Chapter FOUR

Personality and Values

What is 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 individuals behavior.
Personality
Determinants
Heredity
Environment
Situation
The Myers-Briggs Type Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16
personality types.
Personality Types
Extroverted vs. Introverted (E or I)
Sensing vs. Intuitive (S or N)
Thinking vs. Feeling (T or F)
Judging vs. Perceiving (P or J)
Score is a combination of all four (e.g., ENTJ)
Meyers-Briggs, 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!!!
The Big Five Model of Personality Dimensions


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

Major Personality Attributes Influencing OB
Core Self-evaluation
Self-esteem
Locus of Control
Machiavellianism
Narcissism
Self-monitoring
Risk taking
Type A vs. Type B personality
Proactive Personality
Core Self-Evaluation: Two Main 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.
Machiavellianism
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and
believes that ends can justify means.
Conditions Favoring High Machs
Direct interaction with others
Minimal rules and regulations
Emotions distract for others
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

Self-Monitoring
Self-Monitoring
A personality trait that measures an individuals ability to adjust his or her
behavior to external, situational factors.
High Self-Monitors
Receive better performance ratings
Likely to emerge as leaders
Show less commitment to their organizations

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.
Personality Types
Type As
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 Bs
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.

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.

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 instructors behavior, and where you think your teacher falls with respect
to each of them.
Alison arrives to class and realizes that shes forgotten her homework to
turn in. She says Oh man, its 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.
Julia is known for being a go-getter. She never leaves a task incomplete, and
is involved in a number of activities. Moreover, shes at the top of her class. Shes
so busy that sometimes, she forgets to stop and eat lunch. Julia can be easily
characterized as someone that has/is a Type ____ Personality.



A
Julia is also likely to not be very
Happy?
Fun?
Creative?
Stressed?
In general, Type As are rarely creative because they generally dont
allocate the necessary time for new solution development; they usually
rely on past experiences to solve problems in order to be speedy.
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 ones terminal values
Value System: A hierarchy based on a ranking of an individuals values in
terms of their intensity.
Note: Values Vary by Cohort
Importance of 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.
Types of Values - Rokeach Value 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 ones terminal values.








Values in the Rokeach Survey





Values in the Rokeach Survey
(contd)











Values, Loyalty, and Ethical Behavior

Values across Cultures: Hofstedes Framework
Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term and Short-term orientation



Hofstedes Framework for Assessing 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



Hofstedes Framework (contd)
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.





Organizational Culture Profile (OCP)
Useful for determining person-organization fit
Survey that forces choices/rankings of ones personal values
Helpful for identifying most important values to look for in an
organization (in efforts to create a good fit)
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 Hofstedes 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.


Why Assessment
Helps in
Screening
Selection
Succession Planning
Career Planning
Team Building
Management Development

Heredity
Physical Stature
Facial attractiveness
Temperament
Reflexes
Energy level
Personality Traits
Characteristics when exhibited in a large number of situations are called
Personality Traits .
Characteristics such as
:- shy
:- Aggressive
:- Submissive
:- Lazy
:- Ambitious
:- Loyal
:- Timid
Importance of Personality in Organization
Personality traits predict specific work-related behavior
Stress reactions & emotions
Help people find jobs that suits them best
Myers-Briggs Type Indicator
MBTI
Describe the personality framework and assess its strengths and
weaknesses.
Its a personality test that taps four characteristics and classifies people into
1 of 16 personality types.

Myers-Briggs Type Indicator
Extraverted individuals are outgoing, sociable and assertive. Introvert
are quiet and shy.
Sensing types are practical and prefer routine and order. Intuitive rely
on unconscious process.
Thinking types use reason and logic. Feeling types rely on their personal
values and emotions.
Judging types want control and prefer their world to be ordered and
structured . Perceiving types are flexible and spontaneous.


The Myers-Briggs Type Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16
personality types.
Personality Types
Extroverted vs. Introverted (E or I)
Sensing vs. Intuitive (S or N)
Thinking vs. Feeling (T or F)
Judging vs. Perceiving (P or J)
Score is a combination of all four (e.g., ENTJ)
Meyers-Briggs, 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!!!

