个性和价值观（PPT30页)

KelliJ.SchutteWilliamJewellCollegeRobbins&JudgeOrganizationalBehavior14thEditionPersonalityandValuesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5-0ChapterLearningObjectivesAfterstudyingthischapter,youshouldbeableto:–Definepersonality,describehowitismeasured,andexplainthefactorsthatdetermineanindividual’spersonality.–DescribetheMyers-BriggsTypeIndicatorpersonalityframeworkandassessitsstrengthsandweaknesses.–IdentifythekeytraitsintheBigFivepersonalitymodel.–DemonstratehowtheBigFivetraitspredictbehavioratwork.–IdentifyotherpersonalitytraitsrelevanttoOB.–Definevalues,demonstratetheirimportance,andcontrastterminalandinstrumentalvalues.–Comparegenerationaldifferencesinvalues,andidentifythedominantvaluesintoday’sworkforce.–IdentifyHofstede’sfivevaluedimensionsofnationalculture.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall5-1WhatisPersonality?Thedynamicorganizationwithintheindividualofthosepsychophysicalsystemsthatdeterminehisuniqueadjustmentstohisenvironment.-GordonAllport–Thesumtotalofwaysinwhichanindividualreactsandinteractswithothers,themeasurabletraitsapersonexhibitsMeasuringPersonality–Helpfulinhiringdecisions–Mostcommonmethod:self-reportingsurveys–Observer-ratingssurveysprovideanindependentassessmentofpersonality–oftenbetterpredictorsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5-2PersonalityDeterminantsHeredity–Factorsdeterminedatconception:physicalstature,facialattractiveness,gender,temperament,musclecompositionandreflexes,energylevel,andbio-rhythms–This“HeredityApproach”arguesthatgenesarethesourceofpersonality–Twinstudies:raisedapartbutverysimilarpersonalities–ThereissomepersonalitychangeoverlongtimeperiodsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5-3PersonalityTraitsEnduringcharacteristicsthatdescribeanindividual’sbehavior–Themoreconsistentthecharacteristicandthemorefrequentlyitoccursindiversesituations,themoreimportantthetrait.Twodominantframeworksusedtodescribepersonality:–Myers-BriggsTypeIndicator(MBTI®)–BigFiveModelCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5-4TheMyers-BriggsTypeIndicatorMostwidelyusedinstrumentintheworld.Participantsareclassifiedonfouraxestodetermineoneof16possiblepersonalitytypes,suchasENTJ.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallExtroverted(E)Introverted(I)Sensing(S)Intuitive(N)Thinking(T)Feeling(F)Judging(J)Perceiving(P)FlexibleandSpontaneousSociableandAssertiveQuietandShyUnconsciousProcessesUsesValues&EmotionsPracticalandOrderlyUseReasonandLogicWantOrder&Structure5-5TheTypesandTheirUsesEachofthesixteenpossiblecombinationshasaname,forinstance:–Visionaries(INTJ)–original,stubborn,anddriven–Organizers(ESTJ)–realistic,logical,analytical,andbusinesslike–Conceptualizer(ENTP)–entrepreneurial,innovative,individualistic,andresourcefulResearchresultsonvaliditymixed–MBTI®isagoodtoolforself-awarenessandcounseling.–Shouldnotbeusedasaselectiontestforjobcandidates.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall5-6TheBigFiveModelofPersonalityDimensionsExtroversion•Sociable,gregarious,andassertiveAgreeableness•Good-natured,cooperative,andtrustingConscientiousness•Responsible,dependable,persistent,andorganizedEmotionalStability•Calm,self-confident,secureunderstress(positive),versusnervous,depressed,andinsecureunderstress(negative)OpennesstoExperience•Curious,imaginative,artistic,andsensitiveCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5-7HowDotheBigFiveTraitsPredictBehavior?Researchhasshownthistobeabetterframework.Certaintraitshavebeenshowntostronglyrelatetohigherjobperformance:–Highlyconscientiouspeopledevelopmorejobknowledge,exertgreatereffort,andhavebetterperformance.–OtherBigFiveTraitsalsohaveimplicationsforwork.•Emotionalstabilityisrelatedtojobsatisfaction.•Extrovertstendtobehappierintheirjobsandhavegoodsocialskills.•Openpeoplearemorecreativeandcanbegoodleaders.•Agreeablepeoplearegoodinsocialsettings.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallSeeEXHIBIT5–15-8OtherPersonalityTraitsRelevanttoOBCoreSelf-Evaluation–Thedegreetowhichpeoplelikeordislikethemselves–Positiveself-evaluationleadstohigherjobperformanceMachiavellianism–Apragmatic,emotionallydistantpower-playerwhobelievesthatendsjustifythemeans–HighMachsaremanipulative,winmoreoften,andpersuademorethantheyarepersuaded.Flourishwhen:•Havedirectinteraction•Workwithminimalrulesandregulations•EmotionsdistractothersNarcissism–Anarrogant,entitled,self-importantpersonwhoneedsexcessiveadmiration–LesseffectiveintheirjobsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5-9Self-Monitoring–Theabilitytoadjustbehaviortomeetexternal,situationalfactors.–Highmonitorsconformmoreandaremorelikelytobecomeleaders.RiskTaking–Thewillingnesstotakechances.–Maybebesttoalignpropensitieswithjobrequirements.–Risktakersmakefasterdecisionswithlessinformation.MoreRelevantPersonalityTraitsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall5-10EvenMoreRelevantPersonalityTraitsTypeAPersonality–Aggressivelyinv