PERSONALITY AND VALUES
Prof. Subir Verma
Lecture-2
WHAT IS PERSONALITY
1. Personality is individual’s characteristic pattern of thought,
emotion and behavior together with the psychological
mechanism underlying those pattern
2. It is that which is subjectively perceived, organized, permanent
self which is at the heart of all the experiences– by others
(public and verifiable) as well as self (private and inferred).
PERSONALITY, HEREDITY & ENVIRONMENT
Personality
Personality
Environment
Environment
Heredity
Heredity •• Culture
Culture
•• Family
Family
•• Social
SocialGroup
Group
•• Life
LifeExperiences
Experiences
PERSONALITY DEVELOPMENT ALONG 8 STAGES
Stag Age Choice Point Basic
e Virtue
1 Infancy: First Year of Life Basic Trust vs Distrust Hope
2 Early Childhood: upto 3 Autonomy vs Shame Will
years
3 Play Age: upto 5 years Initiative vs Guilt Purpose
4 Latency: 6-11 years Industry vs Inferiority Competency
5 Adolescence: 12-20 Ego Identity vs Role Fidelity
years Confusion
6 Young Adulthood: 20-24 Intimacy vs Isolation Love
years
7 Middle Adulthood: 25-60 Generativity vs Care
MEASUREMENT OF PERSONALITY
• Projective Tests
• Self Report
• Reliability & Validity
THE “BIG FIVE” PERSONALITY FACTORS (OCEAN/CANOE)
Adjustment
(Stable,
confident, effective) (Nervous, self-
doubting, moody) Sociability(E/I)
(Gregarious , energetic, self-dramatizing) (Shy,
unassertive, withdrawn)
Conscientiousness(J/P)
(Planned, neat, dependable) (Impulsive,
careless, irresponsible)
Agreeableness (F/T)
(Warm, tactful, considerate)
(Independent, cold, rude) Openness(N/S)
(Imaginative, curious, original) (Dull, unimaginative,
SPECIFIC PERSONALITY TRAITS & THEIR LINKAGE TO BIG
FIVE
Locus of control reflects conscientiousness.
Self-esteem reflects adjustment.
Introversion and extroversion reflect sociability.
Dogmatism and authoritarianism reflect intellectual
openness.
THE DARK TRIAD
• Machiavellianism: the degree to which an individual is
pragmatic, maintains emotional distance, elieves that ends can
justify means:
High Mach correlated with Low subordinate engagement
• Narcissism: the tendency to be arrogant, have a grandiose
sense of self-importance, require excessive admiration, and have
a sense of entitlement.
Correlated with higher work motivation, performance,
satisfaction
• Psychopathy: the tendency for a lack of concern for others and
a lack of guilt or remorse when their actions cause harm.
WORK RELATED ASPECTS OF PERSONALITY
• Positive Vs Negative Affectivity: Positive well being, optimistic,
enthusiastic
Vs disposition of being angry, nervous and anxious
Core Self Evaluation: This is a function of 4 traits
• Self Esteem: Value one places on self
• Generalized Self Efficacy: Belief’s about ones’ capacity
to perform specific task successfully
• Locus of Control: Degree to which individual believes
they control things that affect them: Internal vs External
• Emotional Stability: Controlled and Stable vs Neurotic
ACHIEVEMENT MOTIVATION AND
ATTRACTION TO TASK
Desire to Perform
Desire to Perform Task
Task
Low N ach
High
High N ach
Low
Low Moderate
High
Task Difficulty
ACHIEVEMENT MOTIVATION & GOAL ORIENTATION
1. Learning Goal Orientation: Desire to perform well
because it satisfies an interest in meeting a challenge
and learning new skills
2. Performance Goal Orientation: Desire to perform well to
demonstrate one’s competence to others
3. Avoidance Goal Orientation: Desire to achieve success
to avoid appearing incompetent and avoid negative
evaluation
PERSONALITY AND SITUATIONS
• Situation strength theory: indicates that the
way personality translates into behavior depends
on the strength of the situation. It indicates the
degree to which norms, cues, or standards dictate
appropriate behavior. Strength is a function of:
• Clarity
• Consistency
• Constraints
• Consequences
PERSON- JOB/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.
