Professional Documents
Culture Documents
Personality, and
Values
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Values, Personality, and Self-Concept at Fairmont
Hotels & Resorts
YasmeenYoussef
Fairmont Hotels & Resorts
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MARS Model of Individual Behavior
Situational
factors
Values Motivation
Personality
Perceptions Individual
Ability behavior and
Emotions results
Attitudes
Stress Role
perceptions
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The Basic Psychological Model
McShane/Von Glinow OB 5e 4 2010 The McGraw-Hill Companies, Inc. All rights reserved
Employee Motivation
S
M
A BAR
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Employee Ability
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Role Perceptions
S
M
A BAR
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Situational Factors
A BAR
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Defining Personality
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Nature vs. Nurture of Personality
Influenced by Nature
Heredity explains about 50 percent of behavioral
tendencies and 30 percent of temperament
Minnesota studies twins had similar behaviour
patterns
Influenced by Nurture
Socialization, life experiences, learning also affect
personality
Personality isnt stable at birth
Stabilizes throughout adolescence
Executive function steers using our self-concept as
a guide
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Five-Factor Personality Model
(CANOE)
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Five-Factor Personality and
Organizational Behavior
Conscientiousness and emotional stability
Motivational components of personality
Strongest personality predictors of performance
Extroversion
Linked to sales and mgt performance
Related to social interaction and persuasion
Agreeableness
Effective in jobs requiring cooperation and helpfulness
Openness to experience
Linked to higher creativity and adaptability to change
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Common Personality Measures
McShane/Von Glinow OB 5e 13 2010 The McGraw-Hill Companies, Inc. All rights reserved
MBTI at Southwest Airlines
Southwest Airlines uses the
Myers-Briggs Type Indicator to
help staff understand and
respect co-workers different
personalities and thinking styles.
You can walk by and see
someone's [MBTI type] posted
up in their cube, says Elizabeth
Bryant, Southwests leadership
development director (shown
here).
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Jungian Personality Theory
Swiss psychiatrist Carl Jung
Identifies preferences for
perceiving the environment
and obtaining/processing
information
Commonly measured by
Myers-Briggs Type Indicator
(MBTI)
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Myers-Briggs Type Indicator (MBTI)
Extroversion versus introversion
similar to five-factor dimension
Sensing versus intuition
collecting information through senses versus
through intuition, inspiration or subjective sources
Thinking versus feeling
processing and evaluating information
using rational logic versus personal values
Judging versus perceiving
orient themselves to the outer world
order and structure or flexibility and spontaneity
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Feeling Valued at Johnson & Johnson
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Self-Concept Defined
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Three Cs of Self-Concept
Complexity
People have multiple self-concepts
Consistency
Improved wellbeing when multiple self-concepts
require similar personality traits and values
Clarity
Clearly and confidently described, internally
consistent, and stable across time.
Self-concept clarity requires self-concept
consistency
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Four Selves of Self-Concept
Self-enhancement
Promoting and protecting our positive self-view
Self-verification
Affirming our existing self-concept (good and bad
elements)
Self-evaluation
Evaluating ourselves through self-esteem, self-
efficacy, and locus of control
Social self
Defining ourselves in terms of group membership
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Self-Concept: Self-Enhancement
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Self-Concept: Self-Verification
Motivation to verify/maintain our existing self-
concept
Stabilizes our self-concept
People prefer feedback consistent with their
self-concept
Self-verification outcomes:
We ignore or reject info inconsistent with self-
concept
We interact more with those who affirm/reflect self-
concept
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Self-Concept: Self-Evaluation
Defined mainly by three dimensions:
Self-esteem
High self-esteem -- less influenced, more
persistent/logical
Self-efficacy
Belief in ones ability, motivation, role perceptions, and
situation to complete a task successfully
General vs. task-specific self-efficacy
Locus of control
General belief about personal control over life events
Higher self-evaluation with internal locus of control
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Self-Concept: Social Self
Social identity -- defining ourselves in terms of
groups to which we belong or have an emotional
attachment
We identify with groups that have high status -- aids
self-enhancement
Contrasting Groups
IBM Employee
Employees at
other firms
Graduates of other
University of Dallas schools
Graduate
2-24
Values in the Workplace
Stable, evaluative beliefs that guide our
preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
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Schwartzs Values Model
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Schwartzs Values Model
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Values and Behavior
Habitual behavior usually consistent with
values, but conscious behavior less so
because values are abstract constructs
Decisions and behavior are linked to values
when:
Mindful of our values
Have logical reasons to apply values in that
situation
Situation does not interfere
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Values Congruence
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Values Across Cultures: Individualism
and Collectivism
Degree that people value duty to their group
(collectivism) versus independence and
person uniqueness (individualism)
Previously considered opposites, but
unrelated -- i.e. possible to value high
individualism and high collectivism
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Individualism
High Individualism
The degree to which people
U.S.
value personal freedom,
Italy self-sufficiency, control over
India
themselves, being
appreciated for unique
Denmark qualities
Taiwan
Low Individualism
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Collectivism
High Collectivism
The degree to which people
value their group
Italy membership and
Taiwan
harmonious relationships
within the group
India
Denmark
U.S.
Low Collectivism
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Power Distance
High Power Distance High power distance
Malaysia Value obedience to authority
Venezuela Comfortable receiving
commands from superiors
Prefer formal rules and authority
Japan to resolve conflicts
Low power distance
U.S. Expect relatively equal power
sharing
Denmark
Israel
View relationship with boss as
interdependence, not
Low Power Distance dependence
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Uncertainty Avoidance
High U. A.
High uncertainty avoidance
Greece
Japan feel threatened by ambiguity
and uncertainty
Italy value structured situations and
direct communication
Low U. A.
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Achievement-Nurturing
Achievement
High achievement
Japan
orientation
assertiveness
China competitiveness
U.S. materialism
Nurturing
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Three Ethical Principles
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An Alternative Set of Principles
Egoist if it benefits me
McShane/Von Glinow OB 5e 37 2010 The McGraw-Hill Companies, Inc. All rights reserved
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 behavior
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Supporting Ethical Behavior
Ethics training
Ethics hotlines
McGraw-Hill/Irwin
McShane/Von Glinow OB 5e Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved. 2-40