The Big Five Personality Dimensions (Traits)
O Extraversion: Outgoing, talkative, sociable, assertive
O Agreeableness: Trusting, good natured, cooperative, soft hearted
O Conscientiousness: Dependable, responsible, achievement oriented,
persistent
O Emotional stability: Relaxed, secure, unworried
O Openness to experience: Intellectual, imaginative, curious, broad
minded
Research finding: Conscientiousness is the best (but not a strong) predictor of
job performance

How Do the Big Five Traits Predict 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.
Big Five Traits Why it is
Relevent
What does it Effect
Emotional Stability Less Negative
Thinking,
fewer negative
emotions
Higher job & life satisfaction, lower
stress level.
Extraversion Better
intrapersonal
skill, more
emotionally
expressive.
Higher performance
Enhanced leadership
Higher job satisfaction
Agreeable people are good in social settings.


Openness Increased
learning, more
creative and
flexible
More adoptable to change. Enhanced
leadership.
Agreeableness Better liked
More
confirming
Lower level of deviant behavior, good
negotiator.
Conscientiousness Persistent
effort, more
drive and
discipline,
Better
organized .
Higher performance
Greater leadership.

John Holland Six Types of Personalities & Work Environments
John Holland , a career development scholar , was an early proponent of this
notion that career success depends on the degree of congruence between the person
and his or her work environment .

Because most individuals fit into more than one personality type , Holland
Developed. A model shaped like a hexagon with each personality type around
the
points of the model .
Similar types are next to each other in the hexagon ,
whereas dissimilar types are opposite .


Still Linking Personality to the Workplace
In addition to matching the individuals personality to the job, managers are
also concerned with:
Person-Organization Fit:
The employees personality must fit with the organizational culture.
People are attracted to organizations that match their values.
Those who match are most likely to be selected.
Mismatches will result in turnover.
Can use the Big Five personality types to match to the organizational
culture.
Major Personality Attributes Influencing OB
Core Self-evaluation
Self-esteem
Locus of Control
Machiavellianism
Narcissism
Self-monitoring
Risk taking
Type A vs. Type B personality
Proactive Personality
Core Self-Evaluation: Two Main Components

Machiavellianism
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and
believes that ends can justify means.
Conditions Favoring High Machs
Direct interaction with others
Minimal rules and regulations
Emotions distract for others
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




Improving Interpersonal Communication Through Transactional Analysis

3 psychological positions
- Parent Ego
- Adult Ego
- Child Ego
1. Parent Ego :- Behavioural responses Person acting in Parent ego :-
Rules & laws
Dos & Donts
Truths
How to
Tradition
Teaching
Demonstrating
Adult Ego :- Behavioral Responses of person acting in Adult ego
Rationality
Estimation
Evaluation
Storing Data
Figuring out
Exploring
Testing
Child Ego :- Behavioral Responses of person acting in Child Ego
Seeing, hearing, touching
Experiencing joy / frustration
Creating
Wishing/fantasizing
Feeling internally
Impulsive
Spontaneous
Aspects of Analyzing Ego States of a person
1. During interaction one can display all 3 ego states
one may be predominant
2. Ego states can be observed not only in words used but also
in persons postures , Gestures & facial expressions
3. Positive & Negative Features can add or subtract from a persons
feeling of satisfaction
Transactions :-
When people interact , they involve in a transaction with others
Depending on the ego states of persons involved in transactions ,
There may be three types of transactions
- Complementary
- Crossed
- Ulterior
- Complementary Transactions
- When the stimulus & response patterns from one ego state to
- Another are parallel .
- The transaction is complimentary because both are acting in the
- Perceived and expected ego states . Ex:-
- Adult Adult Transactions
- This is ideal transaction
- Very effective because both persons
are acting in a rational manner.
-Data is processed & concern for
facts & Figures
-Disadv:- can make transactions dull







Ulterior Transactions
- Communication has double meaning .
On the surface level , the communication has a clear adult message
, whereas it carries a hidden message on the psychological level.
Stroking :-
Defined as any act implying recognition of anothers presence
- Strokes are a basic unit of motivation
- 2 types of strokes
- Positive Stroking :- makes one feel O.K words of recognition
, affection , pat on the back are some examples
- Negative Stroking :- makes one feel not O.K criticism , hating ,
scolding
Game Analysis
A game is a series of ulterior transactions with a gimmick , leading to a well-
defined pay-off.
C + G = R S X P
According to this ,
Con- C
Gimmick-G ( concealed motivation)
Respond R
Switch- S
Crossup- X ( Confusion)
Pay-off P (of bad feelings )

