Individual Behaviour, Personality and Values

Transcription

1 Individual Behaviour, Personality and Values Session 2 1 Values, Personality, and Self-Concept at Johnson & Johnson Johnson & Johnson relies on sound values to guide decisions. It also recognises that employees have personal values, personalities and self-concepts that require dignity, nurturing and recognition. 2 MARS Model of Individual Behaviour Values Personality Perceptions Emotions Attitudes Stress Motivation Ability Role perceptions Situational factors Individual behaviour and results 3 1

2 Employee Motivation Internal forces that affect a person s voluntary choice of behaviour: direction intensity persistence M S A BAR R 4 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 M A R S BAR 5 Role Perceptions Beliefs about what behaviour is required to achieve the desired results: understanding what tasks to perform understanding relative importance of tasks understanding preferred behaviours to accomplish tasks M S A BAR R 6 2

3 Situational Factors Environmental conditions beyond the individual s short-term control that constrain or facilitate behaviour time people budget work facilities M S A BAR R 7 Defining Personality Relatively enduring pattern of thoughts, emotions, and behaviours that characterise a person, along with the psychological processes behind those characteristics External traits observable behaviours Internal states thoughts, values, etc. inferred from behaviours Some variability, adjust to suit the situation 8 Nature vs. Nurture of Personality Influenced by Nature Heredity explains about 50 per cent of behavioural tendencies and 30 per cent of temperament Minnesota studies twins had similar behaviour patterns Influenced by Nurture Personality isn t stable at birth Influenced by socialisation, life experiences, learning Stabilises throughout adolescence Executive function uses self-concept to steer behaviour 9 3

4 Five-Factor Personality Model (CANOE) Conscientiousness Agreeableness Neuroticism Openness to experience Extroversion Careful, dependable Courteous, caring Anxious, hostile Sensitive, flexible Outgoing, talkative 10 The Right Personality for Antarctic Expeditioners Antarctic expeditioners from Australia (shown in photo) and other countries have significantly higher openness to experience and lower neuroticism than the general population. This unique work environment seems to attract and possibly requires people who are curious and adventurous as well as poised and calm. 11 Five-Factor Personality and Organisational Behaviour Conscientiousness and emotional stability Motivational components of personality Strongest personality predictors of performance Extroversion Linked to sales and management performance Related to social interaction and persuasion 12 4

5 Five-Factor Personality and Organisational Behaviour Agreeableness Effective in jobs requiring cooperation and helpfulness Openness to experience Linked to higher creativity and adaptability to change 13 Jungian Personality Theory Swiss psychiatrist Carl Jung Identifies preferences for perceiving the environment and obtaining/processing information Commonly measured by Myers-Briggs Type Indicator (MBTI) 14 Myers-Briggs Type Indicator (MBTI) Extroversion versus introversion Similar to five-factor dimension Sensing versus intuition Collecting information through senses versus through intuition, inspiration or subjective sources Thinking versus feeling Processing and evaluating information Using rational logic versus personal values Judging versus perceiving Orienting self to the outer world Order and structure or flexibility and spontaneity 15 5

6 Self-Concept Definition and Elements An individual s self-beliefs and self-evaluations Guides individual decisions and behaviour Three Cs of self-concept 1.Complexity people have multiple self-concepts 2.Consistency similar personality and values across multiple selves 3.Clarity clearly and confidently described, internally consistent, and stable across time. 16 Four Selves of Self-Concept Self-enhancement Promoting and protecting our positive self-view Self-verification Affirming our existing self-concept (good and bad elements) Self-evaluation Evaluating ourselves through self-esteem, self-efficacy and locus of control Social self Defining ourselves in terms of group membership 17 Self-Concept: Self-Enhancement Drive to promote/protect a positive self-view Competent, attractive, lucky, ethical, valued Positive self-concept outcomes: Better personal adjustment and mental/physical health Inflates personal causation and probability of success 18 6

7 Self-Concept: Self-Verification Motivation to verify/maintain our self-concept Stabilises our self-concept People prefer feedback consistent with their self-concept Self-verification outcomes: We ignore or reject information inconsistent with our current self-concept We interact more with those who affirm/reflect our current self-concept 19 Self-Concept: Self-Evaluation Self-esteem High self-esteem less influenced, more persistent/logical Self-efficacy Belief in one s ability, motivation, role perceptions, and situation to complete a task successfully General vs. task-specific self-efficacy Locus of control General belief about personal control over life events Higher self-evaluation with internal locus of control 20 Self-Concept: Social Self Social identity defining ourselves in terms of groups to which we belong or have an emotional attachment We identify with groups that aid self-enhancement (eg. high-status groups) Contrasting Groups Live in Australia BHP Employee An individual s social identity University of Tasmania Graduate Employees at other firms People living in other countries Graduates of other schools 21 7

8 Values in the Workplace Stable, evaluative beliefs that guide our preferences Define right or wrong, good or bad Value system hierarchy of values 22 Schwartz s Values Model 23 Schwartz s Values Model Openness to change motivation to pursue innovative ways Conservation motivation to preserve the status quo Self-enhancement motivated by self-interest Self-transcendence motivation to promote welfare of others and nature 24 8

9 Values and Behaviour Habitual behaviour usually consistent with values, but conscious behaviour less so because values are abstract constructs Decisions and behaviour are linked to values when: We are mindful of our values We have logical reasons to apply values in that situation The situation does not interfere 25 Value Congruence Where two or more entities have similar value systems Problems with incongruence Incompatible decisions Lower satisfaction/loyalty Higher stress and turnover Benefits of incongruence Constructive conflict, better decision making Avoids corporate cults 26 Values Across Cultures: Hofstede s Cultural dimensions Power Distance (PDI) Individualism versus Collectivism (IDV) Masculinity versus Femininity (MAS) - Also known as Achievement Vs Nurturing Uncertainty Avoidance (UAI) 27 9

10 Individualism High individualism Australia Italy India Denmark The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities. Taiwan Low individualism 28 Collectivism High collectivism Italy Taiwan India The degree to which people value their group membership and harmonious relationships within the group. Denmark Australia Low collectivism 29 Power Distance High power distance Malaysia Venezuela Japan U.S. New Zealand Israel Low power distance High power distance Value obedience to authority Comfortable receiving commands from superiors Prefer formal rules and authority to resolve conflicts Low power distance Expect relatively equal power sharing View relationship with boss as interdependence, not dependence 30 10

11 Uncertainty Avoidance Greece Japan Australia High U. A. Italy Singapore High uncertainty avoidance feel threatened by ambiguity and uncertainty value structured situations and direct communication Low uncertainty avoidance tolerate ambiguity and uncertainty Low U. A. 31 Achievement-Nurturing Achievement Japan China Australia France Chile Sweden Nurturing High achievement orientation assertiveness competitiveness materialism High nurturing orientation relationships others wellbeing 32 Three Ethical Principles Utilitarianism Greatest good for the greatest number of people Individual rights Fundamental entitlements in society Distributive justice People who are similar should receive similar benefits 33 11

12 Influences on Ethical Conduct Moral intensity degree that issue demands ethical principles Ethical sensitivity ability to recognise the presence and determine the relative importance of an ethical issue Situational influences competitive pressures and other conditions affect ethical behaviour 34 Supporting Ethical Behaviour Ethical code of conduct Ethics training Ethics hotlines Ethical leadership and culture 35 12