PPT UEU Teori Perilaku Organisasi Pertemuan 2b

Personality and Values
Pertemuan 2
Muhammad Arief
Prodi MIK Fakultas Ilmu-Ilmu Kesehatan

What
What is
is Personality?
Personality?
Personality
The sum total of ways in which an individual reacts
and interacts with others; measurable traits a person
exhibits.
Personality Traits
Enduring characteristics
that describe an
individual’s behavior.

© 2007 Prentice Hall Inc. All rights reserved.

Personality

Personality
Determinants
Determinants
• •Heredity
Heredity
• •Environment
Environment
• •Situation
Situation

The
The Myers-Briggs
Myers-Briggs Type
Type Indicator
Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and
classifies people into 1 of 16 personality types.
Personality
PersonalityTypes

Types
• •Extroverted
Extrovertedvs.
vs.Introverted
Introverted(E
(Eor
orI)I)
• •Sensing
Sensingvs.
vs.Intuitive
Intuitive(S
(Sor
orN)
N)
• •Thinking
Thinkingvs.
vs.Feeling
Feeling(T
(Tor
orF)

F)
• •Judging
Judgingvs.
vs.Perceiving
Perceiving(P
(Por
orJ)J)

Score
Scoreis
isaacombination
combinationof
of
all
allfour
four(e.g.,
(e.g.,ENTJ)
ENTJ)
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Meyers-Briggs,
Meyers-Briggs, Continued
Continued
A Meyers-Briggs score
– Can be a valuable too for self-awareness and career
guidance

BUT
– Should not be used as a selection tool because it has
not been related to job performance!!!

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The
The Big
Big Five
Five Model
Model of
of Personality
Personality Dimensions

Dimensions
Extroversion

Sociable, gregarious, and assertive

Agreeableness

Good-natured, cooperative, and trusting.

Conscientiousness

Responsible, dependable, persistent, and organized.

Emotional Stability

Calm, self-confident, secure under stress (positive), versus
nervous, depressed, and insecure under stress (negative).

Openness to Experience

Curious, imaginative, artistic, and sensitive
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Measuring
Measuring Personality
Personality

Personality is Measured By
 Self-report surveys
 Observer-rating surveys
 Projective measures
– Rorschach Inkblot Test
– Thematic Apperception
Test

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Major
Major Personality
Personality Attributes

Attributes Influencing
Influencing OB
OB
 Core Self-evaluation
– Self-esteem
– Locus of Control

 Machiavellianism
 Narcissism
 Self-monitoring
 Risk taking
 Type A vs. Type B personality
 Proactive Personality
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Core
Core Self-Evaluation:
Self-Evaluation: Two
Two Main
Main Components

Components
•Self Esteem
Individuals’ degree of liking or disliking
themselves.

•Locus of Control
The degree to which people believe they are
masters of their own fate.
•Internals (Internal locus of control)
Individuals who believe that they
control what happens to them.
•Externals (External locus of control)
Individuals who believe that what
happens to them is controlled by
outside forces such as luck or chance.
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Machiavellianism
Machiavellianism
Machiavellianism (Mach)

Degree to which an individual is pragmatic,
maintains emotional distance, and believes
that ends can justify means.

Conditions
ConditionsFavoring
FavoringHigh
HighMachs
Machs
••Direct
Directinteraction
interactionwith
withothers
others
••Minimal
Minimalrules
rulesand
andregulations
regulations
••Emotions

Emotionsdistract
distractfor
forothers
others
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Narcissism
Narcissism
A Narcissistic Person
•Has grandiose sense of self-importance
•Requires excessive admiration
•Has a sense of entitlement
•Is arrogant
•Tends to be rated as less effective

© 2007 Prentice Hall Inc. All rights reserved.

