PERSONALITY AND

VALUES
Module 2 – Unit 2
CHANGE YOUR DISPLAY NAME
TO ENGLISH
Previous Unit Revision (10 minutes)

Moods and Emotions

THIS UNIT’S: Questions for Review (10
minutes)
1) What is the difference between emotions and moods? What are
the basic emotions and moods?
2) Are emotions rational? What functions do they serve?
3) What are the sources of emotions and moods?
4) What impact does emotional labor have on employees?
5) What is affective events theory? What are its applications?
6) What is the evidence for and against the existence of emotional
intelligence?
7) What are some strategies for emotion regulation and their likely
effects?
8) How do you apply concepts about emotions and moods to specific
OB issues?
Revision Question 1: What is the difference between
emotions and moods? What are the basic emotions and moods?
Revision Question 2:
Revision Question 3: What are the sources of emotions
and moods?

 Personality
 Day and Time of the Week

 Weather

 Stress

 Social Activities

 Sleep

 Exercise

 Age

 Sex
Personality and Values (80 minutes)
After studying this chapter (2-2), you should be able to:

C1: Define personality, describe how it is measured, and explain

the factors that determine an individual’s personality.
C2: Describe the Myers-Briggs Type Indicator personality
framework and assess its strengths and weaknesses.
C3: Identify the key traits in the Big Five personality model.
C4: Demonstrate how the Big Five traits predict behavior at
work.
C5: Identify other personality traits relevant to OB.
C6: Define values, demonstrate the importance of values, and
contrast terminal and instrumental values.
C7: Compare generational differences in values and identify the
dominant values in today’s workforce.
C8: Identify Hofstede’s five value dimensions of national culture
 Personality
C1

 The sum total of ways in which an

individual reacts to and interacts with
others

 The combination of psychological traits we

use to classify & describe a person in terms
of characteristics such as quiet, passive,
loud, aggressive, etc.
 Personality Traits
C1

SUBMISSIVE TIMID

SHY AMBITIOUS

AGGRESSIVE LOYAL
LAZY CALM

Characteristics that describe an individual’s behaviour, they are exhibited in a

large number of situation
 Measuring Personality
C1

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.

 Self-reports Surveys
 Most common
 Prone to error

 Observer-ratings Surveys
 Independent assessment
 May be more accurate
 Personality Determinants
C1

 Heredity (DNA) is the most dominant factor

 Twin studies: genetics more influential than parents
 Environmental factors do have some influence
 Aging influences levels of ability
 Basic personality is constant
Measuring Personality Traits: Myers-Briggs Type
Indicator
C2

 Most widely used personality-assessment instrument in the

world
 It is a 100 questions personality test that asks people how they

usually feel or act in a particular situation.

 Individuals are classified as:

 Extroverted or Introverted (E/I)

 Sensing or Intuitive (S/N)
 Thinking or Feeling (T/F)
 Judging or Perceiving (J/P)
 Classifications combined into 16 personality types (i.e. INTJ or

ESTJ)
 Unrelated to job performance
 Measuring Personality Traits: The Big-Five Model
C3

 Five Traits:
 Extraversion
 Agreeableness
 Conscientiousness
 Emotional Stability
 Openness to Experience
 Strongly supported
relationship to job
performance (especially
Conscientiousness)
 The Big Five Model & OB
C4

5-16
 The Big Five Model & OB
C3

 High relation with job performance

 Conscientiousness leads to high level of job knowledge.
 Extroverts are good sales persons.
 High on agreeableness makes a person good team player.
 People are good and quick learners if they are high on openness.
 Other Personality Traits
C5

 Core Self-Evaluation: People with positive core self-

evaluation like themselves and see themselves as capable and
effective in the workplace. (“confident”)
 Machiavellianism: “if it works use it” (“manipulative”)

 High Machs tend to be pragmatic, emotionally distant and believe the

ends justify the means.
 Narcissism: A person with a grandiose view of self, requires
excessive admiration, has a sense of self-entitlement and is
arrogant.
 Major Personality Attributes Influencing
OB
C5

Self-monitoring
 Ability to adjust behavior to
meet external, situational factors
Risk Taking
 Willingness to take chances and
accept risk
 Decision making quick
 Specific to jobs (stocks)
(accounts)
 Type A Personality
 Competitive, urgent & driven
 Type B Personality
 Identifies opportunities, shows initiative, takes action only
when needed
 A & B Types of Personality
C5

 Type ‘A’  Type ‘B’

 Always moving, walking & eating fast  Never suffer from a sense of
 Feel impatient time urgency
 Strive to do two or more things at once  Feel no need to display/discuss
 Cannot cope with leisure time their achievements unless
required
 Obsessed with number; how many, how much they have achieved
 Play for fun /relaxation
 Suffer high level of stress
 Can relax without guilt
 Quantity over quality
 Difficult to predict behavior
 Time pressure/deadlines
 Good decision makers
 Rarely creative
 Quality of work
 Poor decision-makers
 No compromise on health
 Behavior is easier to predict
 Wiser than hasty
 Creative / innovative solutions
to same problem
 A & B Types of Personality
C5
 What are values?
C6

Importance of Values
Values lay the foundation for the understanding of attitudes
and motivation.
Values generally influence attitudes and behaviors.
We can predict reaction based on understanding values.

