個(gè)性和價(jià)值觀(guān)課件

PersonalityandValues5Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-0PersonalityandValues5CopyriChapterLearningObjectivesAfterstudyingthischapter,youshouldbeableto:Definepersonality,describehowitismeasured,andexplainthefactorsthatdetermineanindividual’spersonality.DescribetheMyers-BriggsTypeIndicatorpersonalityframeworkandassessitsstrengthsandweaknesses.IdentifythekeytraitsintheBigFivepersonalitymodel.DemonstratehowtheBigFivetraitspredictbehavioratwork.IdentifyotherpersonalitytraitsrelevanttoOB.Definevalues,demonstratetheirimportance,andcontrastterminalandinstrumentalvalues.Comparegenerationaldifferencesinvalues,andidentifythedominantvaluesintoday’sworkforce.IdentifyHofstede’sfivevaluedimensionsofnationalculture.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-1ChapterLearningObjectivesAftWhatisPersonality?Thedynamicorganizationwithintheindividualofthosepsychophysicalsystemsthatdeterminehisuniqueadjustmentstohisenvironment.-GordonAllportThesumtotalofwaysinwhichanindividualreactsandinteractswithothers,themeasurabletraitsapersonexhibitsMeasuringPersonalityHelpfulinhiringdecisionsMostcommonmethod:self-reportingsurveysObserver-ratingssurveysprovideanindependentassessmentofpersonality–oftenbetterpredictorsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-2WhatisPersonality?ThedynamiPersonalityDeterminantsHeredityFactorsdeterminedatconception:physicalstature,facialattractiveness,gender,temperament,musclecompositionandreflexes,energylevel,andbio-rhythmsThis“HeredityApproach”arguesthatgenesarethesourceofpersonalityTwinstudies:raisedapartbutverysimilarpersonalitiesThereissomepersonalitychangeoverlongtimeperiodsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-3PersonalityDeterminantsHerediPersonalityTraitsEnduringcharacteristicsthatdescribeanindividual’sbehaviorThemoreconsistentthecharacteristicandthemorefrequentlyitoccursindiversesituations,themoreimportantthetrait.Twodominantframeworksusedtodescribepersonality:Myers-BriggsTypeIndicator(MBTI?)BigFiveModelCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-4PersonalityTraitsEnduringchaTheMyers-BriggsTypeIndicatorMostwidelyusedinstrumentintheworld.Participantsareclassifiedonfouraxestodetermineoneof16possiblepersonalitytypes,suchasENTJ.

Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallExtroverted(E)Introverted(I)Sensing(S)Intuitive(N)Thinking(T)Feeling(F)Judging(J)Perceiving(P)FlexibleandSpontaneousSociableandAssertiveQuietandShyUnconsciousProcessesUsesValues&EmotionsPracticalandOrderlyUseReasonandLogicWantOrder&Structure5-5TheMyers-BriggsTypeIndicatoTheTypesandTheirUsesEachofthesixteenpossiblecombinationshasaname,forinstance:Visionaries(INTJ)–original,stubborn,anddrivenOrganizers(ESTJ)–realistic,logical,analytical,andbusinesslikeConceptualizer(ENTP)–entrepreneurial,innovative,individualistic,andresourcefulResearchresultsonvaliditymixedMBTI?isagoodtoolforself-awarenessandcounseling.Shouldnotbeusedasaselectiontestforjobcandidates.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-6TheTypesandTheirUsesEachoTheBigFiveModelofPersonalityDimensionsExtroversionSociable,gregarious,andassertiveAgreeablenessGood-natured,cooperative,andtrustingConscientiousnessResponsible,dependable,persistent,andorganizedEmotionalStabilityCalm,self-confident,secureunderstress(positive),versusnervous,depressed,andinsecureunderstress(negative)OpennesstoExperienceCurious,imaginative,artistic,andsensitiveCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-7TheBigFiveModelofPersonalHowDotheBigFiveTraitsPredictBehavior?Researchhasshownthistobeabetterframework.Certaintraitshavebeenshowntostronglyrelatetohigherjobperformance:Highlyconscientiouspeopledevelopmorejobknowledge,exertgreatereffort,andhavebetterperformance.OtherBigFiveTraitsalsohaveimplicationsforwork.Emotionalstabilityisrelatedtojobsatisfaction.Extrovertstendtobehappierintheirjobsandhavegoodsocialskills.Openpeoplearemorecreativeandcanbegoodleaders.Agreeablepeoplearegoodinsocialsettings.