Reflect on what you learned in Module 02: Individual Differences (Personality and Values). In no less than 750 words, discuss values congruence in the context of an employee’s personal values versus the organization’s values. Explain how/why values congruence is relevant with respect to organizational versus professional values (i.e., values of a professional occupation, such as physician, accountant, pharmacist).
LEARNING OBJECTIVES
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Upon completion of this lecture/discussion, you will be able to: • Define behavior, personality, and values. • List and describe the four elements of the MARS Model.
• Identify and describe 5 types of individual behavior. • Describe the Schwartz Values Model. • Describe how personality and values affect individual behavior.
MARS MODEL OF INDIVIDUAL BEHAVIOR
Individual behavior and results (BAR)
Individual behavior and results (BAR)
Situational factors
Situational factors
Personality
Values
Self-concept
Perceptions
Emotions & attitudes
Stress
Personality
Values
Self-concept
Perceptions
Emotions & attitudes
Stress Role perceptions
Role perceptions
MotivationMotivation
AbilityAbility
TYPES OF INDIVIDUAL BEHAVIOR
Task Performance
Organizational Citizenship Behaviors (OCBs)
Counterproductive Work Behaviors
Joining and Staying in Organizations
Maintaining Work Attendance
PERSONALITY IN ORGANIZATIONS
Personality – relatively enduring patterns of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics.
• external traits • internal states
NATURE vs NURTURE OF PERSONALITY
Influenced by nature • Heredity explains about 50 percent of behavioral tendencies
Influenced by nurture • Socialization, learning
Personality stabilizes in young adulthood • Self-concept gets clearer, more stable with age • Executive function regulates behavior • But some traits change throughout life
FIVE-FACTOR PERSONALITY MODEL (CANOE)
conscientiousness agreeableness
neuroticism open to experience
extraversion
FIVE-FACTOR PERSONALITY AND INDIVIDUAL BEHAVIOR
JUNGIAN PERSONALITY THEORY
Swiss psychiatrist Carl Jung Model includes preferences for perceiving the environment and obtaining and processing information Myers-Briggs Type Indicator (MBTI)
• Measures Jungian types • Most widely used personality test in business • Good for self-awareness and other awareness • Poor predictor of performance, leadership, team development
JUNGIAN & MYERS-BRIGGS TYPES
VALUES IN THE WORKPLACE
Stable, evaluative beliefs that guide our preferences • Define right and wrong, good and bad: what we “ought” to do
• Direct our motivation, potentially decisions and behavior
Value system: hierarchy of values Compared with personality, values are:
• Evaluative (not descriptive) • May conflict strongly with each other • Affected more by nurture than nature
PERSONAL VALUES AND BEHAVIOR
How personal values influence decisions and behavior: 1. Affect the relative attractiveness of choices
2. Frame perceptions
3. Act consistently with self-concept and public image
Why personal values fail to influence decisions and behavior: • Situation—interferes with values-consistent behavior
• Awareness (salience)—relevance of values isn’t obvious • Values are abstract
• Routine behavior makes us less mindful of values consistency
VALUES CONGRUENCE
Similarity of a person’s values hierarchy to another source Importance of values congruence
• Team values congruence—higher team cohesion and performance
• Person–organization values congruence— higher job satisfaction, loyalty, and organizational citizenship, lower stress and turnover
VALUES ACROSS CULTURES
collectivism/individualism power distance
uncertainty avoidance achievement-nurturing
