2. Values, Personality, and Self-Concept at
Fairmont Hotels & Resorts
Fairmont Hotels & Resorts has
excelled as North America’s
largest luxury hotel operator by
hiring people such as
Yasmeen Youssef (shown
here) with the right values and
personality and then nurturing
their self-concept.
YasmeenYoussef
Fairmont Hotels & Resorts
2-2
3. MARS Model of Individual
Behavior
Situational
Situational
factors
factors
Values
Values
Personality
Personality
Perceptions
Perceptions
Emotions
Emotions
Attitudes
Attitudes
Stress
Stress
Motivation
Motivation
Ability
Ability
Individual
Individual
behavior and
behavior and
results
results
Role
Role
perceptions
perceptions
2-3
5. Employee Motivation
Internal forces that affect a person’s
voluntary choice ofbehavior
• direction
• intensity
• persistence
M
M
A
A
S
S
BAR
BAR
R
R
2-5
6. Employee Ability
Natural aptitudes and learned capabilities
required to successfully complete a task
Competencies − personal characteristics that
lead to superior performance
Person − job matching
• selecting
• developing
• redesigning
M
M
A
A
S
S
BAR
BAR
R
R
2-6
7. Role Perceptions
Beliefs about what behavior is required to
achieve the desired results:
• understanding what tasks to perform
• understanding relative importance of tasks
• understanding preferred
behaviors to accomplish tasks
M
M
A
A
S
S
BAR
BAR
R
R
2-7
8. Situational Factors
Environmental conditions beyond the
individual’s short-term control that constrain
or facilitate behavior
• time
• people
• budget
• work facilities
M
M
A
A
S
S
BAR
BAR
R
R
2-8
9. Defining Personality
Relatively enduring pattern of thoughts,
emotions, and behaviors that characterize a
person, along with the psychological
processes behind those characteristics
• External traits – observable behaviors
• Internal states – thoughts, values, etc inferred from
behaviors
• Some variability, adjust to suit the situation
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10. Nature vs. Nurture of
Personality
Influenced by Nature
• Heredity explains about 50 percent of behavioral
tendencies and 30 percent of temperament
• Minnesota studies – twins had similar behaviour
patterns
Influenced by Nurture
• Socialization, life experiences, learning also affect
personality
• Personality isn’t stable at birth
• Stabilizes throughout adolescence
• Executive function steers using our self-concept as
a guide
2-10
12. Five-Factor Personality and
Organizational Behavior
Conscientiousness and emotional stability
• Motivational components of personality
• Strongest personality predictors of performance
Extroversion
• Linked to sales and mgt performance
• Related to social interaction and persuasion
Agreeableness
• Effective in jobs requiring cooperation and helpfulness
Openness to experience
• Linked to higher creativity and adaptability to change
2-12
14. MBTI at Southwest Airlines
Southwest Airlines uses the
Myers-Briggs Type Indicator to
help staff understand and
respect co-workers’ different
personalities and thinking styles.
“You can walk by and see
someone's [MBTI type] posted
up in their cube,” says Elizabeth
Bryant, Southwest’s leadership
development director (shown
here).
2-14
15. Jungian Personality Theory
Swiss psychiatrist Carl Jung
Identifies preferences for
perceiving the environment
and obtaining/processing
information
Commonly measured by
Myers-Briggs Type Indicator
(MBTI)
2-15
16. Myers-Briggs Type Indicator
(MBTI)
Extroversion versus introversion
• similar to five-factor dimension
Sensing versus intuition
• collecting information through senses versus
through intuition, inspiration or subjective sources
Thinking versus feeling
• processing and evaluating information
• using rational logic versus personal values
Judging versus perceiving
• orient themselves to the outer world
• order and structure or flexibility and spontaneity
2-16
17. Feeling Valued at Johnson &
Johnson
Johnson & Johnson is one of the most
respected employers because it recognizes
the value of supporting each employee’s selfconcept
2-17
18. Self-Concept Defined
An individual’s self-beliefs and self-evaluations
“Who am I?” and “How do I feel about myself?”
Guides individual decisions and behavior
2-18
19. Three “C’s” of Self-Concept
Complexity
• People have multiple self-concepts
Consistency
• Improved wellbeing when multiple self-concepts
require similar personality traits and values
Clarity
• Clearly and confidently described, internally
consistent, and stable across time.
