个性和价值观（PPT30页).ppt

PersonalityandValues,5,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-0,ChapterLearningObjectives,Afterstudyingthischapter,youshouldbeableto:Definepersonality,describehowitismeasured,andexplainthefactorsthatdetermineanindividualspersonality.DescribetheMyers-BriggsTypeIndicatorpersonalityframeworkandassessitsstrengthsandweaknesses.IdentifythekeytraitsintheBigFivepersonalitymodel.DemonstratehowtheBigFivetraitspredictbehavioratwork.IdentifyotherpersonalitytraitsrelevanttoOB.Definevalues,demonstratetheirimportance,andcontrastterminalandinstrumentalvalues.Comparegenerationaldifferencesinvalues,andidentifythedominantvaluesintodaysworkforce.IdentifyHofstedesfivevaluedimensionsofnationalculture.,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-1,WhatisPersonality?,Thedynamicorganizationwithintheindividualofthosepsychophysicalsystemsthatdeterminehisuniqueadjustmentstohisenvironment.-GordonAllportThesumtotalofwaysinwhichanindividualreactsandinteractswithothers,themeasurabletraitsapersonexhibitsMeasuringPersonalityHelpfulinhiringdecisionsMostcommonmethod:self-reportingsurveysObserver-ratingssurveysprovideanindependentassessmentofpersonalityoftenbetterpredictors,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-2,PersonalityDeterminants,HeredityFactorsdeterminedatconception:physicalstature,facialattractiveness,gender,temperament,musclecompositionandreflexes,energylevel,andbio-rhythmsThis“HeredityApproach”arguesthatgenesarethesourceofpersonalityTwinstudies:raisedapartbutverysimilarpersonalitiesThereissomepersonalitychangeoverlongtimeperiods,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-3,PersonalityTraits,EnduringcharacteristicsthatdescribeanindividualsbehaviorThemoreconsistentthecharacteristicandthemorefrequentlyitoccursindiversesituations,themoreimportantthetrait.Twodominantframeworksusedtodescribepersonality:Myers-BriggsTypeIndicator(MBTI)BigFiveModel,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-4,TheMyers-BriggsTypeIndicator,Mostwidelyusedinstrumentintheworld.Participantsareclassifiedonfouraxestodetermineoneof16possiblepersonalitytypes,suchasENTJ.,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,FlexibleandSpontaneous,SociableandAssertive,QuietandShy,UnconsciousProcesses,UsesValuesthegoalsthatapersonwouldliketoachieveduringhisorherlifetimeInstrumentalValuesPreferablemodesofbehaviorormeansofachievingonesterminalvaluesPeopleinsameoccupationsorcategoriestendtoholdsimilarvaluesButvaluesvarybetweengroupsValuedifferencesmakeitdifficultforgroupstonegotiateandmaycreateconflict,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-14,ValueDifferencesBetweenGroups,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,Source:BasedonW.C.FrederickandJ.Weber,“TheValuesofCorporateManagersandTheirCritics:AnEmpiricalDescriptionandNormativeImplications,”inW.C.FrederickandL.E.Preston(eds.)BusinessEthics:ResearchIssuesandEmpiricalStudies(Greenwich,CT:JAIPress,1990),pp.12344.,EXHIBIT5-4,5-15,GenerationalValues,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,EXHIBIT5-5,5-16,LinkingPersonalityandValuestotheWorkplace,Managersarelessinterestedinsomeonesabilitytodoaspecificjobthaninthatpersonsflexibility.Person-JobFit:JohnHollandsPersonality-JobFitTheorySixpersonalitytypesVocationalPreferenceInventory(VPI)KeyPointsoftheModel:ThereappeartobeintrinsicdifferencesinpersonalitybetweenpeopleTherearedifferenttypesofjobsPeopleinjobscongruentwiththeirpersonalityshouldbemoresatisfiedandhavelowerturnover,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-17,RelationshipsAmongPersonalityTypes,