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallSeeEXHIBIT5–15-8HowDotheBigFiveTraitsPreOtherPersonalityTraitsRelevanttoOBCoreSelf-EvaluationThedegreetowhichpeoplelikeordislikethemselvesPositiveself-evaluationleadstohigherjobperformanceMachiavellianismApragmatic,emotionallydistantpower-playerwhobelievesthatendsjustifythemeansHighMachsaremanipulative,winmoreoften,andpersuademorethantheyarepersuaded.Flourishwhen:HavedirectinteractionWorkwithminimalrulesandregulationsEmotionsdistractothersNarcissismAnarrogant,entitled,self-importantpersonwhoneedsexcessiveadmirationLesseffectiveintheirjobsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-9OtherPersonalityTraitsRelevSelf-MonitoringTheabilitytoadjustbehaviortomeetexternal,situationalfactors.Highmonitorsconformmoreandaremorelikelytobecomeleaders.RiskTakingThewillingnesstotakechances.Maybebesttoalignpropensitieswithjobrequirements.Risktakersmakefasterdecisionswithlessinformation.MoreRelevantPersonalityTraitsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-10Self-MonitoringMoreRelevantPEvenMoreRelevantPersonalityTraitsTypeAPersonalityAggressivelyinvolvedinachronic,incessantstruggletoachievemoreinlesstimeImpatient:alwaysmoving,walking,andeatingrapidlyStrivetothinkordotwoormorethingsatonceCannotcopewithleisuretimeObsessedwithachievementnumbersPrizedinNorthAmericabutqualityoftheworkislowTypeBpeoplearethecompleteoppositeProactivePersonalityIdentifiesopportunities,showsinitiative,takesaction,andperseverestocompletionCreatespositivechangeintheenvironmentCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-11EvenMoreRelevantPersonalityValuesBasicconvictionsonhowtoconductyourselforhowtoliveyourlifethatispersonallyorsociallypreferable–“HowTo”livelifeproperly.AttributesofValues:ContentAttribute–thatthemodeofconductorend-stateisimportantIntensityAttribute–justhowimportantthatcontentisValueSystemAperson’svaluesrankorderedbyintensityTendstoberelativelyconstantandconsistentCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-12ValuesBasicconvictionsonhowImportanceofValuesProvideunderstandingoftheattitudes,motivation,andbehaviorsInfluenceourperceptionoftheworldaroundusRepresentinterpretationsof“right”and“wrong”ImplythatsomebehaviorsoroutcomesarepreferredoverothersCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-13ImportanceofValuesProvideunClassifyingValues–RokeachValueSurveyTerminalValuesDesirableend-statesofexistence;thegoalsthatapersonwouldliketoachieveduringhisorherlifetimeInstrumentalValuesPreferablemodesofbehaviorormeansofachievingone’sterminalvaluesPeopleinsameoccupationsorcategoriestendtoholdsimilarvaluesButvaluesvarybetweengroupsValuedifferencesmakeitdifficultforgroupstonegotiateandmaycreateconflictCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-14ClassifyingValues–RokeachVValueDifferencesBetweenGroupsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHallSource:BasedonW.C.FrederickandJ.Weber,“TheValuesofCorporateManagersandTheirCritics:AnEmpiricalDescriptionandNormativeImplications,”inW.C.FrederickandL.E.Preston(eds.)BusinessEthics:ResearchIssuesandEmpiricalStudies(Greenwich,CT:JAIPress,1990),pp.123–44.EXHIBIT5-45-15ValueDifferencesBetweenGrouGenerationalValuesCohortEnteredWorkforceApproximateCurrentAgeDominantWorkValuesVeterans1950-196465+Hardworking,conservative,conforming;loyaltytotheorganizationBoomers1965-198540-60sSuccess,achievement,ambition,dislikeofauthority;loyaltytocareerXers1985-200020-40sWork/lifebalance,team-oriented,dislikeofrules;loyaltytorelationshipsNexters2000-PresentUnder30Confident,financialsuccess,self-reliantbutteam-oriented;loyaltytobothselfandrelationshipsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHallEXHIBIT5-5

