O.B.

C-5

PERSONALITY AND VALUES

Dr. Rajesh Kamath Assistant Professor, Department of Public Health, Manipal University

PERSONALITY
Personality: The sum total of ways in which an individual reacts to and interacts with others. It is important for us to describe it in terms of the measurable traits a person exhibits, because research has shown personality tests are useful in hiring decisions and help managers forecast who is best for a job.

PERSONALITY
Personality tests: 1.Self report surveys in which individuals evaluate themselves on a series of factors Weaknesses:Impression management, Accuracy(eg.bad mood) 2.Observer ratings surveys co worker or other observer - with or without the subjects knowledge. Better predictor of success on the job.

PERSONALITY
Personality Determinants: Which is more influential Heredity or Environment? Research suggests Heredity wins. Twins raised apart have much in common. One set of twins seperated for 39 years raised 45 miles apart same model and color car chain smoked same brand of cigarette owned dogs with the same name regularly vacationed at the same beach 1,500 miles away.

PERSONALITY
Researchers say Genetics accounts for 50% of the personality similarities between twins and more than 30% of the similarities in occupational and leisure interests. The personalities of identical twins raised in different households are more similar to each other than to the personalities of siblings with whom the twins were raised.

PERSONALITY
Personality may very well change over time. Peoples scores on measures of dependability tend to increase over time, as when young adults take on roles that require greater responsibility like starting a family and/or establishing a career.

PERSONALITY
Frameworks for identifying and classifying Personality traits: MYERS BRIGGS TYPE INDICATOR (MBTI) THE BIG 5 MODEL

PERSONALITY
MYERS BRIGGS TYPE INDICATOR (MBTI) Most widely used personality assessment instrument in the world. It is a 100 question personality test that asks people how they usually feel or act in particular situations.

PERSONALITY
On the basis of their answers, individuals are classified as: (Every Indian Should Not Think and Feel for Japanese People)
EXTRAVERTED ( E )- Outgoing, Social, Assertive SENSING ( S ) Practical,Prefer Routine and Order. Focus on Details. THINKING ( T ) Use Reason and Logic to handle problems. JUDGING ( J ) Want control and prefer their world to be structured and ordered. INTROVERTED ( I )- Quiet, Shy

INTUITIVE ( N )- Rely on Unconscious processes and look at the Big Picture FEELING ( F ) - Rely on their personal values and emotions. PERCEIVING ( P ) - Flexible and Spontaneous.

PERSONALITY
These classifications together describe 16 personality types. Ex: INTJs (Introverted/Intuitive/Thinking/Judging) are Visionaries - Original minds Great drive for their own ideas and purposes Skeptical, critical, independent, determined, stubborn. ESTJs (Extraverted/Sensing/Thinking/Judging) are Organisers Realistic, Logical, Analytical, Decisive Natural head for Business or Mechanics Like to organise and run activities.

PERSONALITY
ENTPs(Extraverted/Intuitive/Thinking/Perceiving) A book profiling 13 contemporary business people who created super successful firms like APPLE, FEDEX, HONDA, MICROSOFT AND SONY found that all were NTs (Intuitive Thinkers). Interesting because NTs represent only about 5 % of the population. The MBTI is widely used by many organisations including GE, Citigroup, many hospitals and educational institutions and even the U.S. armed forces. Evidence about its validity is mixed. It can be a valuable tool for increasing self awareness and providing career guidance.

PERSONALITY
THE BIG 5 PERSONALITY MODEL. An impressive body of research supports this model. The Big 5 Factors are: 1. EXTRAVERSION Captures our comfort level with relationships. Extraverts assertive, sociable. Introverts Quiet, shy. 2. AGREEABLENESS An individuals propensity to DEFER to (not DIFFER with) others. ( How does DEFER DIFFER FROM DIFFER ) High - Cooperative, warm, trusting. Low - cold, antagonisitic.

