Personality And Employee Behaviour

spirit And Employee BehaviourThe author through this turn aside would be elaborating on the relationship between the spirit of an single(a) with that of the conglomerate factors which determine the employee demeanour in an organisational setting. For this purpose the essay first talks about both arrangemental demeanor and character in brief and moves onto discussing the versatile theories relating to spirit ( Brobdingnagian tailfin actor put and Myers Briggers Type Indicator) along with the review name that they get to undergone oer the years. The author would then be liaisoning heterogeneous employee demeanor with that of the constitution of an individual and anchor on the seek through by various authors and in the end would be presenting managerial implications which would be beneficial for the thoroughly- cosmos of an organization.Keywords Organizational Citizenship Behaviour Personality, Big pentad Factor Model, Myers Briggs Type Indicator, gambol po sition, job indigence.IntroductionIn the span of the last two decades, organizational citizenship behaviour (OCB) has been the foremost topic researchers throw studied (Allen and Rush, 1998 MacKenzie, Podsakoff, and Fetter, 1991 Organ, 1997). Many researchers apply pursued the study of OCBs on the nonion that OCBs aids boost organizational authorization (Organ, D. 1988 Podsakoff and Mackenzie, 1994, 1997 Walz and Niehoff, 1996). This notion was a clear interpreter of Organs (1988) definition of OCB. According to Organ, D. (1988) Organizational Citizenship Behaviour was specify as,Individual behaviour that is discretionary, not directly or explicitly recognized by the formal take system and that in the aggregate promotes impressive functioning of the organization.Singh, A. and Singh, A., (2009). Does Personality Predict Organisational Citizenship Behaviour among Managerial Personnel. journal of the Indian honorary society of Applied Psychology, Vol. 35, No. 2, pp. 291-298.An examination of past studies has identified organizational citizenship behaviour as a probatory aspect of job deed (Motowidlo and Van Scotter, 1994 Motowidlo, Borman, and Van Scotter, 1997). It discusses behaviours that promote the ever-changing nature of the organizational and social network and psychological climate that surrounds the technical tasks (Gan, Y. and Cheung, F., 2010). These behaviours embrace aid and cooperation with others and persistent enthusiasm. Organizational citizenship behaviour could be split into two parts namely, job dedication and inter personal facilitation (Van Scotter and Motowidlo, 1996). rail line dedication includes conforming, disciplining, and motivating behaviours that promote the organizations best interest. Interpersonal facilitation refers to a series of interpersonal behaviours to help watch the organizations interpersonal environment, such as inclined to help co-workers/participation in teamwork and cooperation. (Van Scotter and Motowi dlo, 1996)(Gan, Y. and Cheung, F., (2010). From proactive spirit to organizational citizenship behaviour Mediating role of Harmony. Psychological Reports, Vol. 106, No. 3, pp. 755-765)The basketball team-factor fabric of temper (FFM) or big quin has led research in the field of personality in the past two decades, and has provided a signifi spatet degree of convergence in the trait factor analytic psychology (Robertson and Callinan, 1998). The five factors categorised as neuroticism, extraversion, bareness to experience, agree competentness, and conscientiousness (Costa and McCrae, 1992). Clear measurement frameworks deem been provided by these factors to personality psychology and are responsible for(p) for the revival of interest in personality in organizational psychology (Singh, A. and Singh, A., 2009).In the early 1990s, spick-and-span prospects for research in the field of Organizational citizenship behaviour were brought about by the emergence of Big- pentad in the field of personality. Researchers and practicing managers quite a little boost the most valuable explanation of organizational citizenship behaviours through an employees individual disposition (Organ, D. 1990). Through their work, researchers affirm investigated the predisposition and Organizational citizenship behaviour relationship (Organ, 1990 Organ, 1994).Singh, A. and Singh, A., (2009). Does Personality Predict Organisational Citizenship Behaviour among Managerial Personnel. Journal of the Indian Academy of Applied Psychology, Vol. 35, No. 2, pp. 291-298.Organizational Citizenship Behavior (OCB)Organ (1988, p. 4) defined OCB as the individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the good functioning of the organization. By discretionary, Organ (1988, p. 4) described OCB as the type of behavior that is not a part of the job description, but quite a a matter of personal choice, such that its omission is not mainly understood as punishable.Most of the studies examining the structure of OCB have agreed that it is a multidimensional creation (e.g. graham flour1989 Moorman and Blakely, 1995 Organ, 1988 Podsakoff, MacKenzie, Moorman, and Fetter, 1990). Graham (1989), for example, proposed a four-dimension model of OCB consisting of interpersonal helping, individual initiative, personal industry, and loyal boosterism. Interpersonal helping involves helping co-workers in their jobs when such help is needed. Individual initiative is communicating to others in the work place to make better individual and group exercise. Personal industry includes the performance of specific tasks above and beyond the call of duty. Finally, loyal boosterism involves the packaging of the organizational image to out nervers (Moorman and Blakely, 1995).