Individual Behaviour, Values, and Personality

1. Individual Behaviour, Values, and Personality

2. Employee Engagement at FHA • Fraser Health Authority (FHA), the organization that oversees public health care facilities in eastern Vancouver and the Fraser Valley, is making employee engagement a cornerstone of its organizational effectiveness strategy Courtesy of Fraser Health Authority

3. Employee Engagement Defined • The employee’s emotional and cognitive (rational) motivation, ability to perform the job, clear understanding of the organization’s vision and his/her specific role in that vision, and a belief that he/she has the resources to get the job done Courtesy of Fraser Health Authority

4. Role Perceptions Motivation Ability Situational Factors MARS Model of Individual Behaviour Values Personality Perceptions Emotions Attitudes Stress Individual Behaviourand Results

5. Employee Motivation • Internal forces that affect a person’s voluntary choice of behaviour • direction • intensity • persistence R M BAR A S

6. Employee Ability • Natural aptitudes and learned capabilities required to successfully complete a task • competencies  personal characteristics that lead to superior performance • person  job matching • select qualified people • develop employeeabilities through training • redesign job to fit person's existing abilities R M BAR A S

7. Employee Role Perceptions • Beliefs about what behaviour is required to achieve the desired results • understanding what tasks to perform • understanding relative importance of tasks • understanding preferredbehaviours to accomplish tasks R M BAR A S

8. Situational Factors • Environmental conditions beyond the individual’s short-term control that constrain or facilitate behaviour • time • people • budget • work facilities R M BAR A S

9. more Types of Behaviour in Organizations Task Performance • Goal-directed behaviours under person’s control Organizational Citizenship • Performance beyond the required job duties

10. Types of Behaviour in Organizations Counterproductive Work Behaviours • Voluntary behaviour that potentially harms the organization Joining/staying with the Organization • Goal-directed behaviours under person’s control Maintaining Work Attendance • Performance beyond the required job duties

11. Values in the Workplace • Stable, evaluative beliefs that guide our preferences • Define right or wrong, good or bad • Value system -- hierarchy of values • Espoused vs. enacted values: • Espoused -- the values we say we use and often think we use • Enacted -- values we actually rely on to guide our decisions and actions

12. Schwartz’s Values Model Self-transcendence Openness to Change Conservation Self-enhancement

13. Values Congruence • Values congruence -- where two or more entities have similar value systems • Consequences of incongruence • Incompatible decisions • Lower satisfaction and commitment • Increased stress and turnover • Benefits of incongruence • Better decision making (diverse values) • Enhanced problem definition • Prevents “corporate cults”

14. Hyundai Crosses Cultures in Alabama © AP Photo/Yonhap • When Korean automobile giant Hyundai Motor Company recently opened its manufacturing plant in Montgomery, Alabama, local residents and Hyundai executives alike paid close attention to differences in Korean and American cultural values.

15. Individualism- Collectivism High Peru Italy Portugal Taiwan Zimbabwe China Turkey Collectivism Mexico Chile Hong Kong Korea Canada/ U.S.A. France Japan Egypt Low Low High Individualism

16. Power Distance High Power Distance Malaysia The degree that people accept an unequal distribution of power in society Venezuela Japan Canada Israel Low Power Distance

17. Uncertainty Avoidance High U. A. Greece Japan The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). Italy Canada Singapore Low U. A.

18. Achievement-Nurturing Achievement Japan The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing) China Canada Chile Sweden Nurturing

19. Canadian Question authority Egalitarian Moral permissiveness Cultural mosaic Collective rights valued American Deference to authority Patriarchal Conservative, moralistic Melting pot Individual rights paramount Canadian vs American Values

20. Canadian Subcultures • Francophone values • Shifted from more conservative to more liberal than English Canadians on social issues • First Nations values • Strong collectivist values • Lower power distance • Low uncertainty avoidance • Relatively nurturing values orientation

21. Three Ethical Principles Utilitarianism Greatest good for the greatest number of people Individual Rights Fundamental entitlementsin society Distributive Justice People who are similar should receive similar benefits

22. Influences on Ethical Conduct • Moral intensity • degree that issue demands ethical principles • Ethical sensitivity • ability to recognize the presence and determine the relative importance of an ethical issue • Situational influences • competitive pressures and other conditions affect ethical behaviour

23. Supporting Ethical Behaviour • Ethical code of conduct • Establishes standards of behaviour • Problem: Limited effect alone on ethical behaviour • Ethics training • Awareness and clarification of ethics code • Practice resolving ethical dilemmas • Ethics officers • Educate and counsel; hear about wrongdoing • Ethical leadership • Demonstrate integrity and role model ethical conduct

24. Defining Personality • Relatively stable pattern of behaviours and consistent internal states that explain a person's behavioural tendencies

25. Extroversion Openness to Experience Conscientiousness Agreeableness Neuroticism Big Five Personality Dimensions Careful, dependable Courteous, caring Anxious, hostile Sensitive, flexible Outgoing, talkative

26. Extroversion Introversion vs. Sensing Intuition vs. Thinking Feeling vs. Judging Perceiving vs. Myers-Briggs Type Indicator

27. Locus of Control and Self-Monitoring • Locus of control • Internals believe in their effort and ability • Externals believe events are mainly due to external causes • Self-monitoring personality • Sensitivity to situational cues, and ability to adapt your behaviour to that situation

28. Holland’s Occupational Choice Theory • Career success depends on fit between the person and work environment • Holland identifies six “themes” • Represent work environment and personality traits/interests • A person aligned mainly with one theme is highly differentiated • A person has high consistency when preferences relate to adjacent themes

29. Individual Behaviour, Values, and Personality

30. Chapter TwoExtras

31. Long/Short-Term Orientation Long-Term Orientation China Japan The degree that people value thrift, savings, and persistence (long-term) versus past and present issues, respect for tradition and fulfilling social obligations (short-term). Netherlands Canada Russia Short-Term Orientation