Robbins & Judge

Organizational Behavior
Chapter
5
14th Edition

Personality
Personality and
and Values
Values

Kelli J. Schutte
William Jewell College

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

5-1
Person
Person Job
Job Fit
Fit
 John Holland’s personality-job fit theory
– Vocational preference inventory questionnaire contains
160 occupational titles
– Like or dislike forms occupation interest profiles
 Person job fit strongly predicts job satisfaction,
organizational commitment, intentions to quit
 Diversity implications
– Tailoring job increases job satisfaction in individualistic
cultures
– Tailoring job is a weaker predictor in collectivist cultures
– Managers in collectivist culture seek people who will
thrive in existing job
– Autonomy more useful for older employees
5-2
5-3
Person
Person Organization
Organization Fit
Fit
 Important for dynamic and changing environment
– People are attracted to and select the organization that
match their values
– Leave organization not compatible with their values
– For example, an extrovert may fit well with organization
that value relationships and socialization
 Matching values and culture predicts job
satisfaction, commitment and low turnover
– Fit perceptions are automatic
– Website and social image may affect fit perception
– Values communicated by social media affect fit
perception (For example: religious values)

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-4

Other
Other Dimensions
Dimensions of
of fit
fit
 Person-group fit
– Important in team setting
– Dynamics of team interactions significantly affect work
outcomes
 Person-supervisor fit
– Poor fit causes lower job satisfaction and reduced
performance
 All dimensions broadly referred to as person-
environment fit
 Person-organization and person-job fit strongly
predict work attitudes and performance in North
America, less in Europe, least in East Asia

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-5

Managing
Managing employee
employee perceptions
perceptions of
of fit
fit
 Matching employee individual differences to the job
 Providing realistic previews of the work and
organization
 Training and socialization to help navigate the job
 Providing ongoing support

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-6

What
What isis Personality?
Personality?
 We can use various adjectives
– Fun-outgoing-nice-hardworking
– Lazy-aloof-closed minded-nosy
– Early work tried to identify and label all the enduring
characteristics
 The sum total of ways in which an individual reacts and
interacts with others, the measurable traits a person
exhibits
– Enduring characteristics that describe an individual’s
behavior
– Consistent and frequency determines how important a trait is

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-7

Use
Use of
of Personality
Personality Tests
Tests
 89 of the Fortune 100 companies and 57 percent of
all large US companies use them
 Xerox, McDonalds, Lowe’s
 Useful in hiring decisions
 Forecast who is best for a job
 Used to recruit middle managers and executive
 Also, for full time and hourly employees

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-8

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-9
Measuring
Measuring Personality
Personality
 Self report surveys
– Individual reporting on a series of factors
– “I worry a lot about the future”
– Faking Problem (Designing)
 Observer rating surveys
– Combination of self report and observer report predicts
job success better
– Accuracy Problem
– AI improved the ability to score personality tests

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-10

Personality
Personality Determinants
Determinants
 Heredity
– Factors determined at conception: physical stature, facial
attractiveness, gender, temperament, muscle composition
and reflexes, energy level, and bio-rhythms

– This “Heredity Approach” argues that genes are the source

of personality

– Twin studies: raised apart but very similar personalities

– There is some personality change over long time periods

5-11
Personality
Personality Traits
Traits
Enduring characteristics that describe an individual’s
behavior
– The more consistent the characteristic and the more
frequently it occurs in diverse situations, the more important
the trait.
Two dominant frameworks used to describe
personality:
– Myers-Briggs Type Indicator (MBTI®)
– Big Five Model

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-12

The
The Myers-Briggs
Myers-Briggs Type
Type Indicator
Indicator
 Most widely used instrument in the world.
 Participants are classified on four axes to determine one of
16 possible personality types, such as ENTJ.

Sociable and Extro Intro Quiet and

verte verte
Assertive d (E) d (I) Shy

Sens Intui Unconscious

Practical and ing tive
Orderly (S) (N) Processes

Thin Feeli Uses Values

Use Reason king ng
and Logic (T) (F) & Emotions

Judgi Perc Flexible and

Want Order ng eivin
& Structure (J) g (P) Spontaneous

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-13

5-14
5-15
Uses
Uses of
of MBTI
MBTI
 Conflict resolution and team building
– Often used in management training programs and
classrooms
– All the labels in the MBTI are neutral
– it takes all types of people for teams and organizations to
be effective

 Inappropriate use of MBTI

– labeling one another
– excuse that they simply can’t work with someone else
– avoiding responsibility for their own personal
development