(Gan, Y. and Cheung, F., (2010). From proactive personality to organizational citizenship behaviour Mediating role of Harmony. Ps ychological Reports, Vol. 106, No. 3, pp. 755-765)proactive Personality and Organizational Citizenship BehaviourIn recent years proactive personality has captured the attention of researchers among personality predictors of organizational citizenship behaviour. The notion of proactive personality as a stable disposition was introduced after the proactive components of organizational behaviour were explored (Bateman, T. and Crant, J., 1993). The belief of organism able to create and change the environment and actually taking an initiative in doing so, is a characteristic wad bearing strong proactive personalities have. By negotiating selecting, improvising, manipulating, and evoking the environment, proactive individuals are able to influence their environments (Buss, D., 1987 as cited by Gan, Y. and Cheung, F., 2010).Proactive personality and organizational citizenship behaviour are closely link up to each other. As cited by Gan, Y. and Cheung, F., (2010) this relationship was t ested by Crant, J. (1995) with a sample of real estate salespersons. When work social desirability, experience, and factors of personality like extraversion and conscientiousness were controlled, an superfluous 8% variance in job performance was grudgeed for, due to proactive personality.Hierarchical regression results in the comparable research indicated that proactive personality accounted for more variance than Big Five personality factors. Therefore, it was suggested that this personality changeable had the strongest positive predictive value for job performance, peculiarly organizational citizenship behaviour (Thompson, 2005).(Gan, Y. and Cheung, F., (2010). From proactive personality to organizational citizenship behaviour Mediating role of Harmony. Psychological Reports, Vol. 106, No. 3, pp. 755-765)Contexts as Moderators in Organizational Behaviour ResearchThe concept of proactive personality was proposed Bateman, T. and Crant, J. (1993). During their research observed that the predictive value of proactive personality might differ in adynamic and strong contexts. Johns, G. (2006, p. 387) defined contexts as,Situations that vary in their capacity to abet or make human agency. The expression of individual differences tends to get constrained due to perceived strong situations with obvious norms and sozzled roles. For the expression of such differences, weak situations permit more opportunity or latitude.Social structure is a classification of discrete context, in which behaviour may be influenced directly by specific situational variables or it may moderate relationships between variables. While western cultural contexts are more similar to weak contexts, Asian cultures may represent strong contexts (Mowday and Sutton, 1993 as cited by Gan, Y. and Cheung, F., 2010).The predictive value of proactive personality for organizational citizenship behavior might be stronger, under weak contexts, (Gan, Y. and Cheung, F., 2010). For example, a review of some studies showed that (Shang, J. and Gan, Y. (2009) and Chan, D. (2006) consisted samples from Asian cultures, a type of strong context while on the other hand, western studies show that their samples mostly worked in the sales industry, a typically weak context. gum olibanum the general association of proactive personality and behaviour may not be significant, in this context. Thus, in such cases moderators or a context have significant prominence. Although proactive personality is superficially encouraged in organizations, human resources practitioners note the other side of the coin proactivity refers to neglecting or violating rules and disciplines and implies the intention to change the current environment. Thus, a new idea being hurl into practice or proposed may threaten or pose a disturbance to an organization (Jiang, L., 2007 as cited by Gan, Y. and Cheung, F., 2010).He further claimed that employees conformity and altruism is the bridge from proactivity to organizati onal citizenship behaviour. In the event of this idea being translated into a research hypothesis, it would be theorized that personality traits moderate the relation of proactive personality and organizational citizenship behaviour.