Unformatted text preview: BSG 302 – ORGANIZATIONAL BEHAVIOR Chapter 5 - Case Incident 1: The Nice Trap? The textbook noted that one downside of agreeableness is that agreeable people tend to have lower levels of career success. Though agreeableness doesn’t appear to be related to job performance, agreeable people do earn less money. Though we’re not sure why this is so, it may be that agreeable individuals are less aggressive in negotiating starting salaries and pay raises for themselves. Yet there is clear evidence that agreeableness is something employers value. Several recent books argue in favor of the “power of nice” and “the kindness revolution.” Other articles in the business press have argued that the sensitive, agreeable CEO—as manifested in CEOs such as GE’s Jeffrey Immelt and Boeing’s James McNerney —signals a shift in business culture. In many circles, individuals desiring success in their careers are exhorted —signals a shift in business culture....
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- Spring '11
- Candidate, agreeable employees