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