Impacts of Personality Traits - Assignment Example

Introduction An organization can be defined as individuals performing different duties with a common goal or objectives, while organizational behavior is the study on how these individuals perform within the organization. The study’s main focus is on how to best manage these groups. Organizational behavior is a broad subject that involves management, motivational theories and practices, and fundamental organizational structures and design. Organizational behavior applies to all forms of organizations and with some knowledge on the subject, managers will be able to gain understanding on how to best drive the organization towards achieving its intended goals. This knowledge can as well guide the organization on effective and efficient ways of successfully adapting changing environments. Impacts of Personality Traits Personality has been described as avital element in predicting an individuals’ performance in an organization. It is that behavior that differentiates individuals (Beer & Brooks, 2011) and gives an insight of whether they can perform a particular duty over the other. In addition, these traits are always constant and consistent in an individuals’ life throughout their work life. Personality theories examine individuals’ variances and similarities. While similarities are used to predict performance and behavior from the collective behavior of human nature, variances provide an individuals’ performance and describe their behavior as well. Some scholars have in fact argued that personality as an effective tool that predicts performance (Schulman, 2011). Studies on personality have attracted enormous attention indicating that personality affects the human environments, greatly affecting their decision on where to stay. Individuals’ environmental preferences on cycles and activities that an individual chooses are greatly affected by their personality. These set of values strongly relate from person-organization (P-O) fit. Silverthorne, (2004) argued that there is not a single known organization with no change of behavior in its environment and this is as a result of Culture which determines how well an individual “fits” in an organization;with “fit” representing the feeling of comfort with that culture. This is directly linked to the employee’s performance and turnover levels in the organization. Culture prevails in the employee’s customs development in the organization in turn affecting the organizations output. In general, personality traits and production have a positive relationship meaning that if an employee’s traits match with the organizational cultures, the production will be high. Model of Personality Experimental efforts by Raymond Cattell, (2011) have demonstrated the big five Model of human personality comprising of the five self determining dimensions giving significant and complete taxonomy of reviewing an individuals’ dissimilarities giving the actual core of human nature (Mount & Barrick, 1998) generally assuming that personality can be divided and examined in five distinct but distinguishable factors as agreed by researchers in the study on personality and as will be discussed in this study. i. Extraversion Isabelle has been described as extra-vicious. She is known for her good listening skills and empathy for others suited to her customer service duties and always concerned about her colleagues well being. She is also described as outgoing and love team work as opposed to doing things her way. As Barrick & Mount, (1993) puts it, extra-vicious persons are individuals who are outgoing, companionable, confident, determinable, expressive, chatty and gregarious. Goldberg, (1990) describes extraverts as having a tendency to be spontaneous, communicative, positive, enthusiastic and energetic. Such individuals always long for admiration, social acknowledgement control and command. Compared to other traits,extraverts are observed to have an emotional commitment ii. Neuroticism Michael on the other hand has been described as neurotic. McCrae & John, (1992.p:65) defines neuritis as an individual’s discrepancies with the tendency to experiencing suffering and always emotionally insecure and uneven. Neuritis always appears to be annoyed, stressed, sulky, unsociable, dejected, unconfident, uncertain and doubtful. Neuritis does not practice faith in others and lacks social expertise of handling difficult situations. As described by his author, Michael prefers working behind closed doors and minimizescontact with the employees showing little concern and regards for their feelings linking him with a negative affectivity. Michael is also said to lack confidence in him and, previous reviews have revealed his poor performance. Neuritis experience unpleasant feelings hence having them related to negative job performance and satisfaction.In general, Meyer et al., (1989) states that persistence commitment is negatively correlated to professional performance and neurotics are positively aligned with persistence commitment (Erdheim, Wang & Zickar, 2006). Meta-analysis by Meyer et al (2002) indicates that, persistence commitment is negatively interrelated with complete performance and neuroticism is negatively interrelated with professional performance. iii. Conscientiousness This trait portrays elements such as determination, diligence, and attentiveness, vigilance comprehensive, responsibility and systematized. According to Goldberg, (1990) high conscious persons logical, risk averters and reliable. These individuals are said to be responsible, reliable, conscious and determined and usually put their focus on success which is seen as an excellent trait in a performing organization; linking them with job satisfaction and performance. They have a tendency of maintaining long-term work relations and always looking for opportunities of good working environment where they can achieve higher success.Conscious individuals are among the high performers and stand chances to receive recognition and rewards both formal and informal. Erdheim et al. (2006) agrees on positive link between affective commitment and conscientiousness. iv. Agreeableness Defines elements such as, self-sacrifice, helpful, gentle,nurturance,emotional support on one end of the dimension, and enmity, indifference to others and self interest on the other end (Digman, 1990). The trait depicts elements such as polite. Naïve, flexible, helpful, supportive, merciful, kind and open minded. Usually appear to be kind, calm, trusting, truthful and sincere.Isabelle is described as loving to mingle with others while working and supportive letting her colleagues give ideas instead of hers and always empathizing with them ensuring harmony in the wok environment and open to new learning. Psychologists suggests agreeableness as the most decisive trait of the Big five indicating a very weak correlation performance between agreeableness and job performance as well as relationship between agreeableness and job satisfaction. This facet has significantly been related to normative commitment. v. Openness to Experience Describing her as young, the author explains Isabelle as being known for her spontaneity and love for undertaking new challenges, open to new learning, ambitious to explore her opportunities further and a goal to earn higher promotion and a highly paying job. Openness to new learning has been correlated to technical and innovativeness, deviating approach and political moderation Judge et al., 2002). Tendency of openness to new learning has been related to creativity, cultivated, curious, intellectual, open-minded, need