Individual Behavior, Personality, and Values: A Detailed Report

This report provides a comprehensive overview of individual behavior, personality, and values in an organizational context. It delves into the MARS model, exploring how motivation, ability, role perceptions, and situational factors influence individual behavior and results. The report examines personality traits using the Five-Factor Model (CANOE) and discusses common personality measures like the MBTI. It also addresses self-concept, including complexity, consistency, and clarity, and explores the 'four selves': self-enhancement, self-verification, self-evaluation, and the social self. Furthermore, it covers values in the workplace, including Schwartz's Values Model, values congruence, and values across cultures, such as individualism, collectivism, power distance, uncertainty avoidance, and achievement-nurturing orientations. Finally, the report discusses ethical principles, including utilitarianism, individual rights, and distributive justice, and examines influences on ethical conduct and ways to support ethical behavior within organizations.

Individual Behavio
Personality, and
Values
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

Values, Personality, and Self-Concept at
Hotels & Resorts
Fairmont Hotels & Resorts has
excelled as North America’s
largest luxury hotel operator by
hiring people such as Yasmeen
Youssef (shown here) with the
right values and personality
and then nurturing their self-
concept.
YasmeenYoussef
Fairmont Hotels & Resorts
2-2

MARS Model of Individual Beha
Individual
behavior and
results
Situational
factors
Values
Personality
Perceptions
Emotions
Attitudes
Stress Role
perceptions
Motivation
Ability
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The Basic Psychological Mod
McShane/Von Glinow OB 5e © 2010 The McGraw-Hill Companies, Inc. All rights rese4
Behavior = function (Person,
Environment)
Law of Effect = future behavior
is a function of it’s past
consequences

Employee Motivation
▪ Internal forces that affect a person’s
voluntary choice ofbehavior
• direction
• intensity
• persistence
R
BAR
S
M
A
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Employee Ability
▪ Natural aptitudes and learned capabilities
required to successfully complete a task
▪ Competencies −personal characteristics that
lead to superior performance
▪ Person −job matching
• selecting
• developing
• redesigning
R
BAR
S
M
A
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Role Perceptions
▪ Beliefs about what behavior is required to
achieve the desired results:
• understanding what tasks to perform
• understanding relative importance of tasks
• understanding preferred
behaviors to accomplish tasks
R
BAR
S
M
A
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Situational Factors
▪ Environmental conditions beyond the
individual’s short-term control that constrain
or facilitate behavior
• time
• people
• budget
• work facilities
R
BAR
S
M
A
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Defining Personality
▪ Relatively enduring pattern of thoughts,
emotions, and behaviors that characterize a
person, along with the psychological
processes behind those characteristics
• External traits – observable behaviors
• Internal states – thoughts, values, etc inferred from
behaviors
• Some variability, adjust to suit the situation
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Nature vs. Nurture of Personali
▪ Influenced by Nature
• Heredity explains about 50 percent of behavioral
tendencies and 30 percent of temperament
• Minnesota studies – twins had similar behaviour
patterns
▪ Influenced by Nurture
• Socialization, life experiences, learning also affect
personality
• Personality isn’t stable at birth
• Stabilizes throughout adolescence
• Executive function steers using our self-concept as
a guide
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Five-Factor Personality Model
(CANOE)
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
Conscientiousness
Agreeableness
Neuroticism
Openness to Experience
Extroversion
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Five-Factor Personality and
Organizational Behavior
▪ Conscientiousness and emotional stability
• Motivational components of personality
• Strongest personality predictors of performance
▪ Extroversion
• Linked to sales and mgt performance
• Related to social interaction and persuasion
▪ Agreeableness
• Effective in jobs requiring cooperation and helpfulness
▪ Openness to experience
• Linked to higher creativity and adaptability to change
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