(Gan, Y. and Cheung, F., (2010). From proactive personality to organizational citizenship behaviour Mediating role of Harmony. Psychological Reports, Vol. 106, No. 3, pp. 755-765)The Big Five Personality ModelPersonality has been examined from a variety of theoretical stance and in the past researchers in the field of personality assessment had to face a wide array of exceeds with little focal point. One staring place for a shared taxonomy is the natural language of personality description. This work began with the extraction of all personality relevant from the vocabulary and guiding them with lexical hypothesis. After such extractions took place in various languages Allport and Odbert (1936) (as cited in Pervin, L., and John, O., 1999, pp. 103) cond ucted a germinal lexical study of the personality relevant terms in English that could be apply to descry the behaviour of one person from the other.Using both semantic and empirical clustering procedures as well as his own reviews of the personological literature available at that time, Citadell reduced the 4500 traits to a mere 35 variables. What personality psychology needed was a descriptive model or taxonomy which would permit researchers to study specified areas patient ofa than examining various domains of personality. After decades of research the field approached consensus on a general taxonomy of personality traits, the Big Five personality dimensions. (Pervin, L., and John, O., 1999). These factors are typically labelled asExtraversion or Surgency (talkative, forceful, energetic)amenity (good natured, cooperative, trustful)Conscientiousness (orderly, responsible, dependable) stimulated Stability versus Neuroticism (calm, not neurotic, not easily upset)Intellect or Op enness (intellectual, imaginative, independent-minded)The Big Five personality model provided a starting point for vigorous research in-order to explicate the taxonomy in various dimensions. Hofstee, Kliers, Raad, Golberg, and Ostendorf (1997) compared the big five factor structures of personality traits across various languages and plant out that the Big Five factors recur across languages in a relative but not in a morose sense. Trull and Geary (1997) in addition compared the Big Five structure across American and Chinese samples and found that the scores of the cause were not significantly different which is in line with the research of Yik and Bond (1993). Borkenau and Ostendorf (1998) found out that five factor model ignores the strength of individual behaviour and is not wedded to the trait approach.Saucier and Goldberg (1998) suggested that future research needs to be done to supplement the Big Five to extend variable excerpt right(prenominal) those personality traits which have been conventionally defined and opened a new dimension for future research. Digman (1997) found two higher order factors in the Big Five which he termed as alpha and genus Beta linking alpha with socialization and beta with personal growth while DeYoung (2006) termed these as stability (alpha) and Plasticity (beta).Critics have argued that the Big Five does not provide a complete theory of personality. The Big Five was never intended as a comprehensive personality theory and was developed to account for structural relations among personality traits. Thus like most structural models it provides an account of personality that is primarily descriptive rather than explanatory (Pervin, L., and John, O., 1999).McAdams (1992) highlighted six beta limitations of FFM and stated that it can only be viewed as one important model in personality but not the integrative model of personality. The use of factor depth psychology as a methodology has overly come under the scanner and ha s been found that findings through this methodology have been less than adequate as statistical procedures are mechanical truth generators while mental results require a psychological interpretation (Block, 1995).A frequent objection has as well as been that five dimensions cannot by chance capture all of the variations in human personality owing to which Rushton and Irwing (2008) found that General Factor Personality (GFP) occupies the apex of the hierarchical structure of personality fol small-scaleed by Big Two factors of Alpha (Emotional Stability, Conscientiousness, Agreeableness) and Beta (Extraversion, Openness) with the Big Five at the third level.In order to make FFM an integrative personality Denissen and Penke (2008) conceptualized the Five Factor Model as stable individual differences in peoples motivational reactions to circumscribed classes of environmental stimuli resulting in a theoretical framework which would bridge the traditional divide between structure and p rocess oriented approaches in-order for FFM to very become a scientific model of personality. Thus research in diverse areas such as behaviour genetics, molecular genetics, personality