5-16GenerationalValuesCohortEnterLinkingPersonalityandValuestotheWorkplaceManagersarelessinterestedinsomeone’sabilitytodoaspecificjobthaninthatperson’sflexibility.Person-JobFit:JohnHolland’sPersonality-JobFitTheorySixpersonalitytypesVocationalPreferenceInventory(VPI)KeyPointsoftheModel:ThereappeartobeintrinsicdifferencesinpersonalitybetweenpeopleTherearedifferenttypesofjobsPeopleinjobscongruentwiththeirpersonalityshouldbemoresatisfiedandhavelowerturnoverCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-17LinkingPersonalityandValuesRelationshipsAmongPersonalityTypesCopyright?2011PearsonEducation,Inc.publishingasPrenticeHallTheclosertheoccupationalfields,themorecompatible.Thefurtherapartthefields,themoredissimilar.EXHIBIT5-7

Needtomatchpersonalitytypewithoccupation.Source:Reprintedbyspecialpermissionofthepublisher,PsychologicalAssessmentResources,Inc.,fromMakingVocationalChoices,copyright1973,1985,1992byPsychologicalAssessmentResources,Inc.Allrightsreserved.5-18RelationshipsAmongPersonalitStillLinkingPersonalitytotheWorkplaceInadditiontomatchingtheindividual’spersonalitytothejob,managersarealsoconcernedwith:Person-OrganizationFit:Theemployee’spersonalitymustfitwiththeorganizationalculture.Peopleareattractedtoorganizationsthatmatchtheirvalues.Thosewhomatcharemostlikelytobeselected.Mismatcheswillresultinturnover.CanusetheBigFivepersonalitytypestomatchtotheorganizationalculture.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-19StillLinkingPersonalitytot GlobalImplicationsPersonalityDoframeworkslikeBigFivetransferacrosscultures?Yes,butthefrequencyoftypeintheculturemayvary.Betterinindividualisticthancollectivistcultures.ValuesValuesdifferacrosscultures.Hofstede’sFrameworkforassessingculture–fivevaluedimensions:PowerDistanceIndividualismvs.CollectivismMasculinityvs.FemininityUncertaintyAvoidanceLong-termvs.Short-termOrientationCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-20 GlobalImplicationsPersonalitHofstede’sFramework:PowerDistanceTheextenttowhichasocietyacceptsthatpowerininstitutionsandorganizationsisdistributedunequally.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallLowdistanceRelativelyequalpowerbetweenthosewithstatus/wealthandthosewithoutstatus/wealthHighdistanceExtremelyunequalpowerdistributionbetweenthosewithstatus/wealthandthosewithoutstatus/wealth

5-21Hofstede’sFramework:PowerDiHofstede’sFramework:IndividualismIndividualismThedegreetowhichpeopleprefertoactasindividualsratherthanasmemberofgroupsCollectivismAtightsocialframeworkinwhichpeopleexpectothersingroupsofwhichtheyareaparttolookafterthemandprotectthemVersusCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-22Hofstede’sFramework:IndividuHofstede’sFramework:MasculinityMasculinityTheextenttowhichthesocietyvaluesworkrolesofachievement,power,andcontrol,andwhereassertivenessandmaterialismarealsovaluedFemininityTheextenttowhichthereislittledifferentiationbetweenrolesformenandwomen

VersusCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-23Hofstede’sFramework:MasculinHofstede’sFramework:UncertaintyAvoidanceTheextenttowhichasocietyfeelsthreatenedbyuncertainandambiguoussituationsandtriestoavoidthemCopyright?2011PearsonEducation,Inc.publishingasPrenticeHallHighUncertaintyAvoidance:Societydoesnotlikeambiguoussituationsandtriestoavoidthem.LowUncertaintyAvoidance:Societydoesnotmindambiguoussituationsandembracesthem.5-24Hofstede’sFramework:UncertaiLong-termOrientationAnationalcultureattributethatemphasizesthefuture,thrift,andpersistenceShort-termOrientationAnationalcultureattributethatemphasizesthepresentandthehereandnowHofstede’sFramework:TimeOrientationCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-25Long-termOrientationHofstede’Hofstede’sFramework:AnAssessmentThereareregionaldifferenceswithincountriesTheoriginaldataisoldandbasedononlyonecompanyHofstedehadtomakemanyjudgmentcallswhiledoingtheresearchSomeresultsdon’tmatchwhatisbelievedtobetrueaboutgivencountriesDespitetheseproblemsitremainsaverypopularframeworkCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-26Hofstede’sFramework:AnAssesGLOBEFrameworkforAssessingCulturesGlobalLeadershipandOrganizationalBehaviorEffectiveness(GLOBE)researchprogramNinedimensionsofnationalcultureSimilartoHofstede’sframeworkwiththeseadditionaldimensions:HumaneOrientation:howmuchsocietyrewardspeopleforbeingaltruistic,generous,andkindPerformanceOrientation:howmuchsocietyencouragesandrewardsperformanceimprovementandexcellenceCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-27GLOBEFrameworkforAssessingSummaryandManagerialImplicationsPersonalityScreenfortheBigFivetraitofconscientiousnessTakeintoaccountthesituationalfactorsaswellMBTI?canhelpwithtraininganddevelopmentValuesOftenexplainattitudes,behaviors,andperceptionsHigherperformanceandsatisfactionachievedwhentheindividual’svaluesmatchthoseoftheorganizationCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-28SummaryandManagerialImplicaAllrightsreserved.Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,ortransmitted,inanyformorbyanymeans,electronic,mechanical,photocopying,recording,orotherwise,withoutthepriorwrittenpermissionofthepublisher.PrintedintheUnitedStatesofAmerica.Copyright?2011PearsonEducation,Inc.

PublishingasPrenticeHallCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-29Allrightsreserved.NopartoPersonalityandValues5Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-30PersonalityandValues5CopyriChapterLearningObjectivesAfterstudyingthischapter,youshouldbeableto:Definepersonality,describehowitismeasured,andexplainthefactorsthatdetermineanindividual’spersonality.DescribetheMyers-BriggsTypeIndicatorpersonalityframeworkandassessitsstrengthsandweaknesses.IdentifythekeytraitsintheBigFivepersonalitymodel.DemonstratehowtheBigFivetraitspredictbehavioratwork.IdentifyotherpersonalitytraitsrelevanttoOB.Definevalues,demonstratetheirimportance,andcontrastterminalandinstrumentalvalues.Comparegenerationaldifferencesinvalues,andidentifythedominantvaluesintoday’sworkforce.IdentifyHofstede’sfivevaluedimensionsofnationalculture.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-31ChapterLearningObjectivesAftWhatisPersonality?Thedynamicorganizationwithintheindividualofthosepsychophysicalsystemsthatdeterminehisuniqueadjustmentstohisenvironment.-GordonAllportThesumtotalofwaysinwhichanindividualreactsandinteractswithothers,themeasurabletraitsapersonexhibitsMeasuringPersonalityHelpfulinhiringdecisionsMostcommonmethod:self-reportingsurveysObserver-ratingssurveysprovideanindependentassessmentofpersonality–oftenbetterpredictorsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-32WhatisPersonality?ThedynamiPersonalityDeterminantsHeredityFactorsdeterminedatconception:physicalstature,facialattractiveness,gender,temperament,musclecompositionandreflexes,energylevel,andbio-rhythmsThis“HeredityApproach”arguesthatgenesarethesourceofpersonalityTwinstudies:raisedapartbutverysimilarpersonalitiesThereissomepersonalitychangeoverlongtimeperiodsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-33PersonalityDeterminantsHerediPersonalityTraitsEnduringcharacteristicsthatdescribeanindividual’sbehaviorThemoreconsistentthecharacteristicandthemorefrequentlyitoccursindiversesituations,themoreimportantthetrait.Twodominantframeworksusedtodescribepersonality:Myers-BriggsTypeIndicator(MBTI?)BigFiveModelCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-34PersonalityTraitsEnduringchaTheMyers-BriggsTypeIndicatorMostwidelyusedinstrumentintheworld.Participantsareclassifiedonfouraxestodetermineoneof16possiblepersonalitytypes,suchasENTJ.

Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallExtroverted(E)Introverted(I)Sensing(S)Intuitive(N)Thinking(T)Feeling(F)Judging(J)Perceiving(P)FlexibleandSpontaneousSociableandAssertiveQuietandShyUnconsciousProcessesUsesValues&EmotionsPracticalandOrderlyUseReasonandLogicWantOrder&Structure5-35TheMyers-BriggsTypeIndicatoTheTypesandTheirUsesEachofthesixteenpossiblecombinationshasaname,forinstance:Visionaries(INTJ)–original,stubborn,anddrivenOrganizers(ESTJ)–realistic,logical,analytical,andbusinesslikeConceptualizer(ENTP)–entrepreneurial,innovative,individualistic,andresourcefulResearchresultsonvaliditymixedMBTI?isagoodtoolforself-awarenessandcounseling.Shouldnotbeusedasaselectiontestforjobcandidates.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-36TheTypesandTheirUsesEachoTheBigFiveModelofPersonalityDimensionsExtroversionSociable,gregarious,andassertiveAgreeablenessGood-natured,cooperative,andtrustingConscientiousnessResponsible,dependable,persistent,andorganizedEmotionalStabilityCalm,self-confident,secureunderstress(positive),versusnervous,depressed,andinsecureunderstress(negative)OpennesstoExperienceCurious,imaginative,artistic,andsensitiveCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-37TheBigFiveModelofPersonalHowDotheBigFiveTraitsPredictBehavior?Researchhasshownthistobeabetterframework.Certaintraitshavebeenshowntostronglyrelatetohigherjobperformance:Highlyconscientiouspeopledevelopmorejobknowledge,exertgreatereffort,andhavebetterperformance.OtherBigFiveTraitsalsohaveimplicationsforwork.Emotionalstabilityisrelatedtojobsatisfaction.Extrovertstendtobehappierintheirjobsandhavegoodsocialskills.Openpeoplearemorecreativeandcanbegoodleaders.Agreeablepeoplearegoodinsocialsettings.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHallSeeEXHIBIT5–15-38HowDotheBigFiveTraitsPreOtherPersonalityTraitsRelevanttoOBCoreSelf-EvaluationThedegreetowhichpeoplelikeordislikethemselvesPositiveself-evaluationleadstohigherjobperformanceMachiavellianismApragmatic,emotionallydistantpower-playerwhobelievesthatendsjustifythemeansHighMachsaremanipulative,winmoreoften,andpersuademorethantheyarepersuaded.Flourishwhen:HavedirectinteractionWorkwithminimalrulesandregulationsEmotionsdistractothersNarcissismAnarrogant,entitled,self-importantpersonwhoneedsexcessiveadmirationLesseffectiveintheirjobsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-39OtherPersonalityTraitsRelevSelf-MonitoringTheabilitytoadjustbehaviortomeetexternal,situationalfactors.Highmonitorsconformmoreandaremorelikelytobecomeleaders.RiskTakingThewillingnesstotakechances.Maybebesttoalignpropensitieswithjobrequirements.Risktakersmakefasterdecisionswithlessinformation.MoreRelevantPersonalityTraitsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-40Self-MonitoringMoreRelevantPEvenMoreRelevantPersonalityTraitsTypeAPersonalityAggressivelyinvolvedinachronic,incessantstruggletoachievemoreinlesstimeImpatient:alwaysmoving,walking,andeatingrapidlyStrivetothinkordotwoormorethingsatonceCannotcopewithleisuretimeObsessedwithachievementnumbersPrizedinNorthAmericabutqualityoftheworkislowTypeBpeoplearethecompleteoppositeProactivePersonalityIdentifiesopportunities,showsinitiative,takesaction,andperseverestocompletionCreatespositivechangeintheenvironmentCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-41EvenMoreRelevantPersonalityValuesBasicconvictionsonhowtoconductyourselforhowtoliveyourlifethatispersonallyorsociallypreferable–“HowTo”livelifeproperly.AttributesofValues:ContentAttribute–thatthemodeofconductorend-stateisimportantIntensityAttribute–justhowimportantthatcontentisValueSystemAperson’svaluesrankorderedbyintensityTendstoberelativelyconstantandconsistentCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-42ValuesBasicconvictionsonhowImportanceofValuesProvideunderstandingoftheattitudes,motivation,andbehaviorsInfluenceourperceptionoftheworldaroundusRepresentinterpretationsof“right”and“wrong”ImplythatsomebehaviorsoroutcomesarepreferredoverothersCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-43ImportanceofValuesProvideunClassifyingValues–RokeachValueSurveyTerminalValuesDesirableend-statesofexistence;thegoalsthatapersonwouldliketoachieveduringhisorherlifetimeInstrumentalValuesPreferablemodesofbehaviorormeansofachievingone’sterminalvaluesPeopleinsameoccupationsorcategoriestendtoholdsimilarvaluesButvaluesvarybetweengroupsValuedifferencesmakeitdifficultforgroupstonegotiateandmaycreateconflictCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-44ClassifyingValues–RokeachVValueDifferencesBetweenGroupsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHallSource:BasedonW.C.FrederickandJ.Weber,“TheValuesofCorporateManagersandTheirCritics:AnEmpiricalDescriptionandNormativeImplications,”inW.C.FrederickandL.E.Preston(eds.)BusinessEthics:ResearchIssuesandEmpiricalStudies(Greenwich,CT:JAIPress,1990),pp.123–44.EXHIBIT5-45-45ValueDifferencesBetweenGrouGenerationalValuesCohortEnteredWorkforceApproximateCurrentAgeDominantWorkValuesVeterans1950-196465+Hardworking,conservative,conforming;loyaltytotheorganizationBoomers1965-198540-60sSuccess,achievement,ambition,dislikeofauthority;loyaltytocareerXers1985-200020-40sWork/lifebalance,team-oriented,dislikeofrules;loyaltytorelationshipsNexters2000-PresentUnder30Confident,financialsuccess,self-reliantbutteam-oriented;loyaltytobothselfandrelationshipsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHallEXHIBIT5-5

5-46GenerationalValuesCohortEnterLinkingPersonalityandValuestotheWorkplaceManagersarelessinterestedinsomeone’sabilitytodoaspecificjobthaninthatperson’sflexibility.Person-JobFit:JohnHolland’sPersonality-JobFitTheorySixpersonalitytypesVocationalPreferenceInventory(VPI)KeyPointsoftheModel:ThereappeartobeintrinsicdifferencesinpersonalitybetweenpeopleTherearedifferenttypesofjobsPeopleinjobscongruentwiththeirpersonalityshouldbemoresatisfiedandhavelowerturnoverCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-47LinkingPersonalityandValuesRelationshipsAmongPersonalityTypesCopyright?2011PearsonEducation,Inc.publishingasPrenticeHallTheclosertheoccupationalfields,themorecompatible.Thefurtherapartthefields,themoredissimilar.EXHIBIT5-7

Needtomatchpersonalitytypewithoccupation.Source:Reprintedbyspecialpermissionofthepublisher,PsychologicalAssessmentResources,Inc.,fromMakingVocationalChoices,copyright1973,1985,1992byPsychologicalAssessmentResources,Inc.Allrightsreserved.5-48RelationshipsAmongPersonalitStillLinkingPersonalitytotheWorkplaceInadditiontomatchingtheindividual’spersonalitytothejob,managersarealsoconcernedwith:Person-OrganizationFit:Theemployee’spersonalitymustfitwiththeorganizationalculture.Peopleareattractedtoorganizationsthatmatchtheirvalues.Thosewhomatcharemostlikelytobeselected.Mismatcheswillresultinturnover.CanusetheBigFivepersonalitytypestomatchtotheorganizationalculture.Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-49StillLinkingPersonalitytot GlobalImplicationsPersonalityDoframeworkslikeBigFivetransferacrosscultures?Yes,butthefrequencyoftypeintheculturemayvary.Betterinindividualisticthancollectivistcultures.ValuesValuesdifferacrosscultures.Hofstede’sFrameworkforassessingculture–fivevaluedimensions:PowerDistanceIndividualismvs.CollectivismMasculinityvs.FemininityUncertaintyAvoidanceLong-termvs.Short-termOrientationCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall5-50 GlobalImplicationsPersonalitHofstede’sFramework:PowerDistanceTheextenttowhichasocietyacceptsthatpowerininstitutionsandorganizationsisdistributedunequally.Copyright?2011PearsonEducation,Inc.publis