reserved
MBTI at Southwest Airlines
Southwest Airlines uses the
Myers-Briggs Type Indicator to
help staff understand and
respect co-workers different
personalities and thinking styles.
You can walk by and see
someone's [MBTI type] posted
up in their cube, says Elizabeth
Bryant, Southwests leadership
development director (shown
here).

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

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Myers-Briggs Type Indicator (MBTI)
Extroversion versus introversion
similar to five-factor dimension
Sensing versus intuition
collecting information through senses versus
through intuition, inspiration or subjective sources
Thinking versus feeling
processing and evaluating information
using rational logic versus personal values
Judging versus perceiving
orient themselves to the outer world
order and structure or flexibility and spontaneity

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Feeling Valued at Johnson & Johnson

Johnson & Johnson is one of the most

respected employers because it recognizes
the value of supporting each employees self-
concept

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Self-Concept Defined

An individuals self-beliefs and self-evaluations

Who am I? and How do I feel about myself?
Guides individual decisions and behavior

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Three Cs of Self-Concept
Complexity
People have multiple self-concepts
Consistency
Improved wellbeing when multiple self-concepts
require similar personality traits and values
Clarity
Clearly and confidently described, internally
consistent, and stable across time.
Self-concept clarity requires self-concept
consistency

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Four Selves of Self-Concept
Self-enhancement
Promoting and protecting our positive self-view
Self-verification
Affirming our existing self-concept (good and bad
elements)
Self-evaluation
Evaluating ourselves through self-esteem, self-
efficacy, and locus of control
Social self
Defining ourselves in terms of group membership

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Self-Concept: Self-Enhancement

Drive to promote/protect a positive self-view

competent, attractive, lucky, ethical, valued
Strongest in common/important situations
Positive self-concept outcomes:
better personal adjustment and mental/physical
health
inflates personal causation and probability of
success

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Self-Concept: Self-Verification
Motivation to verify/maintain our existing self-
concept
Stabilizes our self-concept
People prefer feedback consistent with their
self-concept
Self-verification outcomes:
We ignore or reject info inconsistent with self-
concept
We interact more with those who affirm/reflect self-
concept

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Self-Concept: Self-Evaluation
Defined mainly by three dimensions:
Self-esteem
High self-esteem -- less influenced, more
persistent/logical
Self-efficacy
Belief in ones ability, motivation, role perceptions, and
situation to complete a task successfully
General vs. task-specific self-efficacy
Locus of control
General belief about personal control over life events
Higher self-evaluation with internal locus of control

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 Self-Concept: Social Self
Social identity -- defining ourselves in terms of
groups to which we belong or have an emotional
attachment
We identify with groups that have high status -- aids
self-enhancement
Contrasting Groups

IBM Employee
Employees at
other firms

Live in An individuals People living in

U.S.A. social identity other countries

Graduates of other
University of Dallas schools
Graduate
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Values in the Workplace
Stable, evaluative beliefs that guide our
preferences
Define right or wrong, good or bad
Value system -- hierarchy of values

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Schwartzs Values Model

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Schwartzs 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

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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:
Mindful of our values
Have logical reasons to apply values in that
situation
Situation does not interfere

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Values Congruence

Where two or more entities have similar

value systems
Problems with incongruence
Incompatible decisions
Lower satisfaction/loyalty
Higher stress and turnover
Benefits of incongruence
Better decision making (diverse perspectives)
Avoids corporate cults

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Values Across Cultures: Individualism
and Collectivism
Degree that people value duty to their group
(collectivism) versus independence and
person uniqueness (individualism)
Previously considered opposites, but
unrelated -- i.e. possible to value high
individualism and high collectivism

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Individualism
High Individualism
The degree to which people
U.S.
value personal freedom,
Italy self-sufficiency, control over
India
themselves, being
appreciated for unique
Denmark qualities

Taiwan

Low Individualism
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Collectivism
High Collectivism
The degree to which people
value their group
Italy membership and
Taiwan
harmonious relationships
within the group
India

Denmark

U.S.

Low Collectivism
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 Power Distance
High Power Distance High power distance
Malaysia Value obedience to authority
Venezuela Comfortable receiving
commands from superiors
Prefer formal rules and authority
Japan to resolve conflicts
Low power distance
U.S. Expect relatively equal power
sharing
Denmark
Israel
View relationship with boss as
interdependence, not
Low Power Distance dependence
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 Uncertainty Avoidance
High U. A.
High uncertainty avoidance
Greece
Japan feel threatened by ambiguity
and uncertainty
Italy value structured situations and
direct communication

U.S. Low uncertainty avoidance

tolerate ambiguity and
uncertainty
Singapore

Low U. A.
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Achievement-Nurturing
Achievement
High achievement
Japan
orientation
assertiveness
China competitiveness
U.S. materialism

France High nurturing orientation

Chile relationships
others well-being
Sweden

Nurturing
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Three Ethical Principles

Greatest good for the greatest number

Utilitarianism of people

Individual Fundamental entitlements

Rights in society

Distributive People who are similar should receive

Justice similar benefits

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 An Alternative Set of Principles

Egoist if it benefits me

Utilitarian the greatest net

good

Absolutist right and wrong

stand apart from human
judgment

McShane/Von Glinow OB 5e 37 2010 The McGraw-Hill Companies, Inc. All rights reserved
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

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Supporting Ethical Behavior

Ethical code of conduct

Ethics training

Ethics hotlines

Ethical leadership and culture

 Individual Behavior,
Personality, and
Values

McGraw-Hill/Irwin
McShane/Von Glinow OB 5e Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved. 2-40