BBA Program
Organizational Behavior
Dr. Shahid Mir,
Post Doc. (Fulbright Scholar), PhD, MBA, BE,
Assistant Professor,
Teacher, Researcher, Trainer, Consultant,
Chairman, Procurement Committee,
Ex-Director QEC, Ex. Chairman, Department of Management,
Ex-Testing In-charge, Ex-Students Counselor,
Certified: SECP Board Director, SPPRA, ISO 9000
Master Trainer: LUMS/McGill/CIDA, USAID, Sindh PPRA
Institute of Business Administration, Karachi
smir@[Link]; 0336-8337869
Learning Objectives
After reading this chapter, students should be able to:
1. Describe the four factors that directly influence individual
behavior and performance.
2. Summarize the five types of individual behavior in organizations.
3. Describe personality and discuss how the “Big Five” personality
dimensions and four MBTI types relate to individual behavior in
organizations.
4. Summarize Schwartz’s model of individual values and discuss the
conditions where values influence behavior.
5. Describe three ethical principles and discuss three factors that
influence ethical behavior.
6. Describe five values commonly studied across cultures.
Jungian Personality Theory
Myers-Briggs Type Indicator (MBTI)
• Estimates Jungian personality types
• Most widely used personality test
• Most widely studied measure of cognitive style
• Adopts a neutral view of score results (higher vs lower are
different, not better or worse)
• Improves self-awareness and mutual understanding — i.e.
good for career counseling and executive coaching
• Poor at predicting job performance, effective leadership, or
team development
Jungian and Myers-Briggs Type Indicator Types
How to Make High Performance Organization
Success Through
High Performance Organization
Sound Robust High Passionate
Strategies Systems Performing Leadership
Culture
Technical Competence
Purpose, Values & Principles
Source: A presentation by Proctor and Gamble’s CEO, Bob McDonald in 2018 to the Board.
Schwartz’s Values Model
Shalom Schwartz and many others came up with
57 specific values clustered into 10 broad value categories —
further clustered into four quadrants
Openness to change
• Motivated to pursue innovative ways
Conservation
• Motivated to preserve the status quo
Self-enhancement
• Motivated by self-interest
Self-transcendence
• Motivated to promote the welfare of others and nature
Schwartz’s Values Model
Personal Values and Behavior
How personal values influence decisions and behavior:
• Directly motivate behavior by affecting the relative
attractiveness (valence) of the choices available — more
positive feelings toward choices consistent with our
values
• Indirectly motivate behavior by framing perceptions —
influence whether we notice something and how we
interpret it
• Motivated to act consistently with self-concept and
public self — values are part of our identity and image
Personal Values and Behavior
Why values often fail to influence decisions and behavior:
• Situation — prevent behavior consistent with values or
motivate behavior contrary to values (i.e., opportunity
and counter motivation effects)
• Awareness (salience) — we often ignore values in our
decisions/actions because:
(a) values are abstract (difficult to link to specific
behavior)
(b) behavior is often routine, so less mindful of
consistency with personal values
Values Congruence
Values congruence — how similar a person’s values
hierarchy is to the values hierarchy of the organization, a
co-worker, or another source
Congruence with team values — higher team cohesion
and performance
Congruence with organization’s values — higher job
satisfaction, loyalty, and organizational citizenship, lower
stress and turnover
Ethical Values and Behavior
Ethics — the study of moral principles or values that
determine whether actions are right or wrong and
outcomes are good or bad. Three Ethical Principles are:
Utilitarianism
• Seek greatest good for the greatest number of people —
highest overall satisfaction
• Problem: Cost-benefit analysis — but some outcomes
aren’t measurable
• Problem: Focuses on the consequences, but means of
achieving consequences could be immoral
Ethical Values and Behavior
Individual rights principle
• Everyone has same natural rights, not just legal rights —
e.g. freedom of speech
• Problem: conflicting rights — e.g. shareholders’ right to
be informed conflicts with CEO’s rights to privacy.
Ethical Values and Behavior
Distributive justice principle
• Benefits and burdens should be proportional — e.g.
similar rewards for those who contribute equally in their
work
• Inequalities are acceptable when they benefit the least
well off
• Problem: difficult to agree on “similar” rewards and
contributions
Supporting Ethical Behavior
Corporate code of ethics
• Describe firm’s desired practices, rules of conduct, and
philosophy in relations with stakeholders and
environment
• Problem: Limited effect on ethical conduct
Educate and test employee’s ethical knowledge
(e.g. knowledge of ethics code, desired ethical behavior in
various situations)
Supporting Ethical Behavior
Systems for communicating and impartially investigating
wrongdoing
• Confidential ethics hotlines and websites
• Ethics ombudspersons
Ethical culture and ethical leadership
• Ethical corporate culture
• Ethical conduct and vigilance of corporate leaders — role
model ethical standards
Five Cross Culture Values