Personal Values
Rokeach Value Survey

National Level Values

Hofstede’s Theory
5-22
 Rokeach Value Survey (Definitions)
C6

Instrumental Values Terminal Values

 refers to preferable modes of  refers to desirable end-states

behavior or means of of existence
achieving the terminal values  Goals that a person would like
to achieve during his or her
lifetime
 Instrumental vs Terminal Values (Examples)
C6
Instrumental
 Ambitious (hard working, aspiring)
 Broad-minded (open-minded)
 Capable (competent, efficient)
 Cheerful (lighthearted, joyful)
 Clean (neat, tidy)
 Courageous (standing up for your
beliefs)
 Forgiving (willing to pardon others)
 Helpful (working for the welfare of
others)
 Honest (sincere, truthful)
Terminal
 A comfortable life (a prosperous life)
 An exciting life (stimulating, active life)
 A sense of accomplishment (lasting
contribution)
 A world of peace (free of war and conflict)
 A world of beauty (beauty of nature and the
arts)
 Equality (brotherhood, equal opportunity for
all)
 Family security (taking care of loved ones)
 Freedom (independence, free choice)
 Happiness (contentedness)
 Instrumental vs Terminal Values
C6

5-25
 Generational differences in values and the
dominant values in today’s workforce
C7

5-26
 Personality-Job Fit: Holland’s Hexagon
C7

Job satisfaction and turnover depend

on the congruency between
personality and task

 Fields adjacent are similar

 Field opposite are dissimilar

Vocational Preference Inventory

Questionnaire (VPI)

Diagram of the Relationship

among Occupational
Personality Types
 Personality-Job Fit: Holland’s Hexagon
C7

5-28
 Identify Hofstede’s five value dimensions of
national culture
C8

Five value dimensions of national culture:

Power distance
Individualism versus collectivism
Masculinity versus femininity
Uncertainty avoidance
Long-term versus short-term orientation

5-29
 Hofstede’s Framework for Assessing
Cultures
C8

 Power distance is the extent to which a society accepts that power in institutions and organizations
is distributed unequally. Low-distance is when there is relatively equal power between those with
status/wealth and those without. Higher distance is when there is a lot of unequal power distribution
between groups.
 The second component in Hofstede’s framework is individualism vs. collectivism. Individualism
is the degree to which people prefer to act on their own rather than in a group. Collectivism is the
idea that people operate within a social framework where they help others out and they expect help
when they need it.
 Hofstede offers a third component in his model that distinguishes between masculinity and
femininity. Masculinity is the extent to which the culture prefers achievement, power and control
vs characteristics that are more feminine in nature.
 The fourth component is uncertainty avoidance. This is the extent to which a society is willing to
live with uncertainty and ambiguity. High uncertainty avoidance cultures will try to avoid
ambiguous situations as much as possible. Lower uncertainty avoidance cultures do not mind
ambiguity.
 The final component is time orientation. Long-term orientation societies will emphasize the future
and what it takes to get to the future they desire, thrift and persistence. Short-term orientation
societies will emphasize the here and now.
 Hofstede’s Framework for Assessing Cultures
C8
5-31

 https://www.hofstede-insights.com/product/compare-countries/
Power Distance

 “...the extent to which

the less powerful
members of institutions
and organizations
within a country expect
and accept that power
is distributed
unequally.”
Power Distance at Work

 Hierarchy
 Centralization

 Salary range

 Participation

 Ideal Boss

 Privilege & status

symbols
Power Distance
LOW Power Distance
 Inequality in society should be minized
 All people should be independent
 Hierarchy means an inquality of roles
 Superiors consider people to be „people like
me”
 Subordinates consider people to be „people
like me”
 Superiors are accessible
 The use of power should be legitimate and is
subject to judgement whether it is good or evil
 All should have equal rights
 Those in power should try to look less
powerful than they are
HIGH Power Distance
 There should be inequality in this world in which
everybody has his or her right place
 A few people should be independent, most should be
dependent
 Hierarchy means existential inequality (just accept it)
 Superiors consider people to be „different kind of
people”
 Subordinates consider peopel to be „different kind of
people”
 Superiors are inaccessible
 Power is a basic fact of society, doesnt matter if used
for evil or good purposes
 Power-holders are priviledged
 Those in power should try to look as powerful as
possible
Individualism vs. Collectivism

