1.
PowerPoint
to accompany
Chapter 4
Personality and
Values

2.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
After studying this chapter, you should be able to:
• Explain the factors that determine an individual’s personality.
• Describe the Myers-Briggs Type Indicator model.
• Identify the key traits in the Big Five personality model.
• Explain how the major personality attributes predict behaviour at work.
• Contrast terminal and instrumental values.
• List today’s dominant values in today’s workforce.
• Identify Hofstede’s five value dimensions of national culture.
Learning Objectives

3.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
What Is Personality?
Personality
• The sum total of ways in which an
individual reacts and interacts
with others, measurable traits a
person exhibits
Personality Traits
• Enduring characteristics that
describe an individual’s behaviour
Personality Determinants
• Heredity
• Environment
• Situation

4.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Personality Types
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Judging vs. Perceiving (P or J)
• Score is a combination of all four (e.g., ENTJ)
The Myers-Briggs Type Indicator
Myers-Briggs Type Indicator (MBTI)
• A personality test that taps four
characteristics and classifies people into
1 of 16 personality types

5.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Meyers-Briggs (cont’d)
A Myers-Briggs Score
• Can be a valuable for self-awareness and career guidance
BUT
• Should not be used as a selection tool because it has not
been related to job performance!

6.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
The Big Five Model of Personality Dimensions
• Extroversion
Sociable, gregarious, and assertive
• Agreeableness
Good-natured, cooperative, and trusting
• Conscientiousness
Responsible, dependable, persistent, and organised
• Emotional Stability
Calm, self-confident, secure under stress (positive), versus
nervous, depressed, and insecure under stress (negative)
• Openness to Experience
Curious, imaginative, artistic, and sensitive

7.
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Measuring Personality
Personality Is Measured by:
• Self-Report Surveys
• Observer-Rating Surveys
• Projective Measures
• Rorschach Inkblot Test
• Thematic Apperception Test

8.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Major Personality Attributes Influencing
OB
• Core Self-Evaluation (Self-Esteem, Locus of Control)
• Machiavellianism
• Narcissism
• Self-Monitoring
• Risk Taking
• Type A vs. Type B Personality
• Proactive Personality

9.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Core Self-Evaluation: Two Main
Components
• Self-Esteem
• Individuals’ degree of liking or disliking themselves,
degree of thinking they are worthy or unworthy as a
person
• Locus of Control
• The degree to which people believe they are masters of
their own fate
• Internals (Internal locus of control)
Individuals who believe that they control what happens to
them
• Externals (External locus of control)
Individuals who believe that what happens to them is
controlled by outside forces such as luck or chance

10.
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Conditions Favouring ‘High Machs’
 Face-to-face interaction with others
 Minimal rules and regulations
 Whenever lower Machs are distracted
Machiavellianism
Machiavellianism (Mach)
• Degree to which an individual is pragmatic,
maintains emotional distance, and believes
that ends can justify means

11.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Narcissism
A Narcissistic Person
• Has grandiose sense of self-importance
• Requires excessive admiration
• Has a sense of entitlement
• Is arrogant
• Tends to be rated as less effective

12.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Self-Monitoring
Self-Monitoring
A personality trait that measures
an individual’s ability to adjust
his or her behavior to external,
situational factors
High Self-Monitors
 Receive better performance ratings
 Likely to emerge as leaders
 Show less commitment to their organisations

13.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Risk-Taking
• High Risk-Taking Managers
• Make quicker decisions
• Use less information to make decisions
• Operate in smaller and more entrepreneurial organisations
• Low Risk-Taking Managers
• Are slower to make decisions
• Require more information before making decisions
• Exist in larger organisations with stable environments
• Risk Propensity
• Aligning managers’ risk-taking propensity to job requirements
should be beneficial to organisations

14.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Personality Types: Type A and B
Type As
• Are always moving, walking,
and eating rapidly
• Feel impatient with the rate
at which most events take
place
• Strive to think or do two or
more things at once
• 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 Bs
• Do not suffer from a sense of time
urgency with its accompanying
impatience
• Feel no need to display or discuss
either their achievements or
accomplishments
• Play for fun and relaxation, rather
than to exhibit their superiority at
any cost
• Can relax without guilt

15.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Personality Types: Proactive
Personality
Proactive Personality
• Identifies opportunities, shows initiative, takes
action, and perseveres until meaningful change
occurs
• Creates positive change in the environment,
regardless or even in spite of constraints or
obstacles

16.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Which of the following is not a typical personality trait
considered to be organisationally relevant?
• Locus of control
• Self-monitoring
• Self-enhancing
• Self esteem
• Machiavellianism
Discuss with your colleague how each of the traits above
would influence a university tutor’s behavior, and where you
think your tutor falls with respect to each of them.
Chapter Reflection: Personality

17.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Alison arrives to class and realises that she’s
forgotten to bring her assignment. She says:
'Oh no, it’s just not my lucky day today.'
Alison is demonstrating ______________.
Alison is demonstrating a high external locus of control. Alison
believes that things outside of her control determine what
happens.
If Alison works on a team with you, and you have a very high
internal locus of control, what kinds of discussions do you think
the two of you might have? Discuss with a colleague.
Chapter Reflection: Personality

