ob (organizational beaviour)

What Is Personality?Kepribadian adalah organisasi dinamis dalm sistem psikofisiologis individu yang menentukan caranya untuk menyesuaikan diri secara unik terhadap lingkungannya GORDON ALLPORTKeseluruhan cara dimana seorang individu bereaksi dan berinteraksi dengan individu lain, sifatnya yang bisa diukur yang ditunjukkan oleh seseorang.

Measuring PersonalityMembantu dalam masalah perekrutanMetode umumnya self-report surveyObserver ratings survey yang meenjadi prediksi yang baik

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

Personality DeterminantsHeredityFaktor genetis seorang individu, seperti tinggi fisik, bentuk wajah, gender, refleks, tingkat energi, dan irama biologisPendekatan keturunan berpendapat bahwa kepribadian bersumber dari genPenelitian terhadap anak kembat: yang dibesarkan secara terpisah tetapi mempunyai kepribadian yang sama



Personality TraitsKarakteristik abadi dapat mendeskripsikan perilaku seorang individuSemakin konsisten dan sering munculnya karakteristik tersebut dalam berbagai situasi, maka akan semakin mendeskripsikan karakteristik seorang individu.Dua upaya yang digunakan untuk mengidentifikasi sifat-sifat utama:Myers-Briggs Type Indicator (MBTI)Big Five Model Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


The Myers Briggs Type IndicatorUpaya ini sering digunakan, dengan menggunakan tes kepribadian yang menggunakan empat karakteritik utama dan mengklasifikasikan individ ke dalam salah satu dari 16 tipe kepribadian Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*Flexible and SpontaneousSociable and AssertiveQuiet and ShyUnconsciousProcessesUses Values & EmotionsPractical andOrderlyUse Reasonand LogicWant Order& Structure


The Types and Their UsesEach of the sixteen possible combinations has a name, for instance: Visionaries (INTJ) original, stubborn, and drivenOrganizers (ESTJ) realistic, logical, analytical, and businesslikeConceptualizer (ENTP) entrepreneurial, innovative, individualistic, and resourcefulResearch results on validity mixedMBTI is a good tool for self-awareness and counseling.Sebaiknya tidak digunakan sebagai tes seleksi untuk calon karyawan. Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


How Do the Big Five Traits Predict Behavior?Penelitian menunjukkan kerangka kerja ini yang paling terbaik dibandingkan dengan MBTI.Certain traits have been shown to strongly relate to higher job performance:Highly conscientious people develop more job knowledge, exert greater effort, and have better performance.Implikasi lain dari Big Five Model terhadap pekerjaan dan kehidupan:Emotional stability is related to job satisfaction.Extroverts tend to be happier in their jobs and have good social skills.Open people are more creative and can be good leaders.Agreeable people are good in social settings. Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Other Personality Traits Relevant to OBCore Self-EvaluationPandangan tentang menyukai atau tidak menyukai diri mereka sendiriEvaluasi inti diri yang positif dapat dapat meningkatkan kinerja pekerjaan.MachiavellianismPragmatis, mempertahankan jarak emosional,dan lebih mementingkan hasil daripada prosesnyaMach yang tinggi lebih banyak manipulasi dan memperoleh kemenangan, tetapidapat diredam ketika:Berinteraksi secara langsung dengan individu lainBekerja dengan sedikit peratturanKeterlibatan emosiNarcissismArogan dan hanya mementingkan diri sendiriIndivid narsis ini kurang efektif dalam pekerjaan5-*

Self-MonitoringKemampuan sindividu untuk menyesuaikan perilakunya dengan faktor-faktor situasional yang eksternal.Individu dengan tingkat pemantauan yang tinggi akan lebih berhasil menduduki posisi manajer.