Self-Monitoring
Self-Monitoring
Self-Monitoring

A personality trait that measures
an individual’s ability to adjust
his or her behavior to external,
situational factors.
High
HighSelf-Monitors
Self-Monitors
••Receive
Receivebetter
betterperformance
performance
ratings
ratings
••Likely
Likelyto
toemerge
emergeas
asleaders
leaders
••Show
Showless
lesscommitment
commitmentto
to
their
theirorganizations
organizations
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Risk-Taking
Risk-Taking
 High Risk-taking Managers
– Make quicker decisions
– Use less information to make decisions
– Operate in smaller and more entrepreneurial
organizations

 Low Risk-taking Managers
– Are slower to make decisions
– Require more information before making decisions
– Exist in larger organizations with stable environments

 Risk Propensity
– Aligning managers’ risk-taking propensity to job
requirements should be beneficial to organizations.
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Personality
Personality Types
Types

Type A’s
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type B’s
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievements
or accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. can relax without guilt.
© 2007 Prentice Hall Inc. All rights reserved.

Personality
Personality Types
Types
Proactive Personality
Identifies opportunities,
shows initiative, takes
action, and perseveres
until meaningful change
occurs.
Creates positive change
in the environment,
regardless or even in
spite of constraints or
obstacles.
© 2007 Prentice Hall Inc. All rights reserved.

Chapter Check-Up: Personality
Which of the following is not a typical
personality trait considered to be
organizationally relevant?
Locus of control
Self-monitoring
Self-enhancing
Self esteem
Machiavellianism
Discuss with your neighbor how each of the three traits above would
influence a college instructor’s behavior, and where you think your
teacher falls with respect to each of them.
© 2007 Prentice Hall Inc. All rights reserved.

Chapter Check-Up: Personality
Alison arrives to class and realizes that she’s
forgotten her homework to turn in. She says “Oh
man, it’s just not my lucky day today.” Alison
has ______________.
Alison has a high external locus of control. Alison believes that
things outside of her control determine what happens.

If Alison works on a team with you, and you have a very
high internal locus of control, what kinds of discussions
do you think the two of you might have? Discuss with a
friend.

© 2007 Prentice Hall Inc. All rights reserved.

Chapter Check-Up: Personality
Julia is known for being a go-getter. She never leaves a task
incomplete, and is involved in a number of activities. Moreover,
she’s at the top of her class. She’s so busy that sometimes,
she forgets to stop and eat lunch. Julia can be easily
characterized as someone that has/is a Type ____ Personality.

© 2007 Prentice Hall Inc. All rights reserved.

A

Chapter Check-Up: Personality
Julia is also likely to not be very
•

Happy?

•

Fun?

•

Creative?

•

Stressed?

In general, Type A’s are rarely creative because
they generally don’t allocate the necessary time
for new solution development; they usually rely on
past experiences to solve problems in order to be
speedy.
© 2007 Prentice Hall Inc. All rights reserved.

Values
Values
 Definition: Mode of conduct or end state is personally
or socially preferable (i.e., what is right & good)
– Terminal Values
• Desirable End States

– Instrumental Values
• The ways/means for achieving one’s terminal values

 Value System: A hierarchy based on a ranking of an
individual’s values in terms of their intensity.

Note: Values Vary by Cohort
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Importance
Importance of
of Values
Values
 Provide understanding of the attitudes,
motivation, and behaviors of individuals and
cultures.
 Influence our perception of the world around us.
 Represent interpretations of “right” and “wrong.”
 Imply that some behaviors or outcomes are
preferred over others.

© 2007 Prentice Hall Inc. All rights reserved.

Types
Types of
of Values
Values ––- Rokeach
Rokeach Value
Value Survey
Survey
Terminal Values
Desirable end-states of
existence; the goals that a
person would like to achieve
during his or her lifetime.