Illustration :- A Patient asked :- Do you think Ill get better, doctor? . (CON)
The sentimental therapist replied :- Ofcourse you will . ( G)
At that point the patient revealed her ulterior motive in asking the question .
Instead of saying Thank you. as in a straight transaction , she pulled the Switch
with
What makes you think you know everything
This reply crossed the therapist (X)
And he feeling frustrated those were the payoff (P)

Benefits & uses of Transactional Analysis :-
1. Developing Positive Thinking
2. Interpersonal Effectiveness
3. Motivation
4. Organization Development



Attitude



Does Behavior Always Follow from Attitudes?
Leon Festinger No, the reverse is sometimes true!
Cognitive Dissonance: Any incompatibility between two or more attitudes or
between behavior and attitudes
Individuals seek to reduce this uncomfortable gap, or dissonance, to
reach stability and consistency
Consistency is achieved by changing the attitudes, modifying the
behaviors, or through rationalization
Desire to reduce dissonance depends on:
Importance of elements
Degree of individual influence
Rewards involved in dissonance

Moderating Variables
The most powerful moderators of the attitude-behavior relationship are:
Importance of the attitude
Correspondence to behavior
Accessibility
Existence of social pressures
Personal and direct experience of the attitude
Attitudes predict behavior, as influenced by moderating variables.
What Are the Major Job Attitudes?
Job Satisfaction
A positive feeling about the job resulting from an evaluation of its
characteristics.
Job Involvement
Degree of psychological identification with the job where perceived
performance is important to self-worth.
Psychological Empowerment
Belief in the degree of influence over the job, competence, job
meaningfulness, and autonomy.
Predicting Behavior from Attitudes
Important attitudes have a strong relationship to behavior.
The closer the match between attitude and behavior, the stronger the
relationship:
Specific attitudes predict specific behavior
General attitudes predict general behavior
The more frequently expressed an attitude, the better predictor it is.
High social pressures reduce the relationship and may cause
dissonance.
Attitudes based on personal experience are stronger predictors.
Another Major Job Attitude
Organizational Commitment
Identifying with a particular organization and its goals, while wishing
to maintain membership in the organization.
Three dimensions:
Affective emotional attachment to organization
Continuance Commitment economic value of staying
Normative moral or ethical obligations
Has some relation to performance, especially for new employees.
Less important now than in past now perhaps more of occupational
commitment, loyalty to profession rather than to a given employer.
And Yet More Major Job Attitudes
Perceived Organizational Support (POS)
Degree to which employees believe the organization values their
contribution and cares about their well-being.
Higher when rewards are fair, employees are involved in decision-
making, and supervisors are seen as supportive.
High POS is related to higher OCBs and performance.
Employee Engagement
The degree of involvement, satisfaction with, and enthusiasm for the
job.
Engaged employees are passionate about their work and company.

Global Implications
Is Job Satisfaction a U. S. Concept?
No, but most of the research so far has been in the U.S.
Are Employees in Western Cultures More Satisfied With Their Jobs?
Western workers appear to be more satisfied than those in Eastern
cultures.
Perhaps because Westerners emphasize positive emotions and
individual happiness more than do those in Eastern cultures.














Motivation at Work
Definition of Motivation
Motivation
The driving force within individuals by which they attempt to achieve some
goal in order to fulfill some needs or expectation.
The degree to which an individual wants to choose in certain behavior.