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-16

Problems
Problems
 Poor predictor of job performance
 Should not be used for employment selection or
promotion decisions.
 concerns about its measurement
 Little empirical evidence
 Dichotomous categories
 Leaves room for error in interpretation

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-17

The
The Big
Big Five
Five Model
Model of
of Personality
Personality Dimensions
Dimensions
Extrovers • Sociable, gregarious, and assertive
ion
• Good-natured, cooperative, and trusting
Agreeabl
eness
• Responsible, dependable,
Conscien persistent, and organized
tiousnes
s
Emotion • Calm, self-confident, secure under stress
al
Stability
Opennes • Curious, imaginative, artistic, and
s to sensitive
Experien
ce
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-18
The
The Big
Big Five
Five Model
Model of
of Personality
Personality Dimensions
Dimensions
Low • Thoughtful, reserved, timid, quiet
Extrovers
ion
Low • Cold and antagonistic
Agreeabl
eness
Low • Distracted, disorganized, unreliable
Conscien
tiousnes
s • Nervous, depressed, and insecure under
Low
Emotion stress
al
Stability
Low
Opennes • Conventional, find comfort in familiar
s to
Experien
ce
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-19
How
How Do
Do the
the Big
Big Five
Five Traits
Traits Predict
Predict Behavior?
Behavior?
 Research has shown this to be a better framework.
 Certain traits have been shown to strongly relate to
higher job performance:
– Highly conscientious people develop more job knowledge,
exert greater effort, and have better performance.
– Other Big Five Traits also have implications for work.
• Emotional stability is related to job satisfaction.
• Extroverts tend to be happier in their jobs and have good
social skills.
• Open people are more creative and can be good leaders.
• Agreeable people are good in social settings.

See E X H I B I T 5–1
See E X H I B I T 5–1

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-20

Conscientiousness
Conscientiousness at
at work
work
 Best overall predictor of job performance
– Important for across many jobs
– Develop higher levels of job knowledge
– Higher levels of job performance and OCB
– Less likely to engage in counterproductive work
behaviors (CWBs)
– Think less about leaving their organizations
– Can adapt to changing task demands and situations
– Engage in less unsafe behavior and tend to have fewer
accidents

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-21

5-22
Emotional
Emotional Stability
Stability at
at work
work
 Strongly related to life satisfaction and job
satisfaction
– Reduced burnout and intentions to quit
– Adapt to unexpected or changing demands in the
workplace
– tend to experience less work–family conflict and
ostracism
 Low emotional stability
– more likely to engage in CWBs
– less likely to engage in OCBs
– less likely to be motivated at work

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-23

Extroversion
Extroversion at
at work
work
 Experience a small, persistent advantage in their
jobs and in their careers
– Due to the positive emotions that extroverts tend to
experience
– Not due to their adeptness in social interaction
 Better adapt to career changes
– Expatriate assignments
 Generally high job satisfaction and reduced burnout
 Strong predictor of leadership emergence
 Dominating and can be prone to risk-taking
 Disadvantageous for jobs that do not require
frequent social interaction

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-24

Openness
Openness at
at work
work
 Creative and innovative
– Cope better with organizational change and are more
adaptable
– Not related to initial performance on a job
– Less susceptible to a decline in performance over a
longer time period
– Experience less work–family conflict.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-25

Agreeableness
Agreeableness at
at work
work
 Do better in interpersonally oriented jobs such as
customer service
– Less work–family conflict
– Less susceptible to turnover
– High degree of OCBs
– Low degree of CWBs
– Less likely to be ostracized by their work groups
– Less willing to assert themselves
 Review found that agreeableness was more
predictive of organizational commitment in
collectivistic cultures

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-26

5-27
The
The Dark
Dark Triad
Triad
 Three socially undesirable traits
– Machiavellianism, narcissism, and psychopathy
– Not all psychopaths are in prison—some are in the board
room
 These traits are not clinical pathologies (in OB)
– Expressed particularly strongly when an individual is
under stress
– Upsides in certain situations (at least in the short term),
but sustained high levels derail career
– One study of 101 hedge fund managers found that those
who were narcissistic and psychopathic tended to have
worse financial performance than their peers.

