Chap 2 Individual Behaviour , Personality, and Values
Diversity of Canadian Cultural Values
Francophone were more religious, traditional, and different to authority, compared with Anglophone. Now, the situation is almost reversed
5 Cross Cultural Values
Individualism Collectivism Power Distance Uncertainty Avoidance Achievement-nurturing orientation
Problem with utilitarianism
It's almost impossible to evaluate the benefits or cost of many decisions, particularly when many stakeholders have wide-ranging needs and values.
Problem with utilitarianism
Most of us are uncomfortable engaging in behaviours that seem, well, unethical to attein results that are ethical
Personality testing in organizations
Self completed paper-and-pencil test
Collectivism
A cross cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong
Individualism
A cross cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness
empaphy
a key influence in moral sensitivity
Mindfulness
a predictor of moral sensitivity refers to a person's receptive and impartial attention to and awareness of the present situation as well as to one's own thoughts and emotions in that moment.
The hazard
a situational factor in employee safety, but so are the barriers and warning signs that cue employees to avoid that hazard
Maintaining work attendance
absenteeism and presenteeism
High power distance
accept and value unequal power they have obedience to authority they prefer to resolve differences through formal procedures rather than diversity
Utilitarianism
advice us to seek the greatest good for the greatest number of people
Utilitarianism
also called consequential principle because it focuses on the consequences of our actions, not on how we achieve those consequences.
Moral sensitivity
also called ethical sensitivity A person's ability to recognize the prescence of an ethical issue and determine its relative importance
Individual rights
an ethical principle
Utilitarian
an ethical principle
Canadians
are less accepting of large wealth differences within society
Canadians
are more willing to allow collective rights over individual rights
Canadians
are much less likely to be associated with a religious institution and to believe that these institutions should influence public policy.
Perceiving type
are open, curious, and flexible, prefer to keep their options open
values
are opposed to each other/influenced by socialization
Personality
as self-concept becomes clearer and more stable with age, behaviour and personality therefore also become more stable and consistent.
OCBs directed toward individuals
assisting coworker
Cross-cultural research
assume that each country has one culture
Agreeableness
being trusting, helpful, generous, flexible, selfless, and tolerant
Situational influences
boss pressure might make employee engage in unethical conduct But, it does not justify it
OCBs increase
career success decrease
Problem with individual rights
certain rights may conflict with others: the stakeholders right to be informed about corporate activities may ultimately conflict with an executive's right to privacy.
consciousness
characterizes people who are organized, goal focused, disciplined , methodical, and dependable
neuroticism
characterizes people who tend to be anxious, insecure, depressed, and temperamental
joining and staying with the organization
companies with high turn over suffer because of the high cost of replacing people who leave= intellectual capital lost
Five factors model of personality
consciousness neuroticism agreeableness openess to experience extraversion
Personalily
continue to develop through age 50
Cross-cultural research
continue to rely on a major study conducted almost four decades ago
Persistence
continuing the effort for a certain amount of time
ways to support ethical behaviour
- A code of ethical conduct - train employees - a telephone hotline where employees can anonymously report suspicious behaviour
Schwartz's list
1- universalism 2- benevolence 3- tradition 4- conformity 5-security 6- power 7- achievement 8-hedonism 9-stimulation 10-self-direction
Personality traits
describe what we naturally tend to do
Milton Rokeach
developed 2 lists of values
Shalon Schwartz and his collegues
developed a model of personal values
Motivation
direction, intensity, persistence
some situation
easily trigger awareness of our values
nurturing oriented cultures
emphasize relationships and well being of others
Absenteeism
employees absent or late for work for several reasons: family demand, personal illness, bad weather
OCBs
employees don't have to perform them
work environments
encourage or discourage value-consisted-behaviour
Espoused-enacted congruence
especially important for people in leadership position
Low power distance
except relatively equal power sharing they view the relationship with their boss as one of interdependence, not dependence they believe their boss is also dependent on them, so they expect power sharing and consultation before decisions affecting them are made
values
exist only within individuals personal values
Schwartz's 10 broad values categories clustered into
four quadrants: openess to change self enhancement self transcendence conservation
personal values
guide our decisions, behaviour, and performance to some extent
Counterproductive work behaviours (CWBs)
harassing coworkers, creating unnecessary conflict, tardiness, wasting resources, sabotaging work
personality traits
have minimal conflicts with each others
Proactivity
how well the employee anticipates environmental changes and initiate new work patterns that are alligned with those changes
Adaptability
how well the employee respond, cope with, and supports new circumstances and work
openness to experience
imaginative, creative, curious, nonconforming
Organizational citizenship behaviours (OCBs)
include various forms of cooperation and helpfulness to others that support the organization's social and psychological cotext
work environments
influence our behaviour
Milton Rokeach
instrumental values and terminal values
Perceiving type
involves how people prefer to gather information or perceive the world around them
Judging type
involves how people process information or make decisions based on what they have perceived
Absenteeism
is higher in organizations with generous sick leave
a person's hierarchy of values
is stable and long lasting
3 forms of goal-directed behaviour to support organizational objectives
proficiency adaptability proactivity
Canadians
question authority and value autonomy from these institutions
Task performance
refer to goal-directed behaviours under the individual's control that support organizational objectives
role perceptions
refer to how clearly people understand the job duties assigned to or expected of them
Power Distance
refer to the extend to which people accept unequal distribution of power in a society
Counterproductive work behaviours (CWBs)
refer to volountary behaviours that have the potential to directly or indirectly harm the organization
Achievement-nurturing orientation
refers to competitive versus cooperative view of relations with other people
Situational factors
refers to conditions beyond the employee's immediate control that constrain or facilitate behaviour and performance: time- budget-physical work facilities
values congruence
refers to how similar a person's value hierarchy is to the value hierarchy of the organization, a coworker, or another source of comparison.