for diversity, aesthetic and sensitivity. Individuals with a high degree of open mindedness tend to easily adapt new environments. This trait has also been referred to as “double aged sword” prompting individuals such as Isabelle to having ahighlyaffective response even though this sometimes land her into trouble. As a result, this trait has been identified to have a weak relationship to job satisfaction. Some studies have however shown a positive response between this trait and job performance for “training proficiency criterion” (Barrick & Mount, 1991). In addition these individuals have ben found to have a very optimistic approach on training and new experiences. Organizational Behavior and Performance Introduction As opposed to previous perspective of a manager, today a manager is viewed more as a facilitator; putting more focus on effectiveness and efficiency; utilizing the intellectual capital (knowledge, expertise and dedication) of the organization. This is necessary so as to utilize organizational material resource to achieve the intended goals/objectives. These goals can be through defining goals, motivating employees, organizing structures, and monitoring performance. As a result, managers should play various roles described by Mintzberg, (1989) as i. interpersonal roles of working and communicating ii. informational role of; acquiring, processing and sharing information iii. decisional roles of utilizing information in decision making important that is; identifying opportunities/problems and acting accordingly, sharing resources handling major issues and negotiations. To be effective, managers must acquire these characters allowing them to translate knowledge into action. Katz, (1974) describes three different skills applied by managers and these are technical, human and conceptual skills. These skills require a good understanding of the organization, how interrelated work organs operate- a good understanding on behavioral attributes, weaknesses and actions required to achieve the goals and objectives. Emotional Intelligence and Management Effective intelligence is strongly related to effective management and organizational behavior, suggesting several factors that may affect the managements’ performance (Goleman, (1995); i. Self awareness-understanding your moods and emotions ii. Self regulation-considering your actions and self control iii. Motivation-commitment to achieving goals iv. Empathy-understanding others’ emotions v. Social skills-building good relations Understanding emotional intelligence is considerably vital with the growing trends of daily changes in organizations. Motivation Motivation is a vital key factor to an organization and management of intellectual capital. Determines employees’ choices’ (quality/quantity), commitment and effort of performing the required tasks. Motivated employees work effectively and efficiently, shaping the organizations’ behavior. Motivation and job satisfaction are closely tied together having effect to an organizations’ bottom line. Job satisfaction is based on individual’s feelings on a given task and this could be influenced by the physical or social nature of the organization. The more the satisfaction the higher their motivation will be. There have been several studies and theories conducted on motivation such as; Frederick Herzberg’sstudy of hygiene and motivational factors, Douglas McGregor’s Theory X and Theory Y, Theory Z, Victor Vroom’s Expectancy Theory, J. Stacy Adams’ Equity Theory, and Reinforcement Theory. However in this case the study will focus on the Abraham Maslow’s hierarchy of needs. Maslow’s hierarchy of needs Describing the human needs in five general categories, this theory was developed by Abraham Manslowin 1943 and became popular in the USA. According to Manslow, once an individual attains their needs in one level they are naturally motivated to attempt their next.These categories consists of; i. Physical needs; they are the first and lowest levels and the most basic needs and these include food and shelter. ii. Safety needs; this is the second level involving the need for security, protection and safety both physically and interpersonal in the daily activities. iii. Social needs; this is the third level and usually linked to the social behavior based on an individuals’ desire to be accepted in the community (love and affection). iv. Esteem needs; this is the need for respect, recognition and prestige involving a sense of competence v. Self actualization;the fifth is the highest level of an individual desire of growing to his full potential through his abilities. As individuals grow to higher level, the needs on the higher levels tend to be more important than those of the low order. These needs could be career-wise, organizational structures or geographical location. However, the need hierarchy need may be insufficient in the cultural context since various cultures may value psychological and safety needs. In addition, the theory emphasis is on the manager’s ability to identify and understand the employee’s needs. This may be challenging, resulting to inaccuracy however, taking into account recognition the relevance of needs on theoretical factors of employee motivation giving control and knowledge of directing the organizational behavior may be helpful. Motivational Practices in Sunshine Resort For Sunshine resort this study recommends that the management and especially Michael, to adapt the assessing the needs, rewarding and compensation methods to increase employee motivation and job satisfaction levels, and directing of organizational behavior.This can be implemented through; i. Compensation programs: This will increase employee motivation; the merit pay system should be based on performance and can be effective for rewarding employees for specific achievements. The system should be fair and not on selected individuals (across-the-board) as this will reduce their motivation. ii. Job security: The resort should provide job security to increase satisfaction and productivity and one way is through cross training which will encourage employees to attain new goals whether in their current or new positions. iii. Flexible work schedules: In current organizations, employees value off time and flexibility in working conditions will provide employees with motivated skills, which in return will increase on-job productivity. Sunshine resort may wish to provide off duty seeking employees less working days and increasing working hours or offering working shifts offering convenience instead of staffs like Isabelle stuck in the front office. iv. Employment involvement programs: Lastly, Michael and the managementat the Sunshine resort should consider improving theirmanagerial skills by increasing employee duties, and involve more employees like Isabelle in decision-making processes. There are a number of employee involvement programs with the most basic ones being; job enlargement,job rotation, and teamwork. Other programs include open book management and employee empowerment. References Barrick, M.R., & Mount, M.K. (1993).Autonomy as a moderator of the relationships between the Big Five personality dimensions and job performance.Journal of Applied Psychology. 78, 111-118. Beer, A., & Brooks, C. (2011). Information quality in personality judgment: The value of personal disclosure. Journal of Research in Personality, 45 (2), 175-185 Digman, J. M. (1990).Personality structure: Emergence of the Five-Factor Model. Annual Review of Psychology, 41, 417-40. Erdheim, J., Wang, M., & Zickar, M.J. 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