o r gan ization but keep th em f rom usi ng that p ower toward h ea lthy end

O r gan ization but keep th em f rom usi ng that p

This preview shows page 11 - 12 out of 30 pages.

o r gan ization but keep th em f rom usi ng that p ower toward h ea lthy end for them e lv e or their organizat i on ·. Organ i za tion wi hing to as es p yc ho path y o r ot h er aberrant traits n eed to exe rcise ca ution. The Amer icans with D. i sab il it ies ACL (A DA ) pro hibi ts di crimi- nation against individuals with "a ph ys i ca l or memal impa i rment. " R oug hly 15 perce nt of a ll ADA cla im · invol ve mental disabi li ties, the m ost co mmon of which arc depress ion ( 44 pe rcent) a nd anx iety disorde rs ( 18 per ce nt). A rece nt s tud y fou nd that me ma l <li sab ility claims u nd er the ADA fa r ed on ly · li ghtly worse than phy i ca l di ability claim s. Thi s doe s not m ea n o rgani za ti ons mu st hir e every menta ll y i ll person who a pp li es, or th at they can not consider mental ill ness in hiring d ec i ion ·. However, if they do , the ADA places p ec ifi c guidelines on when it i a permi ss ible fact or , uc h as when the illness prevents or severely res tr icts eff ec tive p erfo rm an ce , a nd when it ca nn ot be r ea onab ly accom moda ted.+i G iv en the rela ti ve newnes of r esearc h on the Dark Triad. using psychopat hology in emp l oymen t d ec ision ma y ca rr y m ore risks for now than rewa rd . Approa ch- Avoidance The MBTl , the Big Five, and the Dark Triad arc no t the on ly th eo r etica l frame- works for per so na li ty. R ece nt ly, the approach-avoidance framework has ca ·t per - so na li ty tr aits as motivations. Approac h a nd avoidance motivation r ep rese nt the deg r ee to which we rea ct to st i mu li ; approac h mot ivati on is o ur atu· aCL i on to positive st imu li and avoi dance motiva ti on our aversion to negative timuli. Th e a pproa c h- avoidan ce framework l11u s o r ga ll it.e · traits a 11 d may he lp exp lain how they pr edi ct work be havior. One s tud y haw ed , for in tance, th at a ppr oach and avoidance motiva ti on can help exp la in how co re se lf- evalua tion s affect job at isfaction. 45 The framework al o addre sc o ur mu ltiple moti ve when we ac t. For exa mp le, co mp e ti tive pressure tend to invoke both a pproach motivation (pe op le work hard er to win) and avoid ance motiv at ion (p eo ple are di tr acted and demotivated by f ea r of lo ing). The way an indi,ridual pe rfonn depends o n wh ic h or the e motivations domin ates. Iii n ot her tudy found that when newcom er joined IT co mpani e in India, they rece ived s upport from the ir up ervisor (who help ed the new come r by do ing a ·p cc ial favor), but al so ve rba l aggrc sio n (the s up enri so r made fun or new ideas). The upp on pro- voked approac h be havi or (t he newcomer a k ed the up en ri or for f ee dba ck o n pe rforman ce). The agg ression provoked avoidance behav i or ( the new co mer avoi ded sp ea king with the s up ervi sor un less absolutely necessa1 y). The net effect 0 11 perfo rman ce depended on which of these dominat ed.' 17 While the ap pr oac h -avo idan ce framework has provided so me im po rt ant in - sigh ts i nto beh av i or in orga nizations, ther e are several unr eso lved i sues. First, is
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