Chapter 4 Personality Traits and Work Values After studying this chapter you should be able to: Define

e personality, describe how it is measured, and explain the factors that determine an individuals personality. Describe the Myers-Briggs Type ndicator personality framewor! and assess its strengths and wea!nesses. dentify the !ey traits in the Big "ive personality model and demonstrate how the traits predict behavior at wor!. dentify other personality traits that are relevant to #B. Define values, demonstrate the importance of values, and contrast terminal and instrumental values. dentify $ofstedes five value dimensions of national culture. Personality 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, such as shy, aggressive, submissive, lazy, ambitious, loyal and timid Personality is often defined by characteristics such as outgoing or charming. However, psychologists define personality as the growth and development of a persons whole psychological system. Measuring Personality elf!reports urveys

Most common Prone to error "bserver!ratings urveys #ndependent assessment May be more accurate There are two main ways to measure personality !! self!reports or observer!ratings. elf!reports are the most common and easiest to administer, but they are prone to error due to the fact that the individual is reporting all the data about themselves. "bserver!ratings are when an independent person will observe and monitor behavior and record it in the survey. These reports tend to more accurate but difficult to administer and more costly.

Personality Determinants Heredity is the most dominant factor Twin studies$ genetics more influential than parents %nvironmental factors do have some influence &ging influences levels of ability 'asic personality is constant

There are many determinants of personality including heredity, environmental factors and age. There has been a long standing debate about whether genetics or environment are more important in determining personality. They both play an important role. The heredity approach refers to factors determined at conception such as physical stature and gender. This has been reaffirmed by studies that have loo(ed at twins who were raised apart but still had similar personalities. However, there were differences observed leading to the idea the environmental factors can have some influence. &ge does influence the level of ability that an individual has even though it is widely held that the basic personality stays constant throughout the life of the individual. Measuring Personality Traits: Myers-Briggs Type Indicator Most widely used personality!assessment instrument in the world #ndividuals are classified as$ %xtroverted or #ntroverted )%*#+ ensing or #ntuitive ) *,+ Thin(ing or -eeling )T*-+ .udging or Perceiving ).*P+ /lassifications combined into 01 personality types )i.e. #,T. or % T.+ 2nrelated to 3ob performance The M'T# is the most widely used personality instrument world!wide. Participants are classified within four scales to determine 0 of 01 possible personality types. These types are bro(en down into four dichotomies. The first is extroverts who tend to be sociable and assertive verses introverts who tend to be 4uiet and shy. The second dichotomy is sensing and intuitive. ensors are practical and orderly where intuits utilize unconscious processes. The third dichotomy is thin(ing and feeling. Thin(ing focuses on using reason and logic where feeling utilizes values and emotions. The final dichotomy is 3udging and perceiving. .udgers want order and structure whereas perceivers are more flexible and spontaneous. These categories, while insightful, are not related to 3ob performance.

Measuring Personality Traits: The Big- i!e Model -ive Traits$ %xtraversion &greeableness /onscientiousness %motional tability "penness to %xperience trongly supported relationship to 3ob performance )especially /onscientiousness+

The 'ig -ive model of personality sets forth that there are five basic dimensions that underlie all others and encompass most of the significant variations in human personalities. The 'ig -ive factors are$ %xtroversion, &greeableness, /onscientiousness, %motional tability and "penness to %xperiences. There is a lot of research that supports the 'ig -ive model and it has been shown to predict behavior at wor(. "ther Personality Traits /ore elf!%valuation$ People with positive core self!evaluation li(e themselves and see themselves as capable and effective in the wor(place. Machiavellianism$ High machs tend to be pragmatic, emotionally distant and believe the ends 3ustify the means. ,arcissism$ & person with a grandiose view of self, re4uires excessive admiration, has a sense of self!entitlement and is arrogant. There are additional personality traits relevant to organizational behavior. /ore self!evaluation is the degree to which people li(e*disli(e themselves. Positive self!evaluation leads to higher 3ob performance. Machiavellianism describes a person who tends to be emotionally distant and believes that the ends 3ustify the means. They tend to have a competitive drive and a need to win. They can be very persuasive in situations where they is direct interaction with minimal rules and people are distracted by emotions. ,arcissism is a trait that often hinders 3ob effectiveness. #t describes a person who re4uires excessive admiration and has a strong sense of entitlement.

