Chapter 2-Individual Behavior, Personality, & Values

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