Risk TakingKeberanian dalam mengambil kesempatan.May be best to align propensities with job requirements.Risk takers make faster decisions with less information.More Relevant Personality Traits Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Even More Relevant Personality Traits Type A PersonalityAgresif dalam perjuangan terus menerus untuk mencapai lebih banyak dengan waktu yang sedikit dan melawan upaya yang menentang dari orang lain:Impatient: always moving, walking, and eating rapidlyStrive to think or do two or more things at onceCannot cope with leisure timeObsessed with achievement numbers Prized in North America but quality of the work is lowType B people are the complete oppositeProactive PersonalityMengidentifikasi kesempatan, menunjukakan inisiatif mengambil tindakan, tekun dalam menyelesaikan pekerjaanMembuat perubahan yang positif pada lingkungan Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


ValuesBasic convictions on how to conduct yourself or how to live your life that is personally or socially preferable How To live life properly.

Attributes of Values:Content Attribute that the mode of conduct or end-state is importantIntensity Attribute just how important that content isValue SystemA persons values rank ordered by intensityTends to be relatively constant and consistent Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Importance of ValuesProvide understanding of the attitudes, motivation, and behaviorsInfluence our perception of the world around usRepresent interpretations of right and wrongImply that some behaviors or outcomes are preferred over others



Classifying Values Rokeach Value SurveyTerminal ValuesDesirable end-states of existence; the goals that a person would like to achieve during his or her lifetimeInstrumental ValuesPreferable modes of behavior or means of achieving ones terminal valuesPeople in same occupations or categories tend to hold similar valuesBut values vary between groupsValue differences make it difficult for groups to negotiate and may create conflict Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Value Differences Between Groups Copyright 2011 Pearson Education, Inc. publishing as Prentice HallSource: Based on W. C. Frederick and J. Weber, The Values of Corporate Managers and Their Critics: An Empirical Description and Normative Implications, in W. C. Frederick and L. E. Preston (eds.) Business Ethics: Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp. 12344.E X H I B I T 5-45-*


Generational Values Copyright 2011 Pearson Education, Inc. publishing as Prentice HallE X H I B I T 5-5 5-*

CohortEntered WorkforceApproximate Current AgeDominant Work ValuesVeterans1950-196465+Hard working, conservative, conforming; loyalty to the organizationBoomers1965-198540-60sSuccess, achievement, ambition, dislike of authority; loyalty to careerXers1985-200020-40sWork/life balance, team-oriented, dislike of rules; loyalty to relationshipsNexters2000-PresentUnder 30Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships


Linking Personality and Values to the WorkplaceManagers are less interested in someones ability to do a specific job than in that persons flexibility.Person-Job Fit:John Hollands Personality-Job Fit TheoryEnam tipe kepribadianVocational Preference Inventory (VPI)Key Points of the Model:Adanya perbedaan kepribadian intrinsik setiap individueAdanya perbedaan tipe pekerjaanIndivdu pekerjaan yang kongruen dengan kepribadian mereka harus lebih puas dan mendapatkan omset lebihb rendah Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Relationships Among Personality Types Copyright 2011 Pearson Education, Inc. publishing as Prentice HallThe closer the occupational fields, the more compatible.The further apart the fields, the more dissimilar.E X H I B I T 5-7 Need to match personality type with occupation.5-*


Still Linking Personality to the WorkplaceIn addition to matching the individuals personality to the job, managers are also concerned with:Person-Organization Fit:The employees personality must fit with the organizational culture.People are attracted to organizations that match their values.Those who match are most likely to be selected.Mismatches will result in turnover.Can use the Big Five personality types to match to the organizational culture. Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Global ImplicationsPersonalityDo frameworks like Big Five transfer across cultures?Yes, but the frequency of type in the culture may vary.Better in individualistic than collectivist cultures.ValuesValues differ across cultures.Hofstedes Framework for assessing culture five value dimensions:Power DistanceIndividualism vs. CollectivismMasculinity vs. FemininityUncertainty AvoidanceLong-term vs. Short-term Orientation Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Hofstedes Framework: Power DistanceThe extent to which a society accepts that power in institutions and organizations is distributed unequally.