VALUES
• Values: basic convictions that a specific mode of conduct or end state of
existence is personally and/or socially more preferable than the other. It
represents individuals’ sense of what is right, good, or desirable.
• Value system: Values differ in terms of outcome states and intensity.
Hence they can be Hierarchically ranked and individual in nature. .
Values:
• Lay the foundation for understanding of attitudes and motivation.
• Influence attitudes and behaviors
Terminal vs. Instrumental Values
• Terminal values: desirable end-states of existence.
• Instrumental values: preferred modes of behavior or means of achieving
terminal values.
HOFSTEDE’S VALUES
• Power Distance
• Individualism vs Collectivism
• Masculinity vs Feminity
• Uncertainty Avoidance
• Long Term vs. Short Term Orientation
CULTURAL CONTEXT
Function of Culture: Integration, adaptation,
communication and expression
Definition: Hofstede, Schein, Trompenar
Hofstede’s Five Dimensions
1. Power distance
2. Uncertainty avoidance
3. Femininity vs. masculinity
4. Individualism vs. collectivism
5. Confucianism or long-term orientation
INDIA AS PER HOFSTEDE’S STUDY
• https://
[Link]/culture-geert-hofstede-gert-jan-hofstede/6d
-model-of-national-culture/
• [Link]
EFFECT OF HOFSTEDE’S DIMENSION ON
ISSUES IN BUSINESS & MANAGEMENT
Power Distance Low High
Org Structure Relatively flat Hierarchical Pyramid
Status Symbol Unimportant Very Important
Importance of Face Face saving unimportant Face saving important
Participative Management Possible Not possible
Role of Manager Facilitator Expert
Uncertainty Avoidance Low High
Corporate plans Seen as guidelines Seen as important to follow
Competition Seen as advantageous Seen as damaging
Budgeting systems Flexible Inflexible
Control Systems Loose Tight
Risk Take Avoid
EFFECT OF HOFSTEDE DIMENSION ON
ISSUES IN BUSINESS & MANAGEMENT
Individualism Collectivist Individualist
Decision making Group consensus Individual
Reward System Group Based Individual/merit based
Ethics/values Particularism Universalism
Organizational Concern Look after employees Employees look after self
Masculinity/Feminity Masculine Feminity
Valued rewards Money. Performance Quality of life
Networking Important for performance Important for relationship
Interpersonal focus Getting the task done Maintaining relationship
Basis for motivation Ambition+getting ahead Service to others
GLOBE QUESTIONS
• Are there leadership behaviors, attributes & org. practices effective
across all cultures?
• Are there leadership behaviors, attributes & org. practices effective
in some cultures only?
• How much do leadership attributes affect the effectiveness of
specific leadership behavior & its acceptance by subordinates?
• How much do behaviors & attributes in specific cultures influence
the well-being of members in the researched societies?
• What is the relationship between these socio-cultural variables & an
international competitive capacity of the various societies?
GLOBE CULTURE DIMENSIONS
1. Institutional collectivism
2. In-group collectivism
3. Uncertainty avoidance
4. Power distance
5. Gender egalitarianism
6. Assertiveness
7. Performance orientation
8. Humane orientation
HR PRACTICES AND CULTURAL CONTEXT
HR Practices Cultural Context
Recruitment & Selection In Low collectivism: individual achievement forms
the basis of selection process;
in High collectivism: Selection process must
account for Team work and interpersonal skills
Training & Development Highly Egalitarian Societies: Females have similar
opportunity for vertical career advancement
Compensation & Benefit High Uncertainty Avoidance Societies: Emphasis is
on fixed pay and seniority based progression.
Low Uncertainty Avoidance settings, people are
more risk oriented and prefer performance based
pay and pay variability
Task Distribution In High Collectivist Society, team work is
emphasized;
In Low Collectivist Society individual work and
contribution
BEST VALUE VS. BEST FIT