• Self-concept clarity requires self-concept
consistency
2-19
20. Four “Selves” of Self-Concept
Self-enhancement
• Promoting and protecting our positive self-view
Self-verification
• Affirming our existing self-concept (good and bad
elements)
Self-evaluation
• Evaluating ourselves through self-esteem, self-
efficacy, and locus of control
Social self
• Defining ourselves in terms of group membership
2-20
21. Self-Concept: SelfEnhancement
Drive to promote/protect a positive self-view
• competent, attractive, lucky, ethical, valued
Strongest in common/important situations
Positive self-concept outcomes:
• better personal adjustment and mental/physical
health
• inflates personal causation and probability of
success
2-21
22. Self-Concept: Self-Verification
Motivation to verify/maintain our existing selfconcept
Stabilizes our self-concept
People prefer feedback consistent with their
self-concept
Self-verification outcomes:
• We ignore or reject info inconsistent with self-
concept
• We interact more with those who affirm/reflect selfconcept
2-22
23. Self-Concept: Self-Evaluation
Defined mainly by three dimensions:
Self-esteem
• High self-esteem -- less influenced, more
persistent/logical
Self-efficacy
• Belief in one’s ability, motivation, role perceptions, and
situation to complete a task successfully
• General vs. task-specific self-efficacy
Locus of control
• General belief about personal control over life events
• Higher self-evaluation with internal locus of control
2-23
24. Self-Concept: Social Self
Social identity -- defining ourselves in terms of
groups to which we belong or have an emotional
attachment
We identify with groups that have high status -- aids
self-enhancement
Contrasting Groups
IBM Employee
Live in
U.S.A.
An
individual’s
social identity
University of Dallas
Graduate
Employees at
other firms
People living in
other countries
Graduates of other
schools
2-24
25. Values in the Workplace
Stable, evaluative beliefs that guide our
preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
2-25
27. Schwartz’s Values Model
Openness to change – motivation
to pursue innovative ways
Conservation -- motivation to
preserve the status quo
Self-enhancement -- motivated by
self-interest
Self-transcendence -- motivation to
promote welfare of others and
nature
2-27
28. Values and Behavior
Habitual behavior usually consistent with
values, but conscious behavior less so
because values are abstract constructs
Decisions and behavior are linked to values
when:
• Mindful of our values
• Have logical reasons to apply values in that
situation
• Situation does not interfere
2-28
29. Values Congruence
Where two or more entities have similar
value systems
Problems with incongruence
• Incompatible decisions
• Lower satisfaction/loyalty
• Higher stress and turnover
Benefits of incongruence
• Better decision making (diverse perspectives)
• Avoids “corporate cults”
2-29
30. Values Across Cultures:
Individualism and Collectivism
Degree that people value duty to their group
(collectivism) versus independence and
person uniqueness (individualism)
Previously considered opposites, but
unrelated -- i.e. possible to value high
individualism and high collectivism
2-30
33. Power Distance
High Power Distance
Malaysia
• Value obedience to authority
• Comfortable receiving
Venezuela
commands from superiors
• Prefer formal rules and authority
to resolve conflicts
Japan
U.S.
Denmark
Israel
Low Power Distance
High power distance
Low power distance
• Expect relatively equal power
sharing
• View relationship with boss as
interdependence, not
dependence
2-33
34. Uncertainty Avoidance
High U. A.
Greece
Japan
• feel threatened by ambiguity
and uncertainty
• value structured situations and
direct communication
Italy
U.S.
High uncertainty avoidance
Low uncertainty avoidance
• tolerate ambiguity and
uncertainty
Singapore
Low U. A.
2-34
36. Three Ethical Principles
Greatest good for the greatest
Utilitarianism number of people
Individual
Rights
Distributive
Justice
Fundamental entitlements
in society
People who are similar should receive
similar benefits
2-36
38. Influences on Ethical Conduct
Moral intensity
• degree that issue demands ethical principles
Ethical sensitivity
• ability to recognize the presence and determine the
relative importance of an ethical issue
Situational influences
• competitive pressures and other conditions affect
ethical behavior
2-38