Chapter 2: Individual Behavior, Personality, and Values Flashcards
MARS Model of Individual Behavior and Results
Four variables (Motivation, Ability, Role Perceptions, and Situational Factors) that influence an individual’s voluntary behavior and performance; if any one of them is low in a single situation, the employee would perform the task poorly
Motivation
Forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior; goal-directed, not random; managers can’t motivate, they simply setup catalysts
Ability
Both the natural aptitudes and learned capabilities required to successfully complete a task; competencies, KSAO’S, etc; high person/job matching
Role Perceptions
Degree to which a person understands the job duties assigned to or expected of him or her
Role Clarity
Employees have three forms: understand duties or consequences, understand priority of tasks, and understand preferred behaviors
Task Peformance
Type of individual behavior that refers to goal-directed behaviors under the individual’s control that support org objectives
Organizational Citizenship Behaviors
Type of individual behaviors that involve various forms of cooperation and helpfulness to others that support the org’s social and psychological context; speaking highly of company, charitable example
Counterproductive Work Behaviors
Type of individual behaviorVoluntary behaviors that have the potential to directly or indirectly harm the organization
Joining/Staying with the org
Type of individual behavior that consists of staying with an org through good and bad times
Maintaining Work Attendance
Type of individual behavior that consists of coming to work at scheduled times
Presenteeism
Attending scheduled work when one’s capacity to perform is significantly diminished by illness or other factors
Personality
Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics; shaped by both nature and nurture; valid predictor of job performance (Big Five), Vocational choice (Cattell 16 PF), team compatibility (MBTI); self-report is better; social desirability can contaminate personality tests
Five Factor Model of Personality
Five broad dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, and extroversion
Conscientiousness
A personality dimension describing people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious
Agreeableness
A personality dimension describing people who tend to be to be trusting, helpful, good-natured, tolerant, selfless, generous, and flexible
Neuroticism
Personality dimension describing people who tend to be anxious, insecure, self-conscious, depressed, and temperamental
Extraversion
Personality dimension describing people who are outgoing, talkative, sociable, and assertive
Openness to Exprience
Personality dimension describing those who are creative, imaginative, curious, nonconforming, and aesthetically perceptive
Meyers-Briggs Type Indicator
Instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information (Extraversion/Introversion, Sensing/Intuitive, Thinking/Feeling, Judging/Perceiving) Poorly predicts job performance, mostly used for team building and career development; developed out of couples counseling; MBTI leaves no room for middle trait scores, either extremes of high or low; Sam and Diane “Cheers” episode; says you want people who are like you; scores not very reliable, no such thing as a personality type, dichotomization, weak correlation to Five Factor Model
Value system
Hierarchy of preferences
Schwartz’s Values Circumplex
Dominant model of personal values, 57 values clustered into 10 broad values categories: universalism, benevolence, tradition, conformity, security, power, achievement, hedonism, stimulation, and self-direction. Further broken down by Openness to Change, Self-transcendence, Conservation, Self-Enhancementf; espoused vs enacted values
Utilitarianism
Ethical principle that advises us to seek the greatest good for the greatest number of people
Individual Rights
Ethical principle that reflects the belief that everyone has entitlements that let her or him act in a certain way
Distributive Justice
Ethical principle that suggests that people who are similar to each other should receive similar benefits and burdens; those who are dissimilar should receive different benefits and burdens in proportion to their dissimilarity
Moral intensity
Degree to which an issue demands the application of ethical principles; cigarette out the window vs. trash out the window
Ethical sensitivity
A person’s ability to recognize the presence of an ethical issue and determine its relative importance; same situation, different behaviors
Mindfulness
A person’s receptive and impartial attention to and awareness of the present situation as well as to one’s own thoughts and emotions in that moment
Individualism
Cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness
Colletivism
A cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony
Power distance
Cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society
Uncertainty avoidance
Cross-cultural value describing the degree to which people in a culture tolerate ambiguity or feel threatened by ambiguity and uncertainty
Achievement-nurturing orientation
A Cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people
Cattell’s 16 Personality Factor
Primarily used to predict the performance/enjoyment of jobs; involved common things, but further factored out the Big Five; Personality can influence job (introverted sales person example); similar to holland and strong inventory checklists; personality profile
Impression Management
Lying/faking your personality traits to conform to the impression you know is desired
Self-deception
Covert manipulation of how one perceives their-self
