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it's about case study

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Case Incident 1
THE NICE TRAP?
In these pages we've already noted that one chenside of
agreeableness is that agreeable people tend to have lower
agreeable employees for other reasons They are more
levels of career success. Though agrecableness doesn't ap-
pleasant to be around, and they may help others in way
pear to be related to job performance, agreeable people
that aren't reflected in their job performance. While thar
do earn less money, Though we're not sure why this is my
loumer point seems fair enough-agreeable people are bet
it may be that agreeable individuals are less aggressive in
ter hiked-it's not clear that agrecable individuals actually
negotiating starting salaries and pay raises for themselves.
help people more. A review of the "organizational citizens
Yes there is clear evidence that agreeableness is come-
ship" literature revealed a pretty weak correlation between
thing employers value, Several recent books argue In favor
an employee's agreeableness and how much he or she
of the "power of nice" (Thaler & Koval, 2006) and "the
helped others.
kindness revolution" (Horrell, 2000). Other articles in the
Moreover, a 2008 study of CEO and CEO candidates re
business press have argued that the sensitive, agreeable
vealed that this contradiction applies to organizational
CEO-as manifested in CEOs such as GE's Jeffrey Immels
leaders as well. Using ratings made of candidates from an
and Boeing's James McNerney-signals a shift in business
eurcutie search firm, these researcher studied the per
sonalities and abilities of $10 CEO candidates for compa
culture (Brady. 2007), Narayana Munily, chief mentor of
nies involved in buyout and venture capital transactions.
Infosys, and Am Aga, former chairperson of Therimax, are
They found that what get a CEO candidate hired is no
also known to be kind and caring toward their employees In
what makes him or her ellective. Specifically, CEO cards
many circles, individuals desiring success in their careers
dates who were rated high on "nice" traits wich an respect
are exhorted to be "complimentary," "Lind, " and "good"
ing ouden, developing othen, and framwork were more
(for example, Schillinger, 2007).
likely in be hired. However, these same characteristics
Take the example of 500-employee Lindblad Expeditions
especially teamwork and respecting others for venture cap
It emphasizes agreeableness in its hiring decisions The VP of
tul CEO:-made the organizations that the CEOs bed bear
HR commented, "You can teach people any technical skill,
but you can't teach them how to be a kindhearted, generous
minded person with an open spirit"
Questions
50. while employers want agreeable employees, agree
I. Do you think there is a contradiction between what
able employees are not better job performers, and they
employers want in employees (agreeable employers)
are less successful in their careers. One might explain this
and what employees actually do best (disagreeable
apparent contradiction by noting that employers sale
employees)? Why or why not?
sroom.google.com/u/0/c/OcOMjcMz14MDda
t a search
2. Often, the effects of personality depend on the sinn
3. In some research we've conducted, we've found the
ton. Can you think of some job situations in which
the negative effects of agreeableness on earnings
agreeableness is an important virtue? And in which it
stronger for men than for women (that is, being
agreeable hurt men's earnings more than some
Why do you think this might be the case
Subject: Business, Economics

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