1.

Personality & Five Factor Model in Organisation

1.1 What is Personality?
 Relatively enduring pattern of thoughts, emotions, and behaviours that:
- Characterize a person with their psychological processes behind those characteristics
 Personality Traits = Broad concepts that is used to label individuals differences
1.2 Nature vs Nurture
 Nature = refers to our genetic and inherit traits that affects our attitudes, decisions, and behaviours
 Nature = refers to our socialisation, life experience, and other form of interaction with the environment
1.3 Five-Factor Model of Personality (Based on Research)
Conscientiousness Agreeableness Neuroticism Openness to Extraversion
Experience
 Organised  Trusting  Anxious  Imaginative  Outgoing
 Dependable  Helpful  Insecure  Creative  Talkative
 Goal-focused  Good-natured  Self-conscious  Unconventional  Energetic
 Thorough  Considerate  Depressed  Curious  Sociable
 Disciplined  Tolerant  Temperamental  Nonconforming  Assertive
 Methodical  Selfless  Autonomous
 Industrious  Generous  Perceptive
 Flexible

2. The Dark Triad and MBTI Types

2.1 The Dark Triad
Machiavellianism  Get what they want at the expense of others
 Believe that deception is an acceptable way to achieve their goal
 Take pleasure in misleading, outwitting, and controlling others
Narcissism  Also called grandiose narcissism
 Obsessive belief in their superiority and entitlement
 Excessive need for attention
- Actively engage in self-promo, exhibitionism, and attention-
seeking behaviours
 Intensely envious of others – Arrogance
 Schadenfreude – Enjoy others’ misfortune
Psychopathy  Ruthlessly dominate and manipulate others
 Lack of empathy, remorse or anxiety
2.2 Myers-Briggs Type Indicator
 Poor Predictor of Job Performance
 Not Recommended for employment selection or promotion
 Concern about its measurement

3. Value in the Workplace

3.1 Types of Value
1. Value = Stable and evaluative beliefs that guides our preferences for outcomes and actions in various
situations
2. Value System = Value arranged into a hierarchy of preferences
3. Personal Value = Value that exist within an individual
4. Shared Value = Value or similar values that are common among a group (Team, Profession, Department)
5. Organisational Value = Value shared by people throughout an organisation
6. Cultural Value = Value shared across a society
3.2 Difference between values and personality
Personality Value
Function  Descriptive  Evaluative
- They are labels referring to what - They tell us what we ought to do
we naturally tend to do
Conflict  Minimal conflict with others  Some values are opposed to other values
Stability  More Stable  Less Stable
- Equality influenced by heredity - Influenced more by socialisation than
and socialisation heredity
3.3 Schwartz’s Values Model
1. Openness to Change
- Motivation to purse innovative ways
2. Self-Transcendence
- Motivation to promote welfare of other and nature over oneself
3. Self-Enhancement
- Motivation to advance self-interest
4. Conservation
- Motivation to preserve the status quo

3.4 How Personal Values influence Decision and behaviour

1. Values influence the attractiveness of choices
- Personal Values generate positive or negative feelings towards available choices
2. Values frame our perception of reality
- Personal Values influence whether we notice something and how we interpret it
3. Values help regulate the consistency of behaviours
- People are more motivated to act consistently with their value and other aspect of self-concepts
 Our decision and behaviour are not aligned with our value when
- Situation do not allow us to act based on our value
- Presence of strong counter-motivational forces
- Not mindful of our own values (low value awareness)
3.5 Value Congruence
 Value Congruence = How similar an individual’s value hierarchy is to another individual
 Person-organization value congruence = Employee’s and organisation’s dominant value aligns
4. Ethical Values and Behaviours
4.1 Four Ethical Values
Utilitarianism Benefits
 Seek the greatest good from majority of people
 Choose options that has highest satisfaction for those affected
Problems
 Focused on outcomes
 Achieve outcomes that is consider unethical by other principle
Individual Rights Benefits
 Everyone has the same set of natural right such as
- Freedom of speech, movement
- Rights to physical Security
Problems
 Conflicting rights – Transparency vs privacy right
Distributive Justice Benefits
 Benefits and burdens of similar individuals are the same
 Dissimilar people should receive benefit and burden proportion to their
dissimilarity
Problems
 Ambiguity in knowing what is “similar” and what is “relevant”
Ethic of Care Benefits
 Everyone has moral obligation to help other with relational sphere to grow
 Caring for others is a fundamental characteristic of humanity
 Using one’s abilities to give care to other
 Being responsive to the person receiving care

4.2 Three Influences on Ethical Conduct

Moral Intensity  The degree to which an issue demands the application of ethical principles
 Moral Intensity is higher when:
1. Consequence of decision is good or bad
2. Strong agreement by other that decision outcome is good or bad
3. High Probability the good or bad outcomes will occur
4. Many people will be impacted by the decision’s outcome
Moral/Ethical Sensitivities  The ability to detect a moral dilemma and estimate its importance
 Factors impacting one’s moral sensitivity:
1. Knowledge of prescriptive norms and rules
2. Previous experience with specific moral dilemma
3. Ability to empathise with those affected by decision
4. Strong self-view of being a morally sensitive person
5. High degree of situational mindfulness
Situational Influences  Competitive pressures and other conditions that affect ethical behaviours

4.3 Ways to Support Ethical Behaviour

5. Value Across Cultures
5.1 Individualism and Collectivism
 Individualism = Extent to which people value independence and person uniqueness
 Collectivism = Extent to which people value duty to group and group harmony
 DO note that Individualism is not opposite of Collectivism

5.2 Power Distance (PD) and Uncertainty Avoidance (UA)

 Power Distance = Extent to which a person accepts unequal distribution of power
 Uncertainty Avoidance = Degree to which a person tolerate ambiguity or feel threaten by uncertainty

5.3 Achievement-Nurturing Orientation

 Achievement Orientation = Value Assertiveness, Competitiveness, and Materialism
 Nurturing Orientation = Value Relationship and well-being of others

 Caveats:
1. Finding are from studies of small sample size so can’t tell population characteristics
2. Out-dated finding from studies conducted decades ago
3. Presence of culture diversity within a country or region

Notes
 Big 5 personality
- [Link]

Contribution
 For the activity on working at Antarctic.
- For Agreeableness = I would say above average as it is a close knitted community so everyone needs to
help each other to build trust among each other’s
 For journalist = I say you need to be extraversion as you need to be talkative