5-28
Machiavellianism
Machiavellianism
 A pragmatic, emotionally distant power-player
who believes that ends justify the means
 High Machs are manipulative, win more often,
and persuade more than they are persuaded.
– Flourish when:
• Have direct interaction
• Work with minimal rules and regulations
• Emotions distract others

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-29

Machiavellianism
Machiavellianism
 More likely to act aggressively and engage in CWBs
– Will even engage in OCBs if it is instrumental in acquiring
more power or status
– Does not positively predict overall job performance
– Win in the short term at a job, lose those gains in the long
term because they are not well liked.
 Ethical implications
– Less positively affected by the knowledge that an
organization engaged in a high level of CSR
– Care less about sustainability issues
– Machs’ ethical leadership behaviors are also less likely to
translate into followers’ work engagement

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-30

Narcissism
Narcissism
 Consider the situation:
– Avery likes to be the center of attention
– Avery thinks of Avery as having a very large number of
talents
– Thinks of having a grandiose and profound influence on
others
– Very sensitive to criticism
– Avery may be a narcissist

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-31

Narcissism
Narcissism
 Describes a person who has a grandiose sense of
self-importance, requires excessive admiration, and
is arrogant
– Have fantasies of grand success, a tendency to exploit
situations and people
– A sense of entitlement, and a lack of empathy
– Narcissists can also be hypersensitive and fragile

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-32

Narcissism
Narcissism
 Unrelated to job effectiveness or OCB
– (except when it makes them look good)
– One of the largest predictors of increased CWB in
individualistic cultures
 Commonly think they are overqualified for their
positions
– When they receive feedback about their performance,
they often tune out information that conflicts with their
positive self-perception
– Narcissist managers prioritizing those who give positive,
noncritical feedback
 They will work harder if rewards are offered

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-33

Narcissism
Narcissism
 One research showed that narcissistic CEOs of
baseball organizations generate higher levels of
manager turnover
– Although members of external organizations see them as
more influential
 Narcissists may be more charismatic than others
– They are more likely to be chosen for leadership
positions
– Medium ratings of narcissism are positively correlated
with leadership effectiveness
 Make better business decisions than others when
the issue is complex

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-34

Psychopathy
Psychopathy
 Defined as a lack of concern for others and a lack of
guilt or remorse when actions cause harm
 Measures of psychopathy attempt to assess the:
– motivation to comply with social norms,
– impulsivity,
– willingness to use deceit to obtain desired ends
 Research is not consistent about importance of
psychopathy in work behavior
– One review found little correlation between measures of
psychopathy and job performance or CWBs
– Antisocial personality related to advancement in the
organization but unrelated to other aspects of career
success.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-35
Psychopathy
Psychopathy
 In the workplace, psychopathy is related to:
– the use of hard influence tactics (threats, manipulation),
– bullying work behavior (physical or verbal threatening)
– inappropriate interpersonal behavior during meetings
 Cunning help them gain power in an organization
 But they do not use it for healthy ends for
themselves or their organizations

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-36

Other
Other Frameworks
Frameworks
 Disc Framework
– Circumplex model
– Characteristics represented on a circle
– Clustered into personality types based on primary
characteristics
– Dominating (D), Influencing (I), Steadiness (S),
Conscientiousness (C)

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-37

5-38
Other
Other Frameworks
Frameworks
 HEXACO Model
– Adds honesty-humility (H) to the big five model
– H dimension: People who are sincere, fair, modest
and humble
– Not interested in social status, wealth or money
– Predicts ethically relevant outcomes

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-39

Other
Other Personality
Personality Traits
Traits Relevant
Relevant to
to OB
OB
 Core Self Evaluation (CSE)
– Core Self-Evaluation are bottom-line conclusions
individuals have about:
• their capabilities,
• competence
• worth as a person
 Positive CSEs: like themselves and see themselves as
effective and in control of the environment
– Related to job satisfaction
– See more challenge in their jobs and attain more complex
jobs
 Negative CSEs: tend to dislike themselves, question
their capabilities

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-40

Components
Components of
of CSE
CSE

Neuroticis Self
m Efficacy

Locus of
Self Esteem
Control
Core Self
Evaluatio
m

5-41
Other
Other Personality
Personality Traits
Traits Relevant
Relevant to
to OB
OB
 People with positive CSEs:
– Set more ambitious goals, are more committed to their
goals, and persist longer in attempting to reach them
– Provide better customer service
– More popular coworkers
– Can produce creative solutions to problems
– May have careers that begin on a better footing
– ascend more rapidly over time
– effectively adapt to changes in their careers
 Downside of high CSE:
– Coworkers and supervisors may view those with
excessively high CSEs unfavorably
– Especially if the individual appears to abstain from
helping others
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-42
Other
Other Personality
Personality Traits
Traits Relevant
Relevant to
to OB
OB
 Consider the situation:
– Riley is always in trouble at work
– Riley is competent, hardworking, and productive
– But she receives average ratings in performance reviews
– Made a career out of irritating the supervisors
– political ineptness and an inability to adjust to changing
situations
 “I’m true to myself. I don’t remake myself to please
others.”
– Riley is a low self-monitor