Motivation as a process..
It is a process by which a persons efforts are energized,directed and
sustained towards attaining the goal.
Motivation works best when individual needs are compatible with
organizational goal.
Three key elements:
Intensity how hard a person tries
Direction effort that is channeled toward, and consistent with,
organizational goals
Persistence how long a person can maintain effort
Needs , Drive & Motives
Needs
As deficiencies
- Unfulfilled needs create a tension that makes us want to find ways to reduce
or satisfy those needs .
Stronger Needs (is proportional) More motivated

Types of Needs
(a) Primary needs :- basic physical needs (food , water ,sleep .)
(b) Secondary needs :- social & psychological needs (social practice- college
breaks )
Drives
Instinctive or innate tendencies to seek certain goals or maintain internal stability
NEEDS ARE PRODUCED BY DRIVES
FOUR FUNDAMENTAL DRIVES by Lawrence & Nohria
1. Drive to acquire seek , take , control
2. Drive to bond- develop social relationships & develop mutual caring
commitments
3. Drive to Learn satisfy curiosity
4. Drive to defend protect ourselves physically & socially .
Needs originate from Drives
Ex:- Need for Belongingness is created out of the drive to bond .
Important to maintain 4 Drive Balance
Example :-
It has been proved that cos that help employees fulfill one drive much more than
the others face long term problems .
SONY struggling to keep up with competitors . Hyper competitive culture thus
drive to acquire but lack of balance with drive to bond .
- Lead to infighting and information hoarding
- Lead to cos delay to launch the digital music player & other launched
earlier ex:- Apple ipod & itunes

Groups of Motivational Theories
Internal
Suggest that variables within the individual give rise to motivation
and behavior
Example: Maslows hierarchy of needs theory
Process
Emphasize the nature of the interaction between the individual
and the environment
Example: Expectancy theory
External
Focus on environmental elements to explain behavior
Example: Two-factor theory
Early Theories of Motivation
These early theories may not be valid, but they do form the basis for
contemporary theories and are still used by practicing managers.
Maslows Hierarchy of Needs Theory
Herzbergs Two-Factor Theory
McClellands Theory of Needs
Alderfers ERG (Existence, Relatedness, and Growth)
McGregors Theory X and Theory Y

Contemporary Theories of Motivation Process Theories of Motivation
Emphasis on actual process of motivation.
Cognitive Evaluation Theory
Goal-Setting Theory
Management by Objectives (MBO)
Self-Efficacy Theory
Also known as Social Cognitive Theory or Social Learning Theory
Reinforcement Theory
Equity Theory
Expectancy Theory

Early Theories of Motivation
Maslows Hierarchy of needs theory
Needs were categories as five levels of lower-higher-order needs.
Individual must satisfy lower-level needs before they can satisfy
higher order needs.
Satisfied needs will no longer motivate.
Motivating a person depends on knowing at what level that a person is
on the hierarchy.
Hierarchy of Needs
Lover order ( External ) : Physiological and safety needs
Higher order ( Internal ) : Social, Esteem, and Self-actualization

Herzbergs Motivation-Hygiene Theory(2-factor theory), by Fredrick Herzberg
(1957)
Job satisfaction and job dissatisfaction are created y different factors.
Hygiene factors- Extrinsic ( Environmental ) factors that create job
dissatisfaction.
Motivation Factors- Intrinsic ( Psychological ) factors that create job
satisfaction.
Attempted to explain why job satisfaction does not result in increased
performance
The opposite of satisfaction is not dissatisfaction but rather no
satisfaction.


Criticisms of Two-Factor Theory
Herzberg says that hygiene factors must be met to remove dissatisfaction. If
motivators are given, then satisfaction can occur.
Herzberg is limited by his procedure
Participants had self-serving bias
Reliability of raters questioned
Bias or errors of observation
No overall measure of satisfaction was used
Herzberg assumed, but didnt research, a strong relationship between
satisfaction and productivity

McClellands Need Theory: Need for Achievement
Need for Achievement ( nAch)
The desire to excel and succeed

McClellands Need Theory:Need for Power
Need for Power ( nPow )
The need to influence the behavior of others.

McClellands Need Theory:Need for Affiliation
Need for Affiliation ( nAff )
The desire for interpersonal relationship

Performance Predictions for High nAch
People with a high need for achievement are likely to:
Prefer to undertake activities with a 50/50 chance of success,
avoiding very low- or high-risk situations
Be motivated in jobs that offer high degree of personal responsibility,
feedback, and moderate risk
Not necessarily make good managers too personal a focus. Most
good general managers do NOT have a high nAch
Need high level of nPow and low nAff for managerial success
Good research support, but it is not a very practical theory