Ma#or Personality $ttri%utes In&luencing "B elf!monitoring &d3usts behavior to meet external, situational factors 5is( Ta(ing 6illingness to accept ris( Type & Personality /ompetitive, urgent 7 driven Proactive Personality #dentifies opportunities, shows initiative, ta(es action and perseveres elf!monitoring is another personality trait that is lin(ed to 3ob performance. #t is the ability to ad3ust behavior to meet situational factors. High monitors are more li(ely to become leaders in the wor(place. 5is( ta(ing refers to the willingness of the individual to ta(e chances. This 4uality affects how much time and information managers need to ma(e a decision. Type & personality refers to a person who tends to be aggressively involved in a chronic, incessant struggle to achieve more and more and in less time. Proactive personality are people who are able to identify opportunities and ta(e action to capitalize on that opportunity. They also have the ability to persevere through difficulties to meet their goals. Values 5epresent basic, enduring convictions that 8a specific mode of conduct or end!state of existence is personally or socially preferable to an opposite or converse mode of conduct or end!state of existence.8 9alues represent basic convictions that ma(e 3udgments about what is the best mode of conduct or end!state of existence.

Value 'ystems 5epresent a prioritizing of individual values by$ /ontent : importance to the individual #ntensity : relative importance with other values The hierarchy tends to be relatively stable 9alues are the foundation for attitudes, motivation, and behavior #nfluence perception and cloud ob3ectivity

9alue systems represent individual values and prioritizes them based on how important the particular value is to the individual and how intense their feelings are about that particularly value. The way individuals set up their values in order of importance is relatively stable over time and set the foundation for many wor( outcomes such as attitudes, motivation and behavior. #n addition, values are important in the wor(place because they can influence an individuals perception and cloud their ob3ectivity. (okeach Value 'ur!ey Terminal values refers to desirable end!states of existence ;oals that a person would li(e to achieve during his or her lifetime Instrumental !alues refers to preferable modes of behavior or means of achieving the terminal values The 5o(each 9alue urvey was created by Milton 5o(each. #t conshe 5o(each 9alue urvey was created by Milton 5o(each. #t consists of two sets ists of two sets of values, terminal values and instrumental values. Terminal values describe the desired values*goals a person would li(e to (eep*achieve through their lifetime. #nstrumental values are the preferred modes of behavior or means of achieving ones terminal values. 9alues vary between groups and can cause trouble when group members hold different values and negotiation is needed. )*amples o& Terminal Values & comfortable life )a prosperous life+

&n exciting life )stimulating, active life+ & sense of accomplishment )lasting contribution+ & world of peace )free of war and conflict+ & world of beauty )beauty of nature and the arts+ %4uality )brotherhood, e4ual opportunity for all+ -amily security )ta(ing care of loved ones+ -reedom )independence, free choice+ Happiness )contentedness+

There are many terminal values and this list is not exhaustive, but it represents some of the more widely accepted values to which people adhere. )*amples o& Instrumental Values &mbitious )hard wor(ing, aspiring+ 'road!minded )open!minded+ /apable )competent, efficient+ /heerful )lighthearted, 3oyful+ /lean )neat, tidy+ /ourageous )standing up for your beliefs+ -orgiving )willing to pardon others+ Helpful )wor(ing for the welfare of others+ Honest )sincere, truthful+

This list represents some examples of instrumental values and again, is not exhaustive, but should provide a loo( at some of the instrumental values people hold. Personality-+o% it: ,olland-s ,e*agon .ob satisfaction and turnover depend on congruency between personality and tas( -ields ad3acent are similar -ield opposite are dissimilar