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-43

Other
Other Personality
Personality Traits
Traits Relevant
Relevant to
to OB
OB
 Self-monitoring
– The ability to adjust behavior to meet external,
situational factors.
– High monitors conform more and are more likely to
become leaders.
– Can behave differently in varying situations
– Contradictions between their public personae and their
private selves
 Low self-monitors cannot disguise themselves
– True dispositions and attitudes in every situation
– High consistency between who they are and what they
do
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-44
Other
Other Personality
Personality Traits
Traits Relevant
Relevant to
to OB
OB
 High self-monitor employees show less commitment
– Receive better performance ratings
– Are more likely to emerge as leaders
– Mobile in their careers
– Receive more promotions (both internal and cross-
organizational)
– More likely to occupy central positions in organizations

 Self-monitoring can be considered a mixed blessing

– May be seen as inauthentic, self-serving, or unprincipled

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-45

Even
Even More
More Relevant
Relevant Personality
Personality Traits
Traits
 Proactive Personality
– Identifies opportunities, shows initiative, takes action, and
perseveres to completion
– Creates positive change in the environment
– Compared to others who generally react to situations
– Key trait that translates entrepreneurs’ visions into reality
– Higher levels of job performance and creativity
– Do not need much oversight (are given more autonomy)
– Tend to be satisfied with their jobs, committed to their
organizations, and engaged in their work
– Often achieve career success

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-46

Even
Even More
More Relevant
Relevant Personality
Personality Traits
Traits
 Proactive personality important for work team
members
– High levels of proactive personality among members were
more innovative
– Proactive team leaders can quickly manage leadership
transitions
– Can more readily build commitment among team members
– Leading to heightened team performance
– Likely to exchange information with others in a team,
which builds trust
– More likely to be envied by their coworkers and teammates
(prone to social undermining or the withholding of help)

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-47

Personality
Personality and
and Situations
Situations
 Situation Strength Theory
– Imagine you are in a meeting with your entire office
– How likely are you to walk out, shout at a coworker, or
turn your back on everyone?
 Now imagine you are working from home
– You might work in your pajamas,
– listen to loud music,
– or shout at your cat walking across your keyboard
 Many situations vary in their “strength”
 Situation strength theory proposes that the way
personality translates into behavior depends on the
strength of the situation.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-48

Personality
Personality and
and Situations
Situations
 Situation Strength Theory
– A theory indicating that the way personality translates
into behavior depends on the strength of the situation
– Situation strength: degree to which norms, cues, or
standards dictate appropriate behavior
 Strong situations show us what the right behavior
is, pressure us to exhibit it
 In weak situations, we are freer to express our
personality
 Personality traits better predict behavior in weak
situations than in strong ones

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-49

Components
Components of
of Situation
Situation Strength
Strength

Clarity Consistency

Consequence
Constraints
s

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-50

Examples
Examples
 Cashier role with a clear manual
– Vs customer service representative role with vague
guidelines
 A manager and team leader emphasize the
importance of providing excellent customer service
– Vs a manager promotes teamwork while an individual
performance evaluation system solely focuses on
personal sales figures
 A tightly structured assembly line
– Vs a research scientist position with the freedom to
design and conduct experiments
 A pilot making critical decisions
– Vs a data entry clerk with minimal influence
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-51
Components
Components of
of Situation
Situation Strength
Strength
 Clarity
– Degree to which cues about work duties and
responsibilities are available and clear
– Jobs high in clarity produce strong situations
– Individuals can readily determine what to do
– The job of janitor probably provides higher clarity about
each task than that of a Hollywood actor’s agent
 Consistency
– Extent to which cues regarding work duties and
responsibilities are compatible with one another
– High consistency represent strong situations
– The job of acute care nurse, for example, probably has
higher consistency than the job of manager
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-52
Components
Components of
of Situation
Situation Strength
Strength
 Constraints
– extent to which individuals’ freedom to decide or act is
limited by forces outside their control
– Jobs with many constraints represent strong situations
– An Individual has limited individual discretion
– Bank examiner, for example, is probably a job with
stronger constraints than forest ranger
 Consequences
– degree to which decisions or actions have important
implications for the organization or its members, clients,
suppliers, and so on
– environment is probably heavily structured to guard
against mistakes (a surgeon vs a language teacher)
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-53
Personality
Personality and
and Situations
Situations
 Organizational Situations
– strong situations because they impose rules, norms, and
standards
– often determined by organization rules and guidelines
 Not always desirable for organizations to create
strong situations
– the perception of these rules influences how the person
will respond to the situation’s strength
– jobs with myriad rules and tightly controlled processes
can be dull or demotivating
– strong situations might suppress the innovation prized
by some organizations
– when organizations tightly control processes, other
personality traits may shine through
5-54
Personality
Personality and
and Situations
Situations
 Trait Activation Theory (TAT)
– Predicts that some situations, events, or interventions
“activate” a trait more than others
– foresee which jobs suit certain personalities
 Example
– a commission-based compensation plan would likely
activate extroversion than, say, open people
– in jobs that encourage creativity, differences in openness
may better predict desired behavior than differences in
extroversion