PERSONALITY
3. CONSCIENTIOUSNESS : This dimension is a measure of reliability. High Responsible, Organised, Dependable and Persistent. Low - Easily distracted, disorganised and unreliable. 4. EMOTIONAL STABILITY A persons ability to withstand stress. High- Calm, Confident, Secure. Low Nervous, Anxious, Depressed, Insecure. 5. OPENNESS TO EXPERIENCE: Addresses range of interests and fascination with novelty. High Creative, Curious, Artistically sensitive. Low Conventional, Find comfort in the familiar.

PERSONALITY
BIG FIVE TRAITS EMOTIONAL STABILITY EXTRAVERSION WHY IS IT RELEVANT? LESS NEGATIVE THINKING AND FEWER NEGATIVE EMOTIONS LESS HYPER-VIGILANT BETTER INTERPERSONAL SKILLS GREATER SOCIAL DOMINANCE MORE EMOTIONALLY EXPRESSIVE WHAT DOES IT AFFECT? HIGHER JOB AND LIFE SATISFACTION LOWER STRESS LEVELS HIGHER PERFORMANCE ENHANCED LEADERSHIP HIGHER JOB AND LIFE SATISFACTION

OPENNESS

INCREASED LEARNING MORE CREATIVE MORE FLEXIBLE AND AUTONOMOUS

ENHANCED LEADERSHIP MORE ADAPTABLE TO CHANGE

HIGHER PERFORMANCE LOWER LEVELS OF DEVIANT BEHAVIOUR HIGHER PERFORMANCE ENHANCED LEADERSHIP GREATER LONGEVITY

AGREEABLENESS BETTER LIKED MORE COMPLIANT AND CONFORMING CONSCIENTIOUS NESS GREATER EFFORT AND PERSISTENCE MORE DRIVE AND DISCIPLINE BETTER ORGANISED AND PLANNING

PERSONALITY
OTHER PERSONALITY TRAITS RELEVANT TO ORGANISATIONAL BEHAVIOUR: 1.CORE SELF EVALUATION 2.MACHIAVELLIANISM 3.NARCISSISM 4.SELF MONITORING 5. RISK TAKING 6. TYPE A PERSONALITY 7. PROACTIVE PERSONALITY

PERSONALITY
1. CORE SELF EVALUATION : The degree to which an individual likes or dislikes herself, whether the person sees herself as capable and effective, and whether the person feels in control of his or her environment or powerless over the environment. People with high Core self evaluation perform better at jobs because they set more ambitious goals, are more committed to their goals, and persist longer. Critical in professions like Sales and Life insurance. 90% of life insurance sales calls end in rejection, so an agent has to believe in herself to persist.

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2. MACHIAVELLIANISM : The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. If it works, use it High Mach perspective. Eg. Anant is a young bank manager in Mumbai 3 promotions in the past 4 years uses aggressive tactics not apologetic for it I am prepared to do whatever I have to do to get ahead. High Machs manipulate more, win more, are persuaded less, and persuade others more than do low Machs. High Machs like their jobs less, are more stressed by their work and engage In more deviant work behaviours. High Machs flourish when 1. they interact face to face with others rather than indirectly. 2. minimum number of rules and regulations, allowing for improvisation 3. when low machs are distracted by emotional involvement with details irrelevant to winning. Do well at Labour negotiations(bargaining skills) or commissioned sales(substantial rewards).

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3. NARCISSISM : The tendency to be arrogant, have a grandiose sense of self importance, require excessive admiration, and have a sense of entitilement. Eg. Sameer likes to be the center of attraction. He looks at himself in the mirror a lot, has extravagant dreams, and considers himself a person of many talents. A study found that while narcissists thought they were better leaders than their colleagues, their supervisors actually rated them as worse. Eg. An Oracle executive described CEO Larry Ellison The difference between God and Larry is that God does not believe he is Larry Treat others as if they were inferior. Tend to be selfish, exploitative. Rated as less effective at their jobs than others.

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4. SELF MONITORING : A Personality trait that measures an individuals ability to adjust his or her behaviour to external, situational factors. Eg. Sheela is competent, hard working, productive, but gets very average appraisals. Her bosses are irritated with her. She is politically inept. She is unable to change her behaviour to fit changing situations. She is a LOW SELF MONITOR. HIGH SELF MONITORS Pay close attention to behaviour of others, more capable of conforming. Receive better performance ratings, more likely to become leaders, show less commitment to organisation.

