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Customer base and a reputation as one of the most

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customer base and a reputation as one of the most admired companies in America.Finally, selecting positive team members can have a contagion effect becausepositive moods transmit from team member to team member.
Conclusion:As we have noted, individuals differ in terms of their personality scores, and thesedifferences contribute to effective performance. It isn’t always possible to identifypersonality traits successfully during the hiring process, and sometimes there simply aren’tenough people with the “right” personality traits available. So should organizations try toshape their employees to make them more conscientious, agreeable, open, emotionallystable, and extraverted?Some evidence suggests that people’s basic temperament is largely fixed by biology, and inthis case, attempts to change personality will mostly lead to frustration and dissatisfaction.On the other hand, it ispossible to change the way personality is expressed. Biologicalanthropologist Helen Fisher notes that despite the importance of biology, “the environmentalways molds your biology.” Someone who isn’t particularly open to experience might becomfortable with new work assignments if they’re framed appropriately, and someonewho isn’t very conscientious can display organization and dutifulnessif the rightenvironmental supports like checklists and formalized goal-setting are in place. Andpersonality does change somewhat over time.So what might employers do to accommodate employee personality differences while stillobtaining maximum performance?One strategy is to focus on outcomes and allowemployees to determine their own way to achieve them. An extrovert and an introvertmight both be able to produce a very high-quality report, even if the extrovert will want tocollaborate and discuss during the process of writing whereas the introvert will prefer towork out problems alone.Employers can also try to assign employees to activities that bestmatch their personality types.Individual Conclusion:(P) Screening job candidates for high conscientiousness—as well as the other Big Five traits,depending on the criteria an organization finds most important—should pay dividends. Ofcourse, managers still need to take situational factors into consideration.(V) Employees’ performance and satisfaction are likely to be higher if their values fit wellwith the organization. The person who places great importance on imagination,independence, and freedom is likely to be poorly matched with an organization that seeksconformity from its employees.(V) Managers are more likely to appreciate, evaluate positively, and allocate rewards toemployees who fit in, and employees are more likely to be satisfied if they perceive they dofit in. This argues for management to seek job candidates who have not only the ability,experience, and motivation to perform but also a value system compatible with theorganization.
AttitudesViewing attitudes as having three components—cognition, affect, and behavior—is helpful inunderstanding their complexity and the potential relationship between attitudes and

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