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-55

Trait
Trait Activation
Activation Theory
Theory
 TAT also applies to personality tendencies
 Example
– when your coworkers are supportive, conscientious
personality traits are activated
– more likely to share information with them when
conflicted about whether to do so

 Nature versus nurture debate of personality

– Better framed as nature and nurture (According to TAT)
– Not only does each affect behavior, but they interact with
one another

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-56

Trait
Trait Activation
Activation Theory
Theory
 TAT applies to personality tendencies
 Example 2:
– people learning online respond differently when their
behavior is being electronically monitored.
– Those who had a high fear of failure had higher
apprehension from the monitoring than others and
learned significantly less.
– In this case, a feature of the environment (electronic
monitoring) activated a trait (fear of failing), and the
combination of the two meant lowered job performance.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-57

Ability
Ability
 All of us have strengths and weaknesses that make
us relatively superior or inferior to others in
performing certain tasks or activities
 An individual’s current capacity to perform the
various tasks in a job
 Two sets of factors: intellectual and physical

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-58

Intellectual
Intellectual Abilities
Abilities
 Capacity to do mental activities—thinking,
reasoning, and problem solving
– Correspondence between ability and job performance,
especially for complex jobs and tasks
– Not in case of highly routine jobs and there are few or no
opportunities to exercise discretion
 High performers in the workplace might be
victimized, bullied, and mistreated by their peers
due to envy and social comparison
 IQ tests
– Origins, influence factors, and testing of (IQ) are
controversial.
– Popular college admission tests are better alternative
5-59
5-60
Physical
Physical Abilities
Abilities
 Certain occupations might require more strength
than others (e.g., firefighting)
 Physical ability predict long-term firefighter
performance in these occupations
 Problems with discrimination can occur
 Managers should be careful using ability measures
unless the ability measured is absolutely required
for the job.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-61

Values
Values
 Basic convictions that some actions and outcomes
are more morally, socially, or personally preferable
than others
– Relatively stable and enduring
– Have both content and intensity attributes
– Content attribute says A mode of conduct or end-state of
existence is important
– Intensity attribute specifies how important it is
 When a person ranks their values in terms of
intensity, we get a person’s value system
– Freedom, pleasure, self-respect, honesty, obedience, and
equality

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-62

Terminal
Terminal versus
versus Instrumental
Instrumental Values
Values
 Terminal values, refers to desirable end-states
– Prosperity and economic success, freedom, health and
well-being, world peace, and meaning in life

 Instrumental values are preferable modes of

behavior, or means of achieving the terminal values
– Autonomy and self-reliance, personal discipline,
kindness, and goal-orientation

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-63

Terminal
Terminal versus
versus Instrumental
Instrumental Values
Values
 Shalom Schwartz organized Rokeach’s values into
ten dimensions
– Achievement, – Tradition,
– Hedonism, – Conformity,
– Stimulation, – Security
– Self-direction, – Power
– Universalism,
– Benevolence,
 Universalism, benevolence: effectiveness and
treating others well
 Tradition, conformity, and security: what is
typically done
 Power and achievement: self-enhancement
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-64
Generational
Generational Values
Values
 Work values that attempt to capture the shared
views of different cohorts or generations
 Baby boomers, gen Xers, millennials, gen Zers
 Lack solid research support
– Research has failed to support that baby boomers have a
higher work ethic
– No differences between generations in entitlement
(millennials)
– Major events do not affect specific generations, as many
claim
 Support has been provided for differences in how
people perceive those of other generations
 Can result in ageist or discriminatory climates
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-65
5-66
 Global
Global Implications
Implications
 Personality
– Do frameworks like Big Five transfer across cultures?
• Yes, but the frequency of type in the culture may vary.
• Better in individualistic than collectivist cultures.

Summary
Summary and
and Managerial
Managerial Implications
Implications
 Personality
– Screen for the Big Five trait of conscientiousness
– Take into account the situational factors as well
– MBTI® can help with training and development

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5-67