Strategic Organizational Behavior

Page 1

Chapter 5 Personality, Attitudes, and Values

Michael A. Hitt C. Chet Miller Adrienne Colella Slides by R. Dennis Middlemist


Knowledge Objectives 1. 2.

3.

Define personality and explain the basic nature of personality traits. Describe the Big Five personality traits, with particular emphasis on the relationship with job performance, success on teams, and job satisfaction. Discuss specific cognitive and motivational concepts of personality, including locus of control and achievement motivation.


Knowledge Objectives 4. 5. 6.

Define intelligence and describe its role in the workplace. Define an attitude and describe how attitudes are formed and how they can be changed. Discuss the meaning of values.


Personality 

Personality –

A stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations   

Relatively enduring Major determinants of one’s behavior Influence one’s behavior across wide variety of situations


Determinants of Personality Development 

Heredity – – –

Study of identical twins Assessments of newborns Genes

Environment – – –

Social exposures Physiological forces Socioeconomic factors


Big Five Personality Traits Extraversion

Conscientiousness

Personality

Openness to experience

Agreeableness Emotional stability

Adapted from: Exhibit 5.1 The Big Five Personality Traits


Big Five Personality Traits 

Extraversion –

Conscientiousness –

Outgoing and derives energy from being around people Focuses on goals and works toward them in disciplined manner

Agreeableness –

Easygoing and tolerant


Big Five Personality Traits 

Emotional stability –

Easily copes with stressful situations or heavy demands

Openness to experience –

Seeks new experiences and thinks creatively about the future


Big Five and High-Involvement Management Exhibit 5-2

Competencies

The Big Five and High-Involvement Management

Description

Big Five Traits*

Patience in providing information and support when empowering others, but also the ability to confront individuals when there is a problem

E+ C+

For Managers Delegating to others

A-

ES+

O+

Developing others Interest in sharing information, ability to coach and train, and interest in helping others plan careers

E+ (C+) A++ ES+ (O+)

Motivating others

E++ C+

Ability to bring out the best in other people, desire to recognize contributions of others, and in general an interest in others

Adapted from Exhibit 6-3: Factors Affecting Goal Commitment

(A+) ES+


Big Five and High-Involvement Management Exhibit 5-2

Competencies

The Big Five and High-Involvement Management

Description

Big Five Traits*

Decision-making skills

Careful consideration of important inputs, little putting off of decisions, and no tendency to change mind repeatedly

E+ C++

A-

ES+

O+

Self-development

Use of all available resources for improvement, interest in feedback, and lack of defensiveness

E+ C++ A+

ES+

(O-)

Self-management

Little procrastination, effective time management, and a focus on targets

E+ C+

Teamwork

Willingness to subordinate personal E+ C+ interests for the team, ability to follow or lead depending on the needs of the team, and commitment to building team spirit

A++ ES+

O+

For Associates

Adapted from Exhibit 6-3: Factors Affecting Goal Commitment

(A-)


Cognitive and Motivational Properties of Personality 

Cognitive properties – –

Perceptual and thought processes Affect how one typically processes information

Motivational properties – –

Stable differences Energize and maintain overt behaviors


Cognitive and Motivational Properties of Personality Authoritarianism

Locus of control

Achievement motivation

Self-monitoring

Cognitive and Motivational Concepts

Approval motivation

Adapted from: Exhibit 5-3: Cognitive and Motivational Concepts of Personality


Cognitive Concepts 

Locus of control –

Tendency to attribute the cause or control of events to either  

– –

Oneself Factors in the external environment

Internals believe they can control what happens to them Externals believe what happens to them is more a matter of luck or fate, rather than their own behavior


Cognitive Concepts 

Authoritarianism –

Degree to which an individual believes in   

Conventional values Obedience to authority Legitimacy of power differences in society

People scoring high on authoritarianism may be effective leaders in jobs requiring managers to make most decisions and where there are many rules governing behavior


Cognitive Concepts 

Self-monitoring –

– –

Degree to which people attempt to present the image they think others want to see in the given situation High-self monitors want to be seen as others want them to be Low self monitors want to be seen as themselves, not as others want them to be


Motivational Concepts 

Approval motivation – –

Concerned about presenting one-self in a socially desirable way in evaluative situations Persons high in approval motivation tend to   

Be concerned about the approval of others Conform and “get along” Respond to personality tests in socially desirable ways (may fake their answers according to perceived desirability)


Motivational Concepts 

Achievement motivation – – – –

The need for achievement (n-Ach) Desire to perform in terms of a standard of excellence Desire to succeed in competitive situations Persons high in the need to achieve   

Set goals Accept responsibility for both success and failure Focus on task excellence rather than on power


