8/22/2021

Individual Differences &

Behaviour

VALUES

Values
Values – stable, long-lasting beliefs about what is
important in a variety of situations, that guide our
decisions and actions.

Value System
Organization of one’s beliefs about
preferred ways of behaving and desired
end states
A hierarchy based on a ranking of an
individual’s values in terms of their intensity.

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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 Values

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.

Espoused Values
Values that we say we use or think we use- others
expect to embrace

Enacted Values
Values we actually rely on to guide our decisions and
actions.

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Individual Work Values

 Achievement (career advancement)

 Concern for others (compassionate
behavior)
 Honesty (providing accurate
information)
 Fairness (impartiality)

Conflict & Congruence-

Values & Person
A situation wherein two or more entities have similar value system

•Person- organization values

•Espoused-Enacted values

•Org. dominant values & Values of

community/society

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Person–Job Fit
John Holland’s
The re appear to be intrinsic differences in
Personality–Job &
pe rsonality be tween people Person Organisation Fit
The re are different types of jobs

Pe ople in jobs congruent with their

pe rsonality should be more satisfied and
have lowe r turnover

Person–Organization Fit:
T he employee’s personality must fit
with the organizational culture.
People are attracted to organizations
that match their values.
T hose 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.

Values across Culture

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

Low distance vs. High distance

relatively equal distribution extremely unequal distribution

Masculinity vs. Femininity

The extent to which org. values The extent to which there is
work roles of power, control, & little differentiation between
achievement, and assertiveness roles for men and women
& materialism also valued Feminine values: quality of lif e,
maintenance of , service, care f or the
Masculine values: assertiveness, success, weak, solidarity
competition

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Hofstede’s Framework (cont’d)

Individualism vs. Collectivism

The degree to which A tight social framework in

people prefer to act as
individuals rather than a
member of groups.
Achievement vs.
The extent to which
societal values are
characterized by
assertiveness, materialism
and competition.
which people expect others
in groups of which they are
a part to look after them
and protect them.
Nurturing
The extent to which societal
values emphasize
relationships and concern for
others.

Hofstede’s Framework (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 and tries to avoid them.

•Low Uncertainty Avoidance:

Society does not mind ambiguous
situations and embraces them.

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Hofstede’s Framework (cont’d)

Long-term Orientation
A culture attribute that
emphasizes the future, thrift,
and persistence.

Short-term Orientation
A culture attribute that
emphasizes the past and
present, respect for tradition,
and fulfilling social obligations.

Hofstede’s Framework: Indulgence

 Indulgence
– The degree to which it is alright for people to
enjoy life, have fun, and fulfill natural human
desires
 Restraint
– The extent to which there are social norms
governing the gratification of basic human desires
and behavior

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Further Reference:
Dominant Work Values in Today’s Work-Force