Chapter 5 Robbins

• Person-job fit


  Matching job requirements with personality characteristics
• Person-organization fit


  People are attracted to and selected by organizations that match their values, and they leave organizations that are not compatible with them
• Holland's personality-job fit theory


  • Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover
  • Supported by research showing person-job fit strongly predicts job satisfaction, organizational commitment, and intentions to quit
• In individualistic countries, increasing person-job fit by tailoring the job to the person increases the individual's job satisfaction, but in collectivistic countries person-job fit is a weaker predictor of job satisfaction</b>
• Giving workers more autonomy in designing their jobs to match their strengths and interests may be more effective for older employees than younger ones
• Person-group fit


  Fit between an individual and their work group, important in team settings
• Person-supervisor fit

  Fit between an individual and their supervisor, can lead to lower job satisfaction and reduced performance if poor fit
• Person-environment fit dimensions like person-organization and person-job fit are stronger predictors of positive work attitudes and performance in North America compared to Europe and East Asia
• Organizational leaders can manage employees' perceptions of fit, even for jobs many people do not want, by matching employee individual differences to the job, providing realistic previews, training and socialization, and ongoing support
• Rational

  (in classical economic theory) economic agents are able to consider the outcome of their choices and recognise the net benefits of each one
• Rational agents will select the choice which presents the highest benefits
• Producers act rationally by


  Selling goods/services in a way that maximises their profits
• Workers act rationally by


  Balancing welfare at work with consideration of both pay and benefits
• Governments act rationally by


  Placing the interests of the people they serve first in order to maximise their welfare
• Rationality in classical economic theory is a flawed assumption as people usually don't act rationally
• A firm increases advertising

  Demand curve shifts right
• Marginal utility


  The additional utility (satisfaction) gained from the consumption of an additional product
• If you add up marginal utility for each unit you get total utility
• Uber replaced its fourteen corporate values in 2017 following an investigation of its internal practices by the U.S. attorney general and his law firm
• The original Uber values were believed to encourage, reinforce, and justify unethical behavior at all organizational levels
• The original Uber values included vague platitudes like "super-pumpedness," "always be hustling," "toe-stepping," and "champion's mindset" that seemed to encourage conflict and unethical behavior
• Uber's new values


  They are direct and leave little room for interpretation, including: "We do the right thing. Period." "We celebrate differences . . . ensure people of diverse backgrounds feel welcome." "We value ideas over hierarchy."
• Uber's new values were developed through submissions from over a thousand employees, voted on over twenty thousand times, and refined by twenty workgroups
• Changing values on paper is not enough, values need to be put into practice
• Uber is still struggling with its reputation and brand sentiment despite making steps in the right direction
• Uber's current value of diversity and inclusion may have led to its perfect score on the 2020 Corporate Equality Index
• Uber has made efforts to establish and continuously improve CSR initiatives, but its competitor Lyft continues to outshine Uber in CSR-related communication and messaging
• Leadership and values play a vital role in CSR, and employees need to be actively engaged to realize CSR goals fully
• Core values become a part of the company's DNA and the DNA of the people who comprise the company
• Narcissism

  The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and possess a sense of entitlement
• Psychopathy

  The tendency for a lack of concern for others and a lack of guilt or remorse when actions cause harm
• The Dark Triad is a helpful framework for studying the three dominant dark-side traits in current personality research, and researchers are exploring other traits as well
• DiSC framework

  A circumplex model (similar to the affective circumplex) which suggests that personality characteristics can be represented on a circle with more similar traits in closer proximity, whereas more dissimilar traits are positioned farther apart
• The DiSC framework recognizes that "people are not their types"
• Few academic research studies have scientifically examined the validity of the DiSC personality framework. More research and evidence are needed on the DiSC
• HEXACO model

  Composed of a new trait, honesty-humility (H), and emotionality (E; i.e., emotional stability), extroversion (X), agreeableness (A), conscientiousness (C), and openness to experience (O)
• The addition of the honesty-humility dimension has implications for OB, considering that dishonesty and cheating are extremely important for organizations
• Personality traits have both positive and negative aspects. The degree of each trait and the combination of traits matter a great deal to organizational outcomes
• Core self-evaluations (CSEs)

  Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person
• People with positive CSEs perform better than others because they set more ambitious goals, are more committed to their goals, and persist longer in attempting to reach them