Organizational Behavior

Eighteenth Edition, Global Edition

Chapter 2
Attitudes, Behavior,
Personality and Values

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Learning Objectives (Textbook)
3.1 Contrast the three components of an attitude.
3.2 Summarize the relationship between attitudes and
behavior.
4.1 Describe personality, the way it is measured, and the
factors that shape it.
4.2 Describe the strengths and weaknesses of the Myers-
Briggs Type Indicator (MBTI) personality framework and
the Big Five model.
4.3 Discuss how the concepts of core self-evaluation (CSE),
self-monitoring, and proactive personality contribute to
the understanding of personality.
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Learning Objectives
4.6 Contrast terminal and instrumental values.
4.7 Describe the differences between person-job fit and
person-organization fit.
4.8 Compare Hofstede’s five value dimensions and the
GLOBE framework.

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Contrast the Three Components of an
Attitude (1 of 2)
• Attitudes are evaluative statements—either favorable or
unfavorable—about objects, people, or events.
– They reflect how we feel about something.

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Contrast the Three Components of an
Attitude (2 of 2)
Exhibit 3-1 The Components of an Attitude

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Summarize the Relationship Between
Attitudes and Behavior (1 of 2)
• The attitudes that people hold determine what they do.
• Attitude predict future behavior.
– According to Festinger: cases of attitude following
behavior illustrate the effects of cognitive dissonance.
– Cognitive dissonance is any incompatibility an
individual might perceive between two or more
attitudes or between behavior and attitudes. (attitude
to behavioral expectation)
• Research has generally concluded that people seek consistency
among their attitudes and between their attitudes and their behavior.
Eg: work hard & get promoted/pay raise. Adjust attitude or behavior
to minimize dissonance.
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Summarize the Relationship Between
Attitudes and Behavior (2 of 2)
• Moderating Variables:
– Attitude’s importance
– Correspondence to behavior
– Accessibility
– Presence of social pressures
– Whether a person has direct
experience with the attitude
• The attitude-behavior relationship
is likely to be much stronger if an
attitude refers to something with
which we have direct personal
experience.
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Describe Personality, the Way It Is Measured,
and the Factors that Shape It (1 of 4)
• Defining Personality
– Personality is a dynamic concept describing the
growth and development of a person’s whole
psychological system.
– The sum of ways in which an individual reacts to and
interacts with others.

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Describe Personality, the Way It Is Measured,
and the Factors that Shape It (2 of 4)
• Measuring Personality
– Managers need to know how to measure personality.
 Personality tests are useful in hiring decisions and
help managers forecast who is best for a job.
– The most common means of measuring personality
is through self-report surveys.

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Describe Personality, the Way It Is Measured,
and the Factors that Shape It (3 of 4)
• Personality Determinants
– Is personality the result of heredity or environment?
– Heredity refers to those factors that were determined
at conception.
 The heredity approach argues that the ultimate
explanation of an individual’s personality is the
molecular structure of the genes, located in the
chromosomes.
 Support heredity over environment

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Describe Personality, the Way It Is Measured,
and the Factors that Shape It (4 of 4)
• Early research tried to identify and label enduring
personality characteristics.
– Shy, aggressive, submissive, lazy, ambitious, loyal,
and timid.
 These are personality traits.

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Strengths and Weakness of the MBTI
and Big Five Model (1 of 7)
• The most widely used personality framework is the
Myers-Briggs Type Indicator (MBTI).
• Individuals are classified as:
– Extroverted or Introverted (E or I)
– Sensing (routine & details) or Intuitive
(unconscious process) (S or N)
– Thinking (reason & logic) or Feeling (personal
values & emotion) (T or F)
– Perceiving (flexible & spontaneous) or Judging
(control, order, structure) (P or J)
 INTJs are visionaries.
 ESTJs are organizers.
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
Strengths and Weakness of the MBTI
and Big Five Model (2 of 7)
• The Big Five Model (high vs low)
– Extraversion: relational approach towards the world.
Describing someone who is sociable, outgoing &
assertive
– Agreeableness: describes someone who is good
natured, cooperative & trusting
– Conscientiousness: describes someone who is
responsible, dependable, persistent & organized
– Emotional stability: characterizes someone as calm,
self-confident & secure vs (nervous, depressed &
insecure)
– Openness to experience: categorizes someone in
terms of imagination, sensitivity & curiosity.
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Strengths and Weakness of the MBTI
and Big Five Model (3 of 7)
Exhibit 4-1 Traits That Matter Most to Business Success at Buyout
Companies

