Personality~Behaviors~Ethics
Success at Work:
MARS model
#1-Employee Motivation(internal push)
-internal forces that affect a person’s voluntary choice of behavior
-direction: you have choices
-intensity: how much effort
-persistence
#2-Employee Ability: Birth plus training
-natural aptitudes and learned capabilities required to successfully complete a task
-person: job matching-important
-selecting
-developing
-redesigning
#3-Role Perceptions: is the target clear?
-understanding what tasks to perform
-understanding relative importance of tasks
-understanding performed behaviors
#4-Situational Factors: Factors outside of the employee
-conditions beyond your immediate control that constrain or help behavior
-time
-people
-budget
-work facilities
-Defining Personality-who you are
-Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characters
-external traits_ observable behaviors
-internal states- thoughts, values, etc. inferred
Nature vs. Nurture of Personality
-influenced by Nature
-heredity explains about 50% of behavioral tendencies and 30% of temperament
-Influenced by Nurture
-Socialization, life experiences, learning affect personality
-personality
5-Factor Personality Model(CANOE)
-Conscientiousness: careful, dependable, self disciplined
-Agreeableness: courteous, caring
-Neuroticism: Anxious, hostile
-Openness to Experience: Sensitive, flexible, Creative
-Extroversion: Outgoing, talkative, assertive
Source of Theory-work of Carl Jung
Commonly measured by Myers-Briggs Type Indicator(MBTI)
-indentifies preferences for perceiving the environment and obtaining/processing information
-CSM offers Myers Briggs through Career Center
Values in the Workplace
-stable beliefs that guide our preferences
-define right or wrong, good or bad
-value system—hierarchy of values
-consider personal values vs. organizational values, vs. shared values(cultural)
Values Across Cultures: Geert Hofstede-Dutch(1928)
-1991 Cultures and Organizations- used in multinational businesses(IBM). Debated
4 Identifiable Areas:
-Individualism/Collectivism-behavior toward group
-Power Distance-acceptance of unequal power
-Uncertainly Avoidance-need for structure
-Masculine/Feminine-UK assertive tasks go to men, France values relationships, social links
Individualism: the degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities
-Collectivism: the degree to which people value their group membership and harmonious relationships within the group
Power Distance:
-High Power distance: value obedience to authority, a comfortable receiving commands from superiors, prefer formal rules and authority to resolve conflicts
-Low power distance: expect relatively equal power sharing, view relationship with boss as interdependence, not dependence
Uncertainty Avoidance
-High uncertainty avoidance
-feel threatened by ambiguity and uncertainty
-value
Achievement-Nurturing
-High achievement orientation
-assertiveness
-competitiveness
-materialism
-High nurturing orientation
-relationships
-others’ well-being
Ethics in Life or Work
-ethics are principles or values that determine whether actions are right or wrong and outcomes are good or bad
-social sectors may have different ethics(i.e. business ethics, medical ethics, etc.)
-ethics are different from legalities
Supporting Ethical Behavior at work
-code of conduct
-training
-hotlines
-ethical leadership and culture