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5. RISK TAKING : Affects how much time and information managers need to make a decision. Work population differs in risk intensity. It makes sense to recognise these differences and align them with specific job demands. High - Stock trader-because of the need for rapid decision making Low Accountant Auditing activities

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6. TYPE A PERSONALITY : Aggressive involvement in a chronic, incessant struggle to achieve more and more in less and less time and, if necessary, against the opposing efforts of other things or other people. They exhibit the following characteristics: Are always moving, walking, eating rapidly Feel impatient with the rate at which most events take place. Strive to think or do 2 or more things at a time. Cannot cope with leisure time. Are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire. Type B is the opposite. Type As do better than Type Bs in job interviews because they are more likely to be judged as having desirable traits such as high drive, competence and aggressiveness.

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7. PROACTIVE PERSONALITY : People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. Overcome obstacles, constraints. Leaders, change agents. More likely than others to achieve career success. More likely to become Entrepreneurs.

VALUES
VALUES : Basic convictions that a certain mode of conduct / end state of existence is personally or socially preferable to an opposite mode of conduct / end state of existence. Eg. Is capital punishment right or wrong? Values contain a judgement element. Values have content (important) and intensity (how important) attributes VALUE SYSTEM : Ranking of an individuals values in terms of their intensity.

VALUES
Values tend to be relatively stable and enduring. Most values are established in the early years. As children we are told certain behaviours/outcomes are always desirable/always undesirable, with few gray areas. It is this black-or-white learning of values that ensures their stability and endurance.

VALUES
Values influence Attitudes and Behaviours.Eg.:Suppose your value system says that allocating pay on the basis of performance is right, while allocating pay on the basis of seniority is wrong. How will you react if you find the organisation you have just joined rewards seniority and not performance. You are likely to be disappointed This can lead to Job dissatisfaction and a decision to not exert a high level of effort. Your attitude and behaviour would be different if your values aligned with the organisations pay policies.

VALUES
Terminal vs Instrumental values. Terminal values: The goals a person would like to achieve during her/his lifetime. Instrumental values: The means of achieving ones terminal values. Eg.: INSTRUMENTAL VALUE TERMINAL VALUE
BEING RESPONSIBLE, DEPENDABLE, RELIABLE AMBITIOUS TRUE FRIENDSHIP A COMFORTABLE LIFE

COHORT

ENTERED APPROXIMATE DOMINANT WORK VALUES THE CURRENT AGE WORKFORCE 1950s late 1980s 55+ Hardworking, Conservative, Conforming, Loyal to the organisation, Emphasis on a comfortable and secure life.

SOCIALISTS

LIBERALS

Early 1990s to 2000 2000 - 2005

Mid 40s to Mid Success, achievement, 50s ambition, dislike of authority, loyalty to career. Late 20s to early 40s Work-life balance, dislike of rules, confident, want financial success, self-reliant, team oriented. Comfortable with technology, entrepreneurial, get rich quick, high sense of entitlement.

Xers

MILLENIALS 2005 to present

Early 20s

PERSONALITY AND VALUES

John Hollands Personality - Job Fit Theory identifies 6 personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. Satisfaction is highest and Turnover lowest when Personality and Occupations are in agreement.

TYPE REALISTIC

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

CONGRUENT OCCUPATIONS Mechanic, drill press operator, assembly line worker, farmer Biologist, economist, mathematician, news reporter Social worker, teacher, counsellor, clinical psycholigist Accountant, corporate manager, bank teller, file clerk Lawyer, real estate agent, public relations specialist, small business manager Painter, Musician, Writer, Interior decorator

INVESTIGATIVE

SOCIAL

CONVENTIONAL

ENTERPRISING

ARTISTIC

Relationships among occupational personality types.(RIASEC)

 References : ORGANISATIONAL BEHAVIOUR - STEPHEN ROBBINS 14TH EDITION

THANK YOU