Most Important Less Important

Persistence Strong oral communication

Attention to detail Teamwork

Efficiency Flexibility/adaptability

Analytical skills Enthusiasm

Setting high standards Listening skills

Source: Based on S. N. Kaplan, M. M. Klebanov, and M. Sorensen, “Which CEO Characteristics and Abilities Matter?”
The Journal of Finance 67, no. 3 (2012): 973–1007.

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Strengths and Weakness of the MBTI
and Big Five Model (4 of 7)
Exhibit 4-2 Model of How Big Five Traits Influence OB Criteria

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Strengths and Weakness of the MBTI
and Big Five Model (5 of 7)
• The Dark Triad (the undesirable traits which also
relevant to OB)
– Machiavellianism: the degree to which an individual is
pragmatic, maintains emotional distance, and believes
that ends can justify means. Eg: to get promotion
– Narcissism: the tendency to be arrogant, have a
grandiose sense of self-importance, require excessive
admiration, and have a sense of entitlement. Eg:
charismatic leader
– Psychopathy: the tendency for a lack of concern for
others and a lack of guilt or remorse when their actions
cause harm. Eg: hard influence tactic & bully
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Strengths and Weakness of the MBTI
and Big Five Model (6 of 7)
• Other dark traits
• An emerging framework to study dark side traits:
– First, antisocial people are indifferent and cold-
hearted toward others.
– Second, borderline people have low self-esteem
and high uncertainty.

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Strengths and Weakness of the MBTI
and Big Five Model (7 of 7)
– Third, schizotypal individuals are unconventional
and disorganized.
– Fourth, obsessive compulsive people are
perfectionists and can be stubborn, yet they attend
to details, carry a strong work ethic, and may be
motivated by achievement.
– Fifth, avoidant individuals feel inadequate and hate
criticism.

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CSE, Self-Monitoring, and Proactive
Personality
• Other Personality Traits Relevant to OB
– Core Self-Evaluation: bottom line conclusions
individuals have about their capabilities,
competence, and worth as a person.
– Self-Monitoring: measures an individual’s ability
to adjust his or her behavior to external, situational
factors.
– Proactive Personality: people who identify
opportunities, show initiative, take action, and
persevere until meaningful change occurs.

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Contrast Terminal and Instrumental
Values (1 of 3)
• Values: basic convictions about what is right, good, or
desirable.
– Value system: ranks values in terms of intensity.
• The Importance and Organization of Values
– Values:
 Lay the foundation for understanding of attitudes
and motivation.
 Influence attitudes and behaviors.

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Contrast Terminal and Instrumental
Values (2 of 3)
• Terminal vs. Instrumental Values
– Terminal values: desirable end-states of existence.
(the ends)
– Eg: world peace, health & well-being, Jannah
– Instrumental values: preferred modes of behavior
or means of achieving terminal values. (the means)
– Eg: personal discipline, religious value

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Contrast Terminal and Instrumental
Values (3 of 3)
Exhibit 4-4 Dominant Work Values in Today’s Workforce

Entered the Approximate

Cohort Workforce Current Age Dominant Work Values
Boomers 1965–1985 50s to 70s Success, achievement, ambition,
dislike of authority; loyalty to career
Xers 1985–2000 Mid-30s to 50s Work-life balance, team-oriented,
dislike of rules; loyalty to
relationships
Millennials 2000 to To mid-30s Confident, financial success, self-
present reliant but team-oriented; loyalty to
both self and relationships