stability change and accuracy and bias in interpersonal lore will be instrumental in building and refining a comprehensive theoretical account of the Big Five (Pervin, L., and John, O., 1999).Myers Briggs Type Indicator (MBTI)The MBTI is based on the theories of psychologist Carl Jung and helps in measuring an individuals personality electences over four dimensions and is often used by psychologists in career counselling and group dynamics abbreviation (Ludford and Terveen, 2003) The four dimensions are outlined as follows (Robbins, S., Judge, T. and Sanghi, S., 2009)Extraversion / Introversion Extrovert individuals are outgoing, sociable and assertive while introverts are quiet and shySensing / Intuition Sensing types are practical and prefer routine and order while intuitive rely on unconscious processes. thought process / Feeling Thinking types use reason and logic to handle problems whereas feelings rely on their personal values and emotions. discriminative decision / Perceiving Judging types want control and prefer their world to be ordered and structured while perceiving types are tractile and spontaneous.These classifications together describe 16 personality types. The MBTI is widely practiced by organizations including Apple Computers, ATT, Citigroup, GE, Tata Motors and many hospitals and educational institutions and even defence services (Robbins, S., Judge, T. and Sanghi, S., 2009). MBTI is a tool that can be used to achieve effective communication with other people by knowing their preferences and then communicate in a appearance they empathise. In spite of the popularity of MBTI as a personality assessment model, it has had its share of criticism. MBTI based on Jungians model does not offer any scientific, experimental proof to support the existence, sequenc e, orientation or manifestation of these functions. As the accuracy of the MBTI depends on honesty of the person being tested and MBTI not use any scale to assess the exaggerated or socially desirable responses is susceptible to fake responses (Furnham, A., 1990). It is also criticised for forcing a person into either one type or another with no in between types available. The best that can be said is that MBTI can be a valuable tool for increase self-awareness and providing career guidance but as results are unrelated to job performance managers shouldnt use it as a selection test for job candidates (Robbins, S., Judge, T. and Sanghi, S., 2009).Linking Personality with Determinants of Employee BehaviourThe author would now elaborate on the research that has been done on personality and how it affects the employee behaviour in an organization. Personality forms the most important factor in an individuals behaviour and is complex to understand individuals as a whole. Individuals sho uld be considered as a closed box and in-order to advantage from humans in an efficient and productive way, human resource managers should try to understand the personalities of their employees (Aksu et. al., 2009). In an organization when self-managed work groups are formed the most important question that is asked is on what basis should employees be selected, Thoms, P., Moore, K. and Scott, K., (1996) found that traits like Neuroticism, Extraversion, Agreeableness and Conscientiousness were significantly related to self-efficacy for participating in self-managed work groups.By examining the link of Big Five personality traits with the ability to show self-control moderated the elicit-aggression link it was found that conscientiousness was negatively related with anger and moderated the link between anger and aggression whereas agreeableness was positively related with anger only when the levels of Conscientiousness was low. (Campbell, et. al. 2007) and different people of perso nality traits showed different types of interpersonal form coping responses. In extreme cases where these conflicts result to loneliness it has been found that loneliness is negatively impacted by Extraversion and Agreeableness while high levels of Neuroticism can lead to loneliness (Atak, H., 2009).Transformational leadership in an organization has the electric potential of motivating the employees and establishing high rates of job performance and it has been found that leaders associated a transformational leadership with being extraverted, intuitive and perceiving preferences while subordinates associate rate sensing preference with transformational leadership (Hautala, T., 2006). During new product study (NPD) in an organization it has been found that leader openness has a significant direct as well as indirect influence on NPD project performance through teamwork under high question but not under low uncertainty conditions. In-order for an organization to achieve success i t is very sarcastic to have motivated employees and when the link of personality and motivation was analysed it was found that extraverts reported to being attracted to Herzberg motivation factors in workplace and