Nature
refers to our genetic or hereditary origins
Nurture
refers to our socialization
organization-community values congruence
refers to the similarity of an organization's dominant values with the prevailing values of the community or society in which it conducts business.
to match person's ability with the job's requirement
select-train-redisign
Perceiving occurs through
sensing - intuition
learned capabilities
skills that you currently posses
Personality
stabilize by about 30 years of age
types of individual behaviour
task performance organization citizenship counterproductive work behaviour joining and staying with the organization maintaining work attendence
values
tell us what we ought to do
Intensity
the amount of effort allocated to the goal
Moral intensity
the degree to which an issue demands the application of ethical principles
Motivation
the forces within a person that affect his or her direction, intensity, and persistence
3 factors influence ethical conduct
the moral intensity of the issue the individual's moral sensitivity situational influences
Direction
the path along which people steer their effort
Personality
the relatively pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological process behind those characteristics
Judging occurs through
thinking - feeling
shared values
to the team- department, profession, organization, or an entire society
Person-organization values congruence
too much congruence can create all corporate cult that potentially undermines creativity, or organizational flexibility.
high achievement orientation
value acquisition of money
cultural value
value shared across society
organizational values
values shared throughout an organization
Utilitarianism
we should choose the option that provides the highest degree of satisfaction to those affected
joining and staying with the organization
when people leave, much of an organization's intellectual capital is the knowledge carried around in employees heads
role perception form
when the understand the specific duties or consequences for which they are accountable
role perception form
when they understand the prefered behaviours or procedures for accomplishing the assigned work
role perception form
when they understand the priority
OCBs increase
work and family conflicts increase
Myers-Briggs Type Indicator (MBTI)
An instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information
Ability
Aptitudes and learned capabilities
competencies
Aptitudes and learned capabilities
Five factors model of personality
CANOE-OCEAN
Absenteeism
Canadian absenteeism is modest
Canadian versus American
Canadian and American values differ
Personality in organization
Defenition-model-determinants-theories-testing
Ability
The natural aptitudes and learned capabilities required to successfully complete a task
Individual rights
This principle reflects the belief that everyone has entitlemnets that her or him act in a certain way. example: freedom of movement-physical security-freedom of speech, fair trial-freedom from torture)
Personality testing in organizations
Two decades ago companies avoided- personality testing regained acceptance- today personality testing flourishes(gone too far in the use of those tests)
Three ethical principles all three should be actievely onsidered
Utilitarianism Individual rights Distributive justice
Person-organization values congruence
leads to higher job satisfaction, loyality, and organizational citizenship as well as lower stress and turn-over
Schwartz
list of 57 values clustered into 10 broad values categories
Uncertainty Avoidance
low uncertainty avoidance and high uncertainty avoidance
Personality traits
measured in childhood predict various behaviours and outcomes in adulthood, including educational attainment, employment success, marital relationship, illegal activities, and health risk behaviour
Presenteeism
more common among employees without job security, who lack sick leave pay
MARS model of Individual Behaviour and performance
motivation, ability, role perceptions, situational factors
Aptitudes
natural talents
Personality determinants
nature and nurture
Presenteeism
occur when people attend work even though their capacity to work is significantly diminished by illness, fatigue, personel problems, or other factors.
Person-organization values congruence
occurs when a person's value are similar to the organization's dominant values.
OCBs directed toward the organization
offering idea beyond those required
extraversion
outgoing, talkative, energetic
value system
people arrange values into hierarchy of preferences
high uncertainty avoidance
people feel threatened with ambiguity value structured situations in which rules of conduct and decision making are clearly documented
low uncertainty avoidance
people tolerate ambuiguity
Personality traits
people vary their behaviour to suit the situation, even if the behaviour is at odds with their personality
Distributive justice
people who are similr to each other should receive similar benefits and burdens in proportion to their dissimilarity
Jungian personality theory
perceiving type judging type
Proficiency
performing the work efficiently and accurately
Absenteeism
person's value and personality is a factor
Judging type
prefer order and structure and want to resolve problem quickly