Instrumental Values
Preferable modes of behavior
or means of achieving one’s
terminal values.
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Values
Valuesin
in
the
the
Rokeach
Rokeach
Survey
Survey

Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

E X H I B I T 4-3
E X H I B I T 4-3
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Values
Valuesin
in
the
the
Rokeach
Rokeach
Survey
Survey
(cont’d)
(cont’d)

Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

E X H I B I T 4-3 (cont’d)
E X H I B I T 4-3 (cont’d)
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Mean
MeanValue
ValueRankings
Rankingsof
of
Executives,
Executives,Union
Union
Members,
Members,and
andActivists
Activists
Source: Based on W. C. Frederick and J. Weber, “The Values of
Corporate Managers and Their Critics: An Empirical Description and
Normative Implications,” in W. C. Frederick and L. E. Preston (eds.)
Business Ethics: Research Issues and Empirical Studies (Greenwich,
CT: JAI Press, 1990), pp. 123–44.

E X H I B I T 4-4
E X H I B I T 4-4
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Values,
Values, Loyalty,
Loyalty, and
and Ethical
Ethical Behavior
Behavior

Ethical Values and
Behaviors of Leaders

Ethical
Ethical Climate
Climate in
in

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Values
Values across
across Cultures:
Cultures: Hofstede’s
Hofstede’s
Framework
Framework






Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term and Short-term orientation

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Hofstede’s
Hofstede’s Framework
Framework for
for Assessing
Assessing Cultures
Cultures
Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.

Low distance: relatively equal power
between those with status/wealth and those
without status/wealth
High distance: extremely unequal power
distribution between those with
status/wealth and those without
status/wealth
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Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
Individualism
The degree to which
people prefer to act as
individuals rather than
a member of groups.

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Vs.

Collectivism
A tight social framework in
which people expect
others in groups of which
they are a part to look
after them and protect
them.

Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
Masculinity
The extent to which the
society values work roles
of achievement, power,
and control, and where
assertiveness and
materialism are also
valued.

© 2007 Prentice Hall Inc. All rights reserved.

Vs.

Femininity
The extent to which
there is little
differentiation
between roles for
men and women.

Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
•High Uncertainty Avoidance:
Society does not like
ambiguous situations & tries to
avoid them.
•Low Uncertainty Avoidance:
Society does not mind
ambiguous situations &
embraces them.
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Hofstede’s
Hofstede’s Framework
Framework (cont’d)
(cont’d)
Long-term Orientation
A national culture
attribute that
emphasizes the future,
thrift, and persistence.

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Vs.

Short-term Orientation
A national culture attribute
that emphasizes the
present and the here and
now.

Achieving
Achieving Person-Job
Person-Job Fit
Fit
Personality-Job Fit
Theory (Holland)
Identifies six personality
types and proposes that
the fit between personality
type and occupational
environment determines
satisfaction and turnover.

Personality
PersonalityTypes
Types
••Realistic
Realistic
••Investigative
Investigative
••Social
Social
••Conventional
Conventional
••Enterprising
Enterprising
••Artistic
Artistic

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Holland’s
Holland’s
Typology
Typologyof
of
Personality
Personality
and
and
Congruent
Congruent
Occupations
Occupations

E X H I B I T 4–8
E X H I B I T 4–8
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Relationships
Relationships
among
among
Occupational
Occupational
Personality
Personality
Types
Types

Source: Reprinted by special permission of the publisher, Psychological
Assessment Resources, Inc., from Making Vocational Choices, copyright 1973,
1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.

© 2007 Prentice Hall Inc. All rights reserved.

E X H I B I T 4–9
E X H I B I T 4–9

Organizational
Organizational Culture
Culture Profile
Profile (OCP)
(OCP)
 Useful for determining personorganization fit
 Survey that forces choices/rankings of
one’s personal values
 Helpful for identifying most important
values to look for in an organization (in
efforts to create a good fit)

© 2007 Prentice Hall Inc. All rights reserved.

Chapter Check-Up: Values
In Country J most of the top management team meets
employees at the local bar for a beer on Fridays, and there
are no reserved parking spaces. Everyone is on a first
name basis with each other. Country J, according to
Hofstede’s Framework, is probably low on what dimension?
•

Collectivism

•

Long Term Orientation

•

Uncertainty Avoidance

•

Power Distance

How would a College or University in Country J differ from your
College or University? Identify 3 differences and discuss with a
neighbor.
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