Copyright 2011 Pearson Education, Inc. publishing as Prentice HallLow distanceRelatively equal power between those with status/wealth and those without status/wealthHigh distanceExtremely unequal power distribution between those with status/wealth and those without status/wealth

5-*


Hofstedes Framework: IndividualismIndividualismThe degree to which people prefer to act as individuals rather than as member of groupsCollectivismA tight social framework in which people expect others in groups of which they are a part to look after them and protect them

Versus Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Hofstedes Framework: MasculinityMasculinityThe extent to which the society values work roles of achievement, power, and control, and where assertiveness and materialism are also valuedFemininityThe extent to which there is little differentiation between roles for men and women

Versus Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Hofstedes Framework: Uncertainty AvoidanceThe extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them

Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHigh Uncertainty Avoidance: Society does not like ambiguous situations and tries to avoid them. Low Uncertainty Avoidance: Society does not mind ambiguous situations and embraces them. 5-*


Long-term OrientationA national culture attribute that emphasizes the future, thrift, and persistenceShort-term OrientationA national culture attribute that emphasizes the present and the here and now

Hofstedes Framework: Time Orientation Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


Hofstedes Framework: An AssessmentThere are regional differences within countriesThe original data is old and based on only one companyHofstede had to make many judgment calls while doing the researchSome results dont match what is believed to be true about given countriesDespite these problems it remains a very popular framework Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall5-*


GLOBE Framework for Assessing Cultures

Global Leadership and Organizational Behavior Effectiveness (GLOBE) research programNine dimensions of national culture

Similar to Hofstedes framework with these additional dimensions:Humane Orientation: how much society rewards people for being altruistic, generous, and kindPerformance Orientation: how much society encourages and rewards performance improvement and excellence



Summary and Managerial Implications

PersonalityScreen for the Big Five trait of conscientiousness Take into account the situational factors as wellMBTI can help with training and development

ValuesOften explain attitudes, behaviors, and perceptionsHigher performance and satisfaction achieved when the individuals values match those of the organization



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 looked at twins who were raised apart but still had similar personalities. Personalities can, however, change over time.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.Even though personalities do change overtime, there are enduring characteristics that describe an individuals behavior. If we see a trait consistently surface in different situations, this trait is important in describing the individual.

Some methods used to describe personality are the Myers-Briggs Type Indicator, the MBTI. The Big Five Model is another framework used to describe personality. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.The MBTI is the most widely used personality instrument worldwide. Participants are classified within four scales to determine 1 of 16 possible personality types. These types are broken down into four dichotomies. The first is extroverts who tend to be sociable and assertive verses introverts who tend to be quiet and shy. The second dichotomy is sensing and intuitive. Sensors are practical and orderly where intuits utilize unconscious processes. The third dichotomy is thinking and feeling. Thinking focuses on using reason and logic where feeling utilizes values and emotions. The final dichotomy is judging and perceiving. Judgers want order and structure whereas perceivers are more flexible and spontaneous.

(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.The tool categorizes the individual into one of the four dichotomies, such as INTJ. There are 16 possible combinations and each helps the individual to better understand themselves. The tool is helpful, but should not be used for selection as the results on validity are mixed. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.The Big Five 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 Big Five factors are: Extroversion, Agreeableness, Conscientiousness, Emotional Stability and Openness to Experience. There is a lot of research that supports the Big Five model and it has been shown to predict behavior at work. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.There are certain traits that have been shown by extensive research to be strongly related to higher job performance. Conscientiousness has been shown as an effective predictor of better performance based on more extensive job knowledge and the willingness to exert greater effort.

In addition, the other five traits have implications for work. Emotional stability is related to job satisfaction and agreeable people are better in social-related jobs such as sales and customer service.

(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.There are additional personality traits relevant to organizational behavior. Core self-evaluation is the degree to which people like/dislike themselves. Positive self-evaluation leads to higher job performance. Machiavellianism describes a person who tends to be emotionally distant and believes that the ends justify the means. They tend to have a competitive drive and a need to win. They can be very persuasive in situations where there is direct interaction with minimal rules and people are distracted by emotions. Narcissism is a trait that often hinders job effectiveness. It describes a person who requires excessive admiration and has a strong sense of entitlement.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.Self-monitoring is another personality trait that is linked to job performance. It is the ability to adjust behavior to meet situational factors. High monitors are more likely to become leaders in the workplace. Risk taking assesses the willingness to take chances. This is important in certain job situations, but not in all. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.Type A personalities are defined as those who need to achieve more and more. They are always moving, striving to multitask and dont do well with leisure time. This is something that has been valued in North America, but it is not always a positive as quality of work can be low. Type B personalities operate at a slower pace, find time for leisure and are the opposite of all type A characteristics.