Alderfers ERG Theory
A reworking of Maslow to fit empirical research.
Three groups of core needs:
Existence (Maslow: physiological and safety)
Relatedness (Maslow: social and status)
Growth (Maslow: esteem and self-actualization)
Removed the hierarchical assumption
Can be motivated by all three at once
Popular, but not accurate, theory


Adamss Theory of Inequity
(Equity Theory by JStacy Adams)
Employees tend to judge fairness by comparing the outcomes
They receive with the other people.
Inequity - the situation in which a person perceives he or she is receiving less than
he or she is giving, or is giving less than he or she is receiving
E
G R
Key factors in equity assessment


Strategies for Resolution of Inequity
Alter the persons outcomes
Alter the persons inputs
Alter the comparison others outputs
Alter the comparison others inputs
Change who is used as a comparison other
Rationalize the inequity
Leave the organizational situation




Goal-Setting Theory
Works as a motivational process because it creates a discrepancy between current
& expected performance .
Meeting goals helps satisfy persons achievement drive
Feelings of competence & self esteem
Stimulates personal growth needs
(note :- 16% improvement after implementation of goal-setting prg)
Self-Efficacy :- major factor in the success of goal-setting

ELEMENTS OF GOAL SETTING
- motivational tool
(a) Goal acceptance understood & also accepted
(b) Specificity- goals need to be specific, clear & measurable
(c) Challenge- hard goals present a challenge that appeals to the achievement
drive within many employees .
(d) Performance Monitoring & Feedback monitoring observing behavior ,
inspecting output , studying documents of performance.
Feedback- many employees are hungry for information about how well they are
performing.

Expectancy Theory of Motivation: Key Constructs or Vroom Expectancy Theory
Expectancy Theory (Vroom)
States that an individual tends to act in a certain way based on the
expectation that the act will be followed by a given outcome and on
the attractiveness of that outcome to the individual.
Key to the theory is understanding and managing employee goals and
the linkages among and between effort, performance and rewards.
Effort: employee abilities and training/development
Performance: valid appraisal systems
Rewards (goals): understanding employee needs
VIE Theory of Work Motivation
Valence - value or importance placed on a particular reward
The attractiveness/importance of the performance reward
(outcome) to the individual.

Expectancy - belief that effort leads to performance
The perceived probability that an individuals effort will result
in a certain level of performance.

Instrumentality - belief that performance is related to rewards
The perception that a particular level of performance will result
in the attaining a desired outcome (reward).






Self efficacy theory
Enactive mastery: gaining relevent experience with the task or job.
Vicarious modeling: becoming more confident because some one else is
doing the job.
Verbal Persuasion: becoming more confident because some one else
convinces that you have got necessary skill.(pygmalion effect)
Arousal: An energized state.
Reinforcement theory
It is a behaviouristic approach.
Money or reward can be used as a reinforcer to motivate individual.
It ignores the inner state of individual and concentrates solely on what
happens to a person when he/she takes action.
Cognitive evaluation Theory
A theory that states that allocating extrinsic rewards for behaviour that had
been previously intrinsically rewarding tends to decrease the overall level of
motivation.
When people are told they will receive a tangible reward, they come to count
on it and focus more on reward than on the task. Verbal rewards ,however
seem to keep focused on the task.






VALUES
Stable , long-lasting beliefs about what is important in a variety of situations , that
guide our decisions and actions
Value System :- People arrange values into a hierarchy of preference , called a
value system .
Importance of Values
Provide understanding of the attitudes, motivation, and behaviors
Influence our perception of the world around us
Represent interpretations of right and wrong
Imply that some behaviors or outcomes are preferred over others

Classifying Values Rokeach Value 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 ones terminal
values
Terminal Values :- Goals that one would aim to achieve
Instrumental Values :- modes of behavior , or means of achieving the
terminal values.