9ocational Preference #nventory <uestionnaire Personality and value studies are important to the field of organizational behavior because they have been lin(ed to wor(place outcomes. The person!3ob fit theory

developed by .ohn Holland has been critical to thin(ing about how people fit with a specific 3ob. Holland classified people into six personality types utilizing a vocational preference inventory. Through the study of personality it has become clear that there are intrinsic differences in personality between people. ;iven that there are a number of different 3obs it is logical that people in 3obs congruent with their personalities would be more satisfied in their wor(. 6hen the personality is matched with the type of occupation then there are stronger positive wor( outcomes. Person-"rgani.ation it #t is more important that employees personalities fit with the organizational culture than with the characteristics of any specific 3ob. The fit predicts 3ob satisfaction, organizational commitment and turnover. This idea can be further lin(ed to the wor(place by loo(ing at person!organization fit. The employees personality needs to fit with the organizational culture. 6hen employees find organizations that match their values they are more li(ely to be selected and correspondingly be more satisfied with their wor(. The big five personality types are often helpful in matching the individuals with organizational culture. /lo%al Implications The 'ig -ive Model appears across a wide variety of cultures Primary differences based on factor emphasis and type of country 9alues differ across cultures Two framewor(s for assessing culture$ Hofstede ;="'%

There are global implications to personality and values in the wor(place. -ramewor(s such as the big five is transferable across cultures, in fact it has been used worldwide. However, the applicability is higher in some cultures than others. 9alues, on the other hand, differ to a great degree across cultures. ;eert Hofstede developed a framewor( for assessing culture. He brea(s up his framewor( of understanding into five value dimensions$ power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance and long!term vs. short!term orientation. The ;="'%, as discussed earlier, is also helpful in framing differences between cultures. ,o&stede-s rame0ork &or $ssessing Cultures

-ive factors$ Power >istance #ndividualism vs. /ollectivism Masculinity vs. -emininity 2ncertainty &voidance =ong!term vs. hort!term "rientation Power distance is the extent to which a society accepts that power in institutions and organizations is distributed une4ually. =ow!distance is when there is relatively e4ual power between those with status*wealth and those without. Higher distance is when there is a lot of une4ual power distribution between groups. The second component in Hofstedes framewor( is individualism vs. collectivism. #ndividualism is the degree to which people prefer to act on their own rather than in a group. /ollectivism is the idea that people operate within a social framewor( where they help others out and they expect help when they need it. Hofstede offers a third component in his model that distinguishes between masculinity and femininity. Masculinity is the extent to which the culture prefers achievement, power and control vs characteristics that are more feminine in nature. The fourth component is uncertainty avoidance. This is the extent to which a society is willing to live with uncertainty and ambiguity. High uncertainty avoidance cultures will try to avoid ambiguous situations as much as possible. =ower uncertainty avoidance cultures do not mind ambiguity. The final component is time orientation. =ong!term orientation societies will emphasize the future and what it ta(es to get to the future they desire, thrift and persistence. hort!term orientation societies will emphasize the here and now. /1"B)2 rame0ork &or $ssessing Cultures "ngoing study with nine factors$ &ssertiveness -uture orientation ;ender differentiation 2ncertainty avoidance Power distance #ndividualism* collectivism #n!group collectivism Performance orientation Humane orientation

The ;="'% framewor( ta(es a loo( at nine dimensions of national culture. #t is similar to Hofstedes model but adds the humane and performance orientations. The humane orientation loo(s at how much society rewards people for being altruistic and (ind where the performance orientation loo(s at how much society encourages

and rewards good wor(.

Implications &or Managers Personality$ %valuate the 3ob, group, and organization to determine the best fit 'ig -ive is best to use for selection M'T# for development and training 9alues$ trongly influence attitudes, behaviors, and perceptions Match the individual values to organizational culture Personality and values are very important to the wor(place and play a solid role in predicting behavior. There are some good framewor(s and models that can aid us in applying these theories and assist managers in being better predictors of wor(place behavior. 3eep in Mind4 Personality The sum total of ways in which individual reacts to, and interacts with others %asily measured 'ig -ive Personality Traits 5elated to many "' criteria May be very useful in predicting behavior 9alues 9ary between and within cultures ?eep in mind as a manager that personality impacts the way an individual interacts with others, and it is fairly easy to measure to gain insight into the wor(er. The 'ig five personality traits are somewhat universal and are very useful in predicting behavior. 9alues are important to understand as they influence how wor(ers will behave as

well. They, however, vary significantly across cultures so it is important to understand the culture in which you are in.