18.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Julia is known for being a go-getter. She never leaves a
task incomplete, and is involved in a number of
activities. Moreover, she’s at the top of her class. She’s
so busy that sometimes, she forgets to stop and eat
lunch.
Julia can be easily characterised as someone that
has/is a Type ____ Personality.
A
Chapter Reflection: Personality

19.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Julia is also likely to not be very:
• Happy?
• Fun?
• Creative?
• Stressed?
In general, Type As are rarely creative because they
generally don’t allocate the necessary time for new solution
development; they usually rely on past experiences to solve
problems in order to be speedy.
Chapter Reflection: Personality

20.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Values
Definition:
Basic convictions that a specific mode of conduct or end-
state of existence is personally or socially preferable to an
opposite mode of conduct (i.e. what is right and good)
• Terminal Values
• Desirable end states
• Instrumental Values
• The ways/means for achieving one’s terminal values
• Value System
• A hierarchy based on a ranking of an individual’s values in
terms of their intensity
• Note: Values vary by cohort

21.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
• Provide understanding of the attitudes, motivation, and
behaviors of individuals and cultures
• Influence our perception of the world around us
• Represent interpretations of 'right' and 'wrong‘
• Imply that some behaviors or outcomes are preferred over
others
Importance of Values

22.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Types of Values—Rokeach Value
Survey
• Terminal Values
• Desirable end-states of existence; the goals that a
person would like to achieve during his or her
lifetime
• Instrumental Values
• Preferable modes of behavior or means of
achieving one’s terminal values

23.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Values in the Rokeach Survey
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
Table 4.1a

24.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).
Values in the Rokeach Survey (cont’d)
Exhibit 4.2

25.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Mean Value Rankings of Executives, Union Members, and
Activists
Source: Based on W. C. Frederick and J. Weber, 'The Values
of Corporate Managers and Their Critics: An Empirical
Description and Normative Implications,' in W. C. Frederick
and L. E. Preston (eds.) Business Ethics: Research Issues
and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp.
123–44.
Exhibit 4.3

26.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Dominant Work Values in Today’s
Workforce
Exhibit 4.4

27.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Ethical Climate in
the Organisation
Ethical Values and
Behaviours of Leaders
Values, Loyalty, and Ethical Behaviour

28.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
• Power Distance
• Individualism vs. Collectivism
• Masculinity vs. Femininity
• Uncertainty Avoidance
• Long-term and Short-term Orientation
Values Across Cultures: Hofstede’s
Framework

29.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Hofstede’s Framework for Assessing Cultures
Power Distance
• The extent to which a society accepts that power
in institutions and organisations is distributed
unequally.
• Low distance: Relatively equal power between
those with status/wealth and those without
status/wealth
• High distance: Extremely unequal power distribution
between those with status/wealth and those without
status/wealth

30.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Collectivism
A tight social framework in
which people expect others in
the group of which they are a
part to look after them and
protect them
Individualism
The degree to which
people prefer to act as
individuals rather than as
members of groups
vs.
Hofstede’s Framework (cont’d)

31.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Masculinity
The extent to which the
society values work roles
of achievement, power,
and control, and where
assertiveness and
materialism are also valued
Femininity
The extent to which there
is little differentiation
between roles for men
and women
vs.
Hofstede’s Framework (cont’d)

32.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them
• High Uncertainty Avoidance: society does not like ambiguous
situations and tries to avoid them.
• Low Uncertainty Avoidance: society does not mind ambiguous
situations and embraces them.

33.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Long-term Orientation
A national culture
attribute that
emphasises the future,
thrift, and persistence
Short-term Orientation
A national culture attribute
that emphasises the present
and the here and now
vs.
Hofstede’s Framework (cont’d)

34.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Achieving Person-Job Fit
• Personality-Job Fit Theory
(Holland)
• Identifies six personality types
and proposes that the fit between
personality type and occupational
environment determines
satisfaction and turnover
Personality Types:
 Realistic
 Investigative
 Social
 Conventional
 Enterprising
 Artistic

35.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Holland’s
Typology of
Personality
and
Congruent
Occupations
Exhibit 4.5

36.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Source: Reprinted by special permission of the publisher, Psychological Assessment Resources, Inc., from
Making Vocational Choices, copyright 1973, 1985, 1992 by Psychological Assessment Resources, Inc. All rights
reserved.
Relationships Among Occupational Personality
Types
Exhibit 4.6

37.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
Organisational Culture Profile (OCP)
• Useful for determining person-organisation fit
• Survey that forces choices/rankings of one’s
personal values
• Helpful for identifying most important values to look
for in an organisation (in efforts to create a good fit)

38.
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) –9781442528550/Robbins/Organisational Behaviour/6th edition
In Country J most of the top management team meets employees
at the local bar for a beer on Fridays, and there are no reserved
parking spaces. Everyone is on a first name basis with one
another. Country J, according to Hofstede’s Framework, is
probably low on what dimension?
• Collectivism
• Long-term Orientation
• Uncertainty Avoidance
• Power Distance
How would a university in Country J differ from your university?
Identify the similarities and differences and discuss with a
colleague.
Chapter Reflection: Values