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Organizational
Citizenship
• Performance beyond the required job duties
Task
Performance
• Goal-directed behaviors under
person’s control
moreTypes of Behavior in Organizations
• Attending work at required times
• Attracting & retaining employees
Types of Behavior in Organizations
Counterproductive
Work Behaviors
Maintaining Work
Attendance
Joining/staying
with the
Organization
• Voluntary behavior that potentially harms the organization
Attraction-Selection-Attrition (ASA) Framework
of employee personalities = organizational personality
Individuals with similar personalities tend to be attracted to an organization (attraction) and hired by it (selection) and individuals with other types of personalities tend to leave the organization (attrition)
Attraction-Selection-Attrition (ASA) Framework
Example
A- talkative
B- shy
C- talkative
D- talkative
Attraction-Selection-Attrition (ASA) Framework
ExampleA- talkativeB- shyC- talkativeD- talkative
Company YTalkative stay,
shy resign
‘typical personality’ for Company Y- talkative people
Implication- only hire talkative people & only talkative
people will apply for the job
Defining Personality
Represents the overall profile, or
combination or characteristics,
that captures the unique nature of
a person as that person reacts and
interacts with others.
Why it is important?
Enables greater understanding of individual behaviour and interpersonal relationship
Increase self-awareness
Helps in creation of effective teams
Link to work performance and work success.
Big Five Personality Dimensions (OCEAN)
Outgoing, talkative, sociable,
assertive
Sensitive, flexible, creative,
curious
Careful, dependable, self-
discipline
Courteous, caring, good-natured,
empathic
Anxious, hostile, depressed
Extroversion
Openness to Experience
Conscientiousness
Agreeableness
Neuroticism
Openness to Experience
Personality trait that captures the extent to which an individual is
High Low
• Sensitive
• Flexible
• Creative
• Curious
• Original
• Willing to take risks
• Has broad interests
• Important to entrepreneur
• More resist to change
• Less open to new ideas
• More fixed in their ways
Conscientiousness
Personality trait that describes the extent to which an individual is careful, scrupulous, and persevering
High Low
•Careful
•Dependable
•Self-disciplined
•Organized
•Careless
•Less thorough
•More disorganized
•Irresponsible
•Lack direction and
discipline.
Extraversion (Positive Affectivity)
Personality trait that predisposes individuals to experience positive emotional states and feel good about themselves and the world around them
Extraverts Introverts
•Outgoing
•Talkative
•Sociable
•Assertive
•High
•Affectionate, friendly
•Quiet
•Shy
•Cautious
•Less likely to experience
(+)ve emotional states
•Few social interaction
Agreeableness
Personality trait that captures the distinction between individuals who get along well with other people and those who do not
High Low
•Courteous
•Caring
•Good-natured
•Empathic
•Tend to be good team
players
•Likable and affectionate
•Uncooperative
•Short-tempered
•Irritable
•Antagonistic, mistrustful,
unsympathetic
•Suitable job- bill collector
Neuroticism (Negative Affectivity)
Personality trait that reflects people’s tendency to experience negative emotional states, feel distressed, and generally view themselves and the world around them negatively
High Low
• Anxious
• Hostile
• Depressed
• (-)ve emotions
• Stress
• View things negatively
• Poised
• Secure
• (+)ve emotions
• Less likely to feel
stress/Calm
• View things positively
Myers-Briggs Type Indicator
Extroversion Introversionvs.
Sensing Intuitionvs.
Thinking Feelingvs.
Judging Perceivingvs.
Myers-Briggs Type Indicator
Sensing Intuitionvs.
•Use organized structure to
acquire factual and
preferably quantitative details
•Collect information
nonsystematically
•Rely more on subjective
evidence, intuition &
sheer inspiration
•Capable to synthesize
large amount of info to
form quick conclusion
Myers-Briggs Type Indicator
Thinking Feelingvs.
•Rely on rational cause-
logic & systematic data
•Weigh evidence
objectively & unemotionally
•Consider how their
choices affect others
•Weigh options against
personal values more
than rational logic
Myers-Briggs Type Indicator
Judging Perceivingvs.
•Enjoy the control of
decision making
•Want to resolve problems
quickly
•More flexible
•Like spontaneously
adapt to events as they
unfold
•Want to keep options
open
Locus of Control and Self-Monitoring
Locus of control◦ Internals believe in their effort and ability
◦ Externals believe events are mainly due to external causes
Self-monitoring personality◦ Sensitivity to situational cues, and ability to adapt your behavior to that situation
Self-Esteem
Self-esteem is the extent to which people have pride in themselves and their capabilities.