Intelligence 

What is it? – – – – – – –

Number aptitude Verbal comprehension Perceptual speed Spatial visualization Deductive reasoning Inductive reasoning Memory

General mental ability used in complex information processing


Intelligence and Success Exhibit 5-4

Intelligence and Success

Job Military Jobs*

Effects of Intelligence Percentage of Success in Training Attributable to General Intelligence

Nuclear weapons specialist

77%

Air crew operations specialist

70%

Weather specialist

69%

Intelligence specialist

67%

Fireman

60%

Dental assistant

55%

Security police

54%

Vehicle maintenance

49%

General maintenance

28%

Adapted from Exhibit 5-4: Intelligence and Success


Intelligence and Success Exhibit 5-4

Intelligence and Success

Job Civilian Jobs**

Effects of Intelligence Degree to which General Intelligence Predicts Job Performance (0 to 1 scale)

Sales

.61

Technical assistant

.54

Manager

.53

Skilled trades and craft workers

.46

Protective professions workers

.42

Industrial workers

.37

Vehicle operator

.28

Sales clerk

.27

Adapted from Exhibit 5-4: Intelligence and Success


Attitudes 

Attitude –

Persistent tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea

Three important conclusions – – –

Attitudes are reasonable stable Attitudes are directed toward some person, object or idea An attitude toward an object or person relates to one’s behavior toward that object or person


Influence of Attitudes on Behavior Object, person, or idea Attitude toward object, person, or idea Behavior toward object, person, or idea Other influences on behavior toward object, person, or idea (situational forces, motivation, and so on) Adapted from Exhibit 5-5: Influence of Attitudes on Behavior


Components of Attitudes 

Essential elements of an attitude –

Cognitive 

Affective 

Facts we have gathered and considered about the object, person, or idea Feelings one has about the object or person

Behavioral 

Intention to act in certain ways toward the object of the attitude


Formation of Attitudes 

Ways in which attitudes may be formed – – –

Learning (experience and interaction with the object of the attitude) Self-perceptions (observations of one’s own behavior) Need for consistency (preference for one’s attitudes to be consistent with one another)


Formation of Consistent Attitudes Accounting

-

+ Dan

-

Dan’s new colleague

Formation of a consistent work attitude Exhibit 5-6 Formation of Consistent Attitudes


Important Workplace Attitudes 

Job satisfaction – –

High level of satisfaction is a positive attitude toward one’s job Low level of satisfaction is a negative attitude toward one’s job

Organizational commitment – –

Broad attitude toward the organization as a whole How strongly one identifies with and values being associated with the organization


Attitudes and Workplace Outcomes Attitudes and Outcomes in the Workplace

Attitude Job Satisfaction

Organizational Commitment

Workplace Outcomes Highly positive effect on intentions to stay in the job Modest effect on actually staying in the ob Modestly positive effect on regular attendance at work Positive effect on performance (may also be positively affected by performance) Moderately strong relationship with motivation Positive effects on intentions to stay in the job Modest effects on actually staying in the job and attending work regularly Significantly related to motivation Positive effects on job performance


Attitude Change 

Managers may change others’ attitudes by –

Persuasive communication    

Communicator Message Situation Target

Cognitive dissonance  

Introducing inconsistency in attitudes held by others People prefer consistency in their own attitudes


Values     

Abstract ideals related to proper life goals and methods for reaching those goals More general than attitudes Not related to specific objects or situations Abstract ideals May underlie groups of attitudes


Types of Values

• • • • • •

Means values

End values

(Behaviors one ought to use)

(Personal goals one ought to have)

Ambition and hard work Open-mindedness Cheerfulness Competence Cleanliness and others

• • • • • •

Prosperity Stimulating, active life Achievement World peace Harmony in nature and art and others


Types of Personal Values Exhibit 5-7

Types of Personal Values

End (Goal) Values Prosperity Stimulating, active life Achievement World peace Harmony in nature and art Equality Personal and family security Freedom Happiness

Means (Behavior) Values Ambition and hard work Open-mindedness Competence Cheerfulness Cleanliness Courageousness Forgiving nature Helpfulness Honesty

Adapted from Exhibit 5-6 Formation of Consistent Attitudes


Types of Personal Values Exhibit 5-7

Types of Personal Values

End (Goal) Values Inner peace Mature love National security Pleasure and enjoyment Religion and salvation Self-respect Social respect Friendship Wisdom

Means (Behavior) Values Imagination Independence and self-reliance Intelligence Rationality Affection and love Obedience and respect Courtesy Responsibility Self-discipline

Adapted from Exhibit 5-6 Formation of Consistent Attitudes


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