Chap 2 Individual Behaviour , Personality, and Values

Ace your homework & exams now with Quizwiz!

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


Related study sets

GEB1101:M2-C16: Mastering Financial Management

View Set

MGMT 320 - Vitaly *cue chest smack*

View Set

Chapter 13: Health Promotion of the Preschooler and Family

View Set