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,Theclosertheoccupationalfields,themorecompatible.,Thefurtherapartthefields,themoredissimilar.,EXHIBIT5-7,Needtomatchpersonalitytypewithoccupation.,Source:Reprintedbyspecialpermissionofthepublisher,PsychologicalAssessmentResources,Inc.,fromMakingVocationalChoices,copyright1973,1985,1992byPsychologicalAssessmentResources,Inc.Allrightsreserved.,5-18,StillLinkingPersonalitytotheWorkplace,Inadditiontomatchingtheindividualspersonalitytothejob,managersarealsoconcernedwith:Person-OrganizationFit:Theemployeespersonalitymustfitwiththeorganizationalculture.Peopleareattractedtoorganizationsthatmatchtheirvalues.Thosewhomatcharemostlikelytobeselected.Mismatcheswillresultinturnover.CanusetheBigFivepersonalitytypestomatchtotheorganizationalculture.,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-19,GlobalImplications,PersonalityDoframeworkslikeBigFivetransferacrosscultures?Yes,butthefrequencyoftypeintheculturemayvary.Betterinindividualisticthancollectivistcultures.ValuesValuesdifferacrosscultures.HofstedesFrameworkforassessingculturefivevaluedimensions:PowerDistanceIndividualismvs.CollectivismMasculinityvs.FemininityUncertaintyAvoidanceLong-termvs.Short-termOrientation,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-20,HofstedesFramework:PowerDistance,Theextenttowhichasocietyacceptsthatpowerininstitutionsandorganizationsisdistributedunequally.,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,LowdistanceRelativelyequalpowerbetweenthosewithstatus/wealthandthosewithoutstatus/wealthHighdistanceExtremelyunequalpowerdistributionbetweenthosewithstatus/wealthandthosewithoutstatus/wealth,5-21,HofstedesFramework:Individualism,IndividualismThedegreetowhichpeopleprefertoactasindividualsratherthanasmemberofgroupsCollectivismAtightsocialframeworkinwhichpeopleexpectothersingroupsofwhichtheyareaparttolookafterthemandprotectthemVersus,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-22,HofstedesFramework:Masculinity,MasculinityTheextenttowhichthesocietyvaluesworkrolesofachievement,power,andcontrol,andwhereassertivenessandmaterialismarealsovaluedFemininityTheextenttowhichthereislittledifferentiationbetweenrolesformenandwomenVersus,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-23,HofstedesFramework:UncertaintyAvoidance,Theextenttowhichasocietyfeelsthreatenedbyuncertainandambiguoussituationsandtriestoavoidthem,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,HighUncertaintyAvoidance:Societydoesnotlikeambiguoussituationsandtriestoavoidthem.LowUncertaintyAvoidance:Societydoesnotmindambiguoussituationsandembracesthem.,5-24,Long-termOrientationAnationalcultureattributethatemphasizesthefuture,thrift,andpersistenceShort-termOrientationAnationalcultureattributethatemphasizesthepresentandthehereandnow,HofstedesFramework:TimeOrientation,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-25,HofstedesFramework:AnAssessment,ThereareregionaldifferenceswithincountriesTheoriginaldataisoldandbasedononlyonecompanyHofstedehadtomakemanyjudgmentcallswhiledoingtheresearchSomeresultsdontmatchwhatisbelievedtobetrueaboutgivencountriesDespitetheseproblemsitremainsaverypopularframework,Copyright2011PearsonEducation,Inc.publishingasPrenticeHall,5-26,GLOBEFrameworkforAssessingCultures,GlobalLeadershipandOrganizationalBehaviorEffectiveness(GLOBE)researchprogramNinedimensionsofnationalcultureSimilartoHofstedesframeworkwiththeseadditionaldimensions:HumaneOrientation:howmuchsocietyrewardspeopleforbeingaltruistic,generous,andkindPerformanceOrientation:howmuchsocietyencouragesandrewardsperformanceimprovementandexcellence,Copyrigh