Proactive personalities are those that identify opportunities, take initiative, and persevere to completion in all they do. This is a positive in work environments.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.Values represent basic convictions that make judgments about what is the best mode of conduct or end-state of existence. There are two attributes of values. There is a content component that looks at the level of importance of the mode of conduct or end-state and the intensity component that looks at how important that content is.

A persons value system ranks values by their intensity. This tends to be relatively constant over time. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.Values are very important because they provide an understanding of attitudes, motivation, and behaviors. Values play a role in how we perceive the world around us and how we interpret right and wrong. Values imply that some behaviors are preferred over others based on how/what we value.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.The Rokeach Value Survey was created by Milton Rokeach. It consists of two sets of values, terminal values and instrumental values. Terminal values describe the desired values/goals a person would like to keep/achieve through their lifetime. Instrumental values are the preferred modes of behavior or means of achieving ones terminal values. Values vary between groups and can cause trouble when group members hold different values and negotiation is needed.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.This table shows some differences between different employment groups as there are often similarities between job categories.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.The workplace is made up of a number different generations of workers, more so than ever before seen in history. These workers bring with them different sets of values and corresponding work behaviors. For example, veterans tend to be conservative and conform to standards whereas nexters tend to be self-reliant but still team oriented.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.Personality and value studies are important to the field of organizational behavior because they have been linked to workplace outcomes. The person-job fit theory developed by John Holland has been critical to thinking about how people fit with a specific job. 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. Given that there are a number of different jobs it is logical that people in jobs congruent with their personalities would be more satisfied in their work.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.When the personality is matched with the type of occupation, then there are stronger positive work outcomes. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.This idea can be further linked to the workplace by looking at person-organization fit. The employees personality needs to fit with the organizational culture. When employees find organizations that match their values, they are more likely to be selected and correspondingly be more satisfied with their work. The big five personality types are often helpful in matching the individuals with organizational culture.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.There are global implications to personality and values in the workplace. Frameworks such as the big five and MBTI are transferable across cultures; in fact, the MBTI has been used worldwide. However, the applicability is higher in some cultures than others. Values, on the other hand, differ to a great degree across cultures.

Geert Hofstede developed a framework for assessing culture. He breaks up his framework of understanding into five value dimensions: power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long-term vs. short-term orientation. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.Power distance is the extent to which a society accepts that power in institutions and organizations is distributed unequally. Low distance is when there is relatively equal power between those with status/wealth and those without. Higher distance is when there is a lot of unequal power distribution between groups. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.The second component in Hofstedes framework is individualism vs. collectivism. Individualism is the degree to which people prefer to act on their own rather than in a group. Collectivism is the idea that people operate within a social framework where they help others out and they expect help when they need it.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.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.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.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. Lower uncertainty avoidance cultures do not mind ambiguity. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.The final component is time orientation. Long-term orientation societies will emphasize the future and what it takes to get to the future they desire, thrift and persistence. Short-term orientation societies will emphasize the here and now.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.This framework shows that there are differences in values between cultures and this encouraged research in the area of cultural differences. However, the original data was limited in scope and many judgment calls were made in the conclusions. Even though there are some variances between common perception of cultures and the research, this framework remains extremely popular and is used widely.(c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.The GLOBE framework takes a look at nine dimensions of national culture. It is similar to Hofstedes model but adds the humane and performance orientations. The humane orientation looks at how much society rewards people for being altruistic and kind where the performance orientation looks at how much society encourages and rewards good work. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.Personality and values are very important to the workplace and play a solid role in predicting behavior. There are some good frameworks and models that can aid us in applying these theories and assist managers in being better predictors of workplace behavior. (c) 2008 Prentice-Hall, All rights reserved.*(c) 2008 Prentice-Hall, All rights reserved.

ob (organizational beaviour)

Documents