 Individualist societies:
ties are loose and
everyone looks out for
himself or herself
 Collectivist societies:

people integrated into

strong, cohesive
groups; protection is
exchanged for loyalty
Collectivism-Individualism
Collectivist
 People are born into extended families
who protect them in exchange for loyalty
 „We” consciousness
 Identity is based on social system
 Private life is invaded by organisations and
clans to which one belong, opinions are
predetermined
 Expertise, order, duty and security are
provided by organisation or clan.
 Passive
 Friendship is determined by stable social
relationship, need for prestige from this
friendship
Individualist
 Everyone is supposed to take care of
himself or herself only and his
immediate family.
 „I” consciousness
 Identity is based on Individual
 Idependence from organisations or
clans.
 Personal initiative
 Everybody has right to own life and
opinion
 Financial security and independence
 The need is for specific friendship
Individualism / Collectivism at Work

 Employee-employer
relationship
 Hiring and promotion

decisions
 Managerial focus

 Task vs. relationship

priority
Masculinity vs. Femininity

 Masculine societies:
social gender roles are
distinct (men focus on
material success;
women on quality of
life)
 Feminine societies:

social gender roles

overlap (both quality of
life)
Masculine-Feminine
LOW Power Distance
 Inequality in society should be minized
 All people should be independent
 Hierarchy means an inquality of roles
 Superiors consider people to be „people like
me”
 Subordinates consider people to be „people
like me”
 Superiors are accessible
 The use of power should be legitimate and is
subject to judgement whether it is good or evil
 All should have equal rights
 Those in power should try to look less
powerful than they are
HIGH Power Distance
 There should be inequality in this world in which
everybody has his or her right place
 A few people should be independent, most should be
dependent
 Hierarchy means existential inequality (just accept it)
 Superiors consider people to be „different kind of
people”
 Subordinates consider peopel to be „different kind of
people”
 Superiors are inaccessible
 Power is a basic fact of society, doesnt matter if used
for evil or good purposes
 Power-holders are priviledged
 Those in power should try to look as powerful as
possible
Masculinity / Femininity at Work

 Centrality of work
 Ways of managing & decision making

 Fem: equality, solidarity, quality of work life

 Mas: equity, compete, performance

 Conflict resolution
Uncertainty Avoidance

 “…the extent to which

the members of a
culture feel threatened
by uncertain or
unknown situations.”
 NOT the same as risk

avoidance
 Presence of rules
Uncertainty Avoidance
Weak Uncertainty Avoidance
 Uncertainty inherent in life is more
easily accepted and each day is taken as
it comes
 Time is free
 Hard work is not a virtue
 Aggressive behaviour is not accepted
 More willingness
 There should be as few rules as possible
 If rules cannot be kept we should
change them
 The authorities are to serve citisens
Strong Uncertainty Avoidance
 The uncertainty inherent in life is
seen as a threat and must be
fought
 Higher anxiety and stress
experienced.
 Time is money
 Aggressive behaviour is accepted
 Ordinary citizens are
incompetent compared with
authorities.
Uncertainty Avoidance at Work

 Necessity of rules
 Time orientation

 Precision & punctuality

 Interpretation of

“What is different…”
 Appropriateness of

emotional displays
 Implications for Managers
4-48

 Personality:
 Evaluate the job, group, and organization to
determine the best fit
 Big Five is best to use for selection
 MBTI for development and training

 Values:
 Strongly influence attitudes, behaviors, and
perceptions
 Match the individual values to organizational culture
 Summary
4-49

1. Defined personality, described how it is measured and

explained the factors that determine an individual’s
personality.
2. Described the Myers-Briggs Type Indicator personality
framework and assessed its strengths and weaknesses.
3. Identified the key traits in the Big Five personality model and
demonstrated how the traits are relevant to OB.
4. Identified other traits relevant to OB.
5. Defined values, demonstrated the importance of values, and
contrasted terminal and instrumental values.
6. Identified Hofstede’s five value dimensions of national
culture.
THIS UNIT’S: Questions for Review (10
minutes)
1) What is personality? How do we typically measure it? What factors
determine personality?
2) What is the Myers-Briggs Type Indicator (MBTI), and what does it
measure?
3) What are the Big Five personality traits?
4) How do the Big Five traits predict work behavior?
5) Besides the Big Five, what other personality traits are relevant to
OB?
6) What are values, why are they important, and what is the difference
between terminal and instrumental values?
7) Do values differ across generations? How so?
8) Do values differ across cultures? How so?
9) What are Hofstede’s 5 cultural dimensions?
Homework

 Go through all the revision questions for this unit (2-2)

 Be familiar with all the concepts from this unit before our tutorial
next Tuesday (if!)