High Low
•Feel capable,
confident, and
worthy.
•Have questionable
self-worth, doubt, and
apprehension about
their ability to succeed.
Type A vs. Type B Personality
Type A individuals have an intense desire to achieve, are extremely competitive, have a sense of urgency, are impatient, and can be hostile
Type B individuals are more relaxed and easygoing
Doesn’t mean Type A is better than Type B
McClelland’s Learned Needs
Managers should have a high need for achievement
and power.
Need for
Achievement
Need for
Affiliation
Need for
Power
desire to
perform
challenging
tasks well and
to meet their
own personal
standards for
excellence
concerned about
establishing and
maintaining good
relations with
other people
strong desire to exert
emotional and behavioral
control or influence over
others
Holland’s Occupational Choice Theory
Career success depends on fit between the person and work environment
Holland identifies six “themes”
◦ Represent work environment and personality traits/interests
A person aligned mainly with one theme is highly differentiated
A person has high consistency when preferences relate to adjacent themes
Values in the Workplace
Stable, evaluative beliefs that guide our preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
Espoused vs. enacted values:◦ Espoused -- the values we say we use and
often think we use
◦ Enacted -- values we actually rely on to guide our decisions and actions
Schwartz’s Values Model
Conservation
Self-enhancement
Self-transcendence
Openness
to Change
Values and Behavior
Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs
Decisions and behaviors linked to values when:
1. Mindful of our values
2. Have logical reasons to apply values in that situation
3. Situation does not interfere
Values Congruence at Coles
More than 2,300 Coles
employees across all
levels participated in 203
focus groups around the
country. Their objective:
to identify a set of values
for Australia’s second
largest retailer that
would be congruent with
their personal values.Armen Dueschian/Newspix
Integrity -- Respect/recognition -- Passion for excellence -- Working together
Values Congruence
Values congruence -- where two or more entities have similar value systems
Problems with incongruence◦ Incompatible decisions
◦ Lower satisfaction and commitment
◦ Increased stress and turnover
Benefits of (some) incongruence◦ Better decision making
(diverse values)
◦ Enhanced problem definition
◦ Prevents “corporate cults”Armen Dueschian/Newspix
Individualism- Collectivism
Peru
Chile
Italy
Nigeria
India
United States
Japan
Egypt
Korea
France
PR China
Portugal
Mexico
Hong Kong
Taiwan
Colle
ctivis
mHigh
Low
Individualism HighLow
Australia
Hungary
NewZealandSingapore
Power Distance
The degree that
people accept an
unequal distribution
of power in societyJapan
Israel
Denmark
Venezuela
High Power Distance
Malaysia
Low Power Distance
U.S.
Uncertainty Avoidance
High U. A.
Low U. A.
Japan
Greece
U.S.
The degree that people
tolerate ambiguity (low) or
feel threatened by
ambiguity and uncertainty
(high uncertainty
avoidance).
Italy
Singapore
Achievement-NurturingAchievement
Nurturing
Japan
U.S.
Sweden
The degree that people
value assertiveness,
competitiveness, and
materialism (achievement)
versus relationships and
well-being of others
(nurturing)
China
Chile
France
Japan
Netherlands
Philippines
Long-Term Orientation
Short-Term Orientation
China
The degree that people value
thrift, savings, and
persistence (long-term)
versus past and present
issues, respect for tradition
and fulfilling social
obligations (short-term).
Long/Short-Term Orientation
U.S.
Utilitarianism
Individual
Rights
Greatest good for the greatest number of people
Fundamental entitlementsin society
Distributive
Justice
People who are similar should receive similar benefits
Three Ethical Principles
Influences on Ethical Conduct
Moral intensity◦ degree that issue demands ethical principles
Ethical sensitivity◦ ability to recognize the presence and determine the relative importance of an ethical issue
Situational influences◦ competitive pressures and other conditions affect ethical behavior
Supporting Ethics at Adolph Coors
Long before it was a
priority at other firms,
Adolph Coors
developed training
programs and reward
systems that explicitly
strengthen ethical
conduct.
Supporting Ethical Behavior
Ethical code of conduct◦ Establishes standards of behavior
◦ Problem: Limited effect alone on ethical behavior
Ethics training◦ Awareness and clarification of ethics code
◦ Practice resolving ethical dilemmas
Ethics officers◦ Educate and counsel; hear about wrongdoing
Ethical leadership and culture◦ Demonstrate integrity and role model ethical
conduct
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