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Person-Job Fit vs. Person-
Organization Fit (1 of 3)
Exhibit 4-5 Holland’s Typology of Personality and Congruent
Occupations (Person-Job Fit)
Type
Realistic: Prefers physical activities that
require skill, strength, and coordination
Investigative: Prefers activities that
involve thinking, organizing, and
understanding
Social: Prefers activities that involve
helping and developing others
Conventional: Prefers rule-regulated,
orderly, and unambiguous activities
Enterprising: Prefers verbal activities in
which there are opportunities to
influence others and attain power
Artistic: Prefers ambiguous and
unsystematic activities that allow
creative expression
Personality Characteristics
Shy, genuine, persistent, stable,
conforming, practical
Analytical, original, curious, independent
Sociable, friendly, cooperative,
understanding
Conforming, efficient, practical,
unimaginative, inflexible
Self-confident, ambitious, energetic,
domineering
Imaginative, disorderly, idealistic,
emotional, impractical
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Congruent Occupations
Mechanic, drill press operator,
assembly-line worker, farmer
Biologist, economist,
mathematician, news reporter
Social worker, teacher, counselor,
clinical psychologist
Accountant, corporate manager,
bank teller, file clerk
Lawyer, real estate agent, public
relations specialist, small
business manager
Painter, musician, writer, interior
decorator
Person-Job Fit vs. Person-
Organization Fit (2 of 3)
• Person-Organization Fit
– People high on extraversion fit well with aggressive and
team-oriented cultures.
– People high on agreeableness match up better with a
supportive organizational climate than one focused on
aggressiveness.
– People high on openness to experience fit better in
organizations that emphasize innovation rather than
standardization.

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Person-Job Fit vs. Person-
Organization Fit (3 of 3)
• Other Dimensions of Fit
– Although person-job fit and person-organization fit are
considered the most salient dimensions for workplace
outcomes, other avenues of fit are worth examining.
 Person-group fit
 Person-supervisor fit

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Hofstede’s Five Value Dimensions
and GLOBE (1 of 2)
• Hofstede’s Framework (national culture)
1) Power distance: describes the degree to which
people in a country accept that power in institutions &
organizations is distributed unequally
2) Individualism: the degree to which people prefer to
act as an individual rather than as members of groups
& believe in individual’s rights above all else versus
collectivism: describes a tight social framework in
which people expect others in groups of which they
are apart to look after them & protect them

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3) Masculinity: the degree to which the culture favors
traditional masculine roles e.g. achievement, power, &
control, as opposed to viewing men and women as
equals versus Femininity: the culture sees little
differentiation between male & female roles & treat
women as equals of men
4) Uncertainty avoidance: the degree to which people
in a country prefer structured over unstructured
situations
5) Long-term versus short-term orientation: devotion
to traditional values. Long-term: value thrift,
persistence & tradition. Short-term: here & now,
accept change & don’t see commitment as barriers to
change

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ACTIVITY

• RATE MALAYSIA IN TERM OF HOFSTEDE FIVE

VALUE DIMENSIONS

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Hofstede’s Five Value Dimensions
and GLOBE (2 of 2)
• The GLOBE Framework for Assessing Culture
– The Global Leadership and Organizational Behavior
Effectiveness (GLOBE) research program updated
Hofstede’s research.
 Data from 825 organizations and 62 countries.
 Used variables similar to Hofstede’s.
 Added some news ones (humane orientation &
performance orientation)

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Implications for Managers (1 of 2)
• Consider screening job candidates for high
conscientiousness—and the other Big Five traits—
depending on the criteria your organization finds most
important. Other aspects, such as core self-evaluation or
narcissism, may be relevant in certain situations.
• Although the MBTI has faults, you can use it for training
and development; to help employees better understand
each other, open communication in work groups, and
possibly reduce conflicts.

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Implications for Managers (2 of 2)
• Evaluate jobs, work groups, and your organization to
determine the optimal personality fit.
• Consider situational factors when evaluating observable
personality traits, and lower the situation strength to
better ascertain personality characteristics more closely.
• The more you consider people’s different cultures, the
better you will be able to determine their work behavior
and create a positive organizational climate that performs
well.

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