Geert Hofstedes Framework for assessing culture five value
dimensions:
After surveying 116,000 IBM workers in 40 countries, he found that managers and
employees differ on the following five value dimensions of national culture:

Hofstedes Framework: 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

Hofstedes Framework: Individualism
Individualism
The degree to which people prefer to act as individuals rather than a
member of groups
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


Hofstedes Framework: Masculinity
Masculinity
The extent to which the society values work roles of achievement,
power, and control, and where assertiveness and materialism are also
valued
Femininity
The extent to which there is little differentiation between roles for
men and women





EMOTIONS
Caused by specific event
Very brief in duration (sec or minutes)
Specific & numerous in nature ( many specific emotions such as anger,fear
etc)
Usually accompanied by distinct facial expressions
Action-oriented in nature .
MOODS
cause is often general & unclear
Last longer than emotions
More general ( 2 main dimensions- +ive affect & -ive affect)
Generally not indicated by distinct expressions
Cognitive in nature




Emotional Labor
An employees expression of organizationally desired emotions during
interpersonal transactions at work.
Emotional Dissonance:
Employees have to project one emotion while simultaneously feeling
another
Can be very damaging and lead to burnout
Types of Emotions:
Felt: the individuals actual emotions
Displayed: required or appropriate emotions
Surface Acting: displaying appropriately but not feeling those
emotions internally
Deep Acting: changing internal feelings to match display rules
- very stressful


Emotional Intelligence
Is ones ability to detect and to manage emotional cues & information .
Composed of 5 dimensions
Self-awareness being aware of what u r feeling
Self-Regulation ability to manage ur own emotions & impulses.
Self Motivation ability to persisit setbacks & failures
Empathy- ability to sense how others are feeling

Social Skills ability to handle the emotions of others .

What Is the Function of Emotion?
Do Emotions Make Us Irrational?
Expressing emotions publicly may be damaging to social status
Emotions are critical to rational decision-making
Emotions help us understand the world around us
What Functions Do Emotions Serve?
Darwin argued they help in survival problem-solving
Evolutionary psychology: people must experience emotions as there is
a purpose behind them
Not all researchers agree with this assessment
Sources of Emotion and Mood
Personality
There is a trait component affect intensity
Day and Time of the Week
There is a common pattern for all of us
Happier in the midpoint of the daily awake period
Happier toward the end of the week
Weather
Illusory correlation no effect
Stress
Even low levels of constant stress can worsen moods
Social Activities
Physical, informal, and dining activities increase positive moods

More Sources of Emotion and Mood
Sleep
Poor sleep quality increases negative affect
Exercise
Does somewhat improve mood, especially for depressed people
Age
Older folks experience fewer negative emotions
Gender
Women tend to be more emotionally expressive, feel emotions more
intensely, have longer-lasting moods, and express emotions more
frequently than do men
Due more to socialization than to biology
Affective Events Theory (AET)
An event in the work environment triggers positive or negative emotional
reactions
Personality and mood determine response intensity
Emotions can influence a broad range of work variables

Implications of AET
1. An emotional episode is actually the result of a series of emotional
experiences triggered by a single event
2. Current and past emotions affect job satisfaction
3. Emotional fluctuations over time create variations in job performance
4. Emotion-driven behaviors are typically brief and variable
5. Both negative and positive emotions can distract workers and reduce
job performance
Emotions provide valuable insights about behavior
Emotions, and the minor events that cause them, should not be ignored at
work: they accumulate

OB Applications of Emotions and Moods
Selection
EI should be a hiring factor, especially for social jobs.
Decision Making
Positive emotions can lead to better decisions.
Creativity
Positive mood increases flexibility, openness, and creativity.
Motivation
Positive mood affects expectations of success; feedback amplifies this
effect.
Leadership
Emotions are important to acceptance of messages from
organizational leaders.
More OB Applications of Emotions and Moods
Negotiation
Emotions, skillfully displayed, can affect negotiations
Customer Services
Emotions affect service quality delivered to customers which, in turn,
affects customer relationships
Emotional Contagion: catching emotions from others
Job Attitudes
Can carry over to home, but dissipate overnight
Deviant Workplace Behaviors
Negative emotions lead to employee deviance (actions that violate
norms and threaten the organization)
Managers Influence
Leaders who are in a good mood, use humor, and praise employees
increase positive moods in the workplace.



Seven Major Mental Abilities
O Verbal comprehension: Meaning of words and reading comprehension
O Word fluency: Ability to produce isolated words to meet specific
requirements
O Numerical: Arithmetic computation
O Spatial: Perceive spatial patterns and visualize geometric shapes
O Memory: Good rote memory of words, symbols, and lists
O Perceptual speed: Perception of similarities and differences in figures
O Inductive reasoning: Reasoning from specifics to general conclusion