个性和价值观（PPT30页).ppt

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