neuroticism rated importance of hygiene factors (Furnham, A., Forde, L. and Ferrari, K., 1999).Job performance is an important criterion for an organizational setup and organizations have always been on the lookout for measures which can enhance the job performance of its employees. Barrick, M. and Mount, M. (1991) which was the most cited article of 1990s, investigated the relationship between big five personality dimensions with job performance criteria for various occupational groups and also stated that the framework can be extended to various subfields of personnel psychology such as personnel selection, performance appraisal and training and development.Wang, M. and Erdheim, J. (2007) stated that extraversion was significantly related to learning finishing orienta tion and proving goal orientation while Neuroticism was marginally related to proving goal orientation and significantly related to avoiding goal orientation. Their results further confirm that personality has a significant impact on performance motivation (Barrick, M. and Mount, M., 1991) and clarify the personality performance relation.Sawyerr, O., Srinivas, S. and Wang, S. (2009) in the service context found that there is a negative relationship between openness to new experience and service performance leading to overturn ratings by their supervisors, with no other personality variable having a significant relationship with service performance. They also stated that Conscientiousness and internal LOC were negatively associated and agreeableness and emotional stability were positively related with absenteeism. They also found a positive association between internal LOC as well as openness to new experience to turnover and a negative association with emotional stability and inten t to turnover. on with the personality and job performance relationship another relationship which holds a lot of importance for the organizations is the personality-job attitude relationship. Burnett, M., Williamson, I. and Bartol, K. (2009) established that conscientiousness and extraversion can be an important moderator of the interactive effect of procedural virtue and outcome favourability on job attitude. Bernard, N., Dollinger S. and Ramaniah, N. (2002) stated that the imposter phenomenon was related to people with high Neuroticism and low Conscientiousness in an organization.Erdheim, J., Wang, M. and Zickar, M. (2006) explored the linkages between the personality factors and organizational commitment and stated that Extraversion was significantly related to affective commitment, continuance commitment, and normative commitment neuroticism, conscientiousness, and openness to experience were all significantly related to continuance commitment and agreeableness was significan tly related to normative commitment.It has also been found that and Over-commitment and depressive symptoms were associated with high levels of neuroticism and hunting expedition reward imbalance (Vearing, A. and Mak, A., 2007).Personality of an individual also relates to the tendency of choosing a certain career schema and has been found that more extroverted individuals utilized a host of career management strategies than their more introvert intended counterparts and also found that conflict frequency is negatively related to individual well-being especially when individuals are low in agreeableness, extraversion or emotional stability.Thus we see that personality has been a hot topic for research amongst the researchers and there has been an extensive study on how personality affects an employees behaviour in an organizational setting but due to the word limit as well as availability constraint the author would have not been able to include all the factors which are affected by personality.Managerial ImplicationsOn the basis of the theoretical framework stated above, the author would like to suggest various strategies which followed in-order can be relieveed and applied in organizations to overcome the negative implications of personality on the various factors of employee behaviour in an organizational context.Traits of a particular culture should be looked at as advantages by managers especially in the hospitality industry and they should tap this potential in an appropriate manner to gain a competitive edge. Organizations can achieve this goal by aligning their actions with the selection of appropriate people, docile with company image, tourism sector realities, and customer needs and expectations and in turn benefit from the personality test. (Aksu, et. al., 2009)In advance of the decision whether to have self-managed work groups, organizations should focus on the personality of individuals before selecting candidates to work on this type of struc ture. (Thoms, P., Moore, K. and Scott, K., 1996).Managers need to be very critical while providing a negative feedback as people with lower conscientiousness would not be able to regulate their anger and prefer to aversive crispen choice and people with higher agreeableness may be more sensitive to destructive interpersonal tactics and express more anger but would be able to control that anger and choose to more socially acceptable responses (Campbell, et. al. 2007).Managers should be vigilant and identify neuroticism at early give among employees and help people refrain from entering a lonely state and thus saving them from taking a drastic step. (Atak, H., 2009).Among organizations with differences in the work related factors in which different people seek out and value them, it would be very helpful to pay attention to trait variables in selection to arrest better person environment fit. An apt way for organizations to deal with different groups of people is employing diverse performance schemes for them. To achieve the highest level of performance from individuals, motivators must encourage the extrovert with potential rewards and prompt the introvert with judicial use of punitive threat (Furnham, A., Forde, L. and Ferrari, K., 1999).By implementing the process of assessing leaders from the self-rating as well as subordinates perspective, it would help enhance the mutual understanding of a leader-subordinate relationship which would also assist the leaders to be virtual(prenominal) when rating themselves, thus benefiting organisations. (Hautala, T., 2006).Organizations by examining the relationship between personality with service performance, absenteeism and turnover would be able to develop recruitment and selection strategies, work redesign programs and training that would ultimately benefit the organization by reducing employee costs and enhancing their wellbeing (Sawyerr, O., Srinivas, S. and Wang, S., 2009).Traits like extraversion and neurotici sm are the strongest predictors of goal orientation. Rather than management on choosing only conscientiousness, organizations should employ selection methods that measure these traits too. In order to induce work motivation and attain high levels of goal orientation, organizations should focus on post entry work experiences and should also adopt selection procedures based on personality measures (Wang, M. and Erdheim, J., 2007).Organizations can greatly reduce the turnover rate of employees and improve the working conditions by linking what the employees are looking forward to in an organization (Burnett, M., Williamson, I. and Bartol, K., 2009)In an organisation, as managers have the onus of identifying imposter phenomenon in the employees, it is important for them to identify such traits in the earlier stages. By nidus on depression and anxiety problems with employees and also working on their lack of self-discipline, managers should assist employees providing them the right kin d of treatment (Bernard, N., Dollinger S. and Ramaniah, N., 2002)Organizations can effectively deal with employees experiencing elevated risk for being depressed by providing stress prevention and management programs, by investing in increasing supervisor and co-worker support, by using social activities to increase co-worker support and should also focus on decreasing extrinsic efforts and increasing rewards (Vearing, A. and Mak, A., 2007).ConclusionIt is evident from the above discussion that progress has been made in the field of personality psychology in terms of advancement of research methodologies and techniques of data analysis as well as in awareness of the range of variables that need to be considered to understand complex personality functioning. Over the years, research in the field of personality has evolved and an increasing number of researchers in an effort to generalize and increase the practical pertinence of these personality theories are challenging the past theo ries.With the advent of globalisation and organizations interacting with culturally diverse populace, the traditional approaches which were used by organizations to manage any problem are out-dated in todays dynamic work culture. It is thus infallible for organizations to recognise the fact that in-order to keep abreast with competition and achieve customer satisfaction their primary objectives should encompass gratifying their employees and this journey begins with the interpretation of their personalities and using in an ethical way for the betterment of the organization. With a vast amount of research being undertaken on personality and wide range of variables being interpreted to understand the complexities of the personality domain, it is obligatory on the part of organizations to keep themselves updated so as to facilitate their employees to serve customers better.Thus organizations need to place high level of importance on understanding the personality of its employees as pe rsonality impacts variables such as employee behaviour, job performance, job attitude, motivation etc. which are the vital functions from an organizational perspective and all these variables directly or indirectly affect the bottom-line of the organization.