Organizational Behavior

Key Takeaways

1. Personality shapes workplace behavior and success

For our purposes, think of personality as the sum of ways in which an individual reacts to and interacts with others.

Personality defines interactions. It encompasses the unique combination of traits that influence how a person thinks, feels, and behaves in various situations. In the workplace, personality plays a crucial role in determining job performance, leadership potential, team dynamics, and overall organizational success.

Measurement and application. Organizations increasingly use personality assessments in hiring and development processes. Common methods include:

• Self-report surveys
• Observer-rating surveys
• Combination of both for improved accuracy

Determinants of personality. While the nature vs. nurture debate continues, research suggests personality is influenced by:

• Heredity: Genetic factors play a significant role
• Environment: Life experiences shape personality over time
• Interaction of both: Genes and environment work together to form personality

2. The Big Five model provides a comprehensive personality framework

Conscientiousness is important to overall organizational success.

The Big Five traits. This widely accepted model identifies five core personality dimensions:

1. Conscientiousness: Reliability, organization, and persistence
2. Emotional Stability: Ability to handle stress and maintain composure
3. Extraversion: Comfort with social interactions and assertiveness
4. Openness to Experience: Curiosity, creativity, and willingness to try new things
5. Agreeableness: Cooperation, warmth, and trust

Workplace implications. Each trait influences various aspects of job performance:

• Conscientiousness: Strongest predictor of overall job performance
• Emotional Stability: Linked to job satisfaction and stress management
• Extraversion: Important for roles requiring interpersonal interaction
• Openness: Associated with leadership effectiveness and adaptability
• Agreeableness: Beneficial for teamwork and customer service roles

Cross-cultural validity. The Big Five model has been found to be largely consistent across cultures, making it a valuable tool for global organizations.

3. Dark Triad traits can impact organizational dynamics

The Dark Triad may sound sinister, but these traits are not clinical pathologies hindering everyday functioning.

Understanding the Dark Triad. These socially undesirable traits can influence workplace behavior:

1. Machiavellianism: Pragmatic, emotionally distant, ends-justify-means thinking
2. Narcissism: Grandiose self-importance, need for admiration, arrogance
3. Psychopathy: Lack of empathy, guilt, or remorse for harmful actions

Organizational impact. Dark Triad traits can have both positive and negative effects:

• Machiavellianism: May lead to manipulative behavior and unethical decision-making
• Narcissism: Can result in charismatic leadership but also self-serving actions
• Psychopathy: Potentially linked to bullying and aggressive tactics

Management considerations. While these traits can be detrimental, they may also contribute to success in certain roles or situations. Leaders should be aware of their presence and manage their potential impacts on team dynamics and organizational culture.

4. Core self-evaluations influence job performance and satisfaction

People who have positive CSEs like themselves and see themselves as effective and in control of their environment.

Understanding CSEs. Core self-evaluations (CSEs) are fundamental beliefs individuals hold about their own worth and capabilities. They encompass:

• Self-esteem
• Self-efficacy
• Locus of control
• Emotional stability

Workplace implications. Positive CSEs can lead to:

• Higher job satisfaction
• Improved job performance
• Greater goal commitment and persistence
• Better customer service
• Enhanced career progression

Organizational benefits. Companies can leverage the power of positive CSEs by:

• Creating supportive work environments
• Providing opportunities for growth and development
• Recognizing and rewarding employee achievements
• Fostering a culture of empowerment and autonomy

5. Self-monitoring and proactive personality affect workplace adaptability

Zoe's problem is that she's politically inept and unable to adjust her behavior to fit changing situations.

Self-monitoring. This trait refers to an individual's ability to observe and control their self-presentation and expressive behavior. High self-monitors:

• Adapt their behavior to different social situations
• Are more successful in managerial positions
• Excel in boundary-spanning roles

Low self-monitors:

• Maintain consistent behavior across situations
• May struggle in roles requiring frequent adaptability

Proactive personality. Individuals with this trait:

• Take initiative to improve current circumstances
• Identify opportunities and act on them
• Are more likely to achieve career success
• Demonstrate higher job performance and greater innovation

Organizational implications. Understanding these traits can help organizations:

• Match employees to suitable roles
• Develop targeted training programs
• Create diverse teams with complementary traits

6. Values guide decision-making and ethical behavior

Values are important to the study of organizational behavior because they lay the foundation for the understanding of attitudes and motivation and because they influence our perceptions.

Understanding values. Values are basic convictions about what is right, good, or desirable. They serve as guiding principles in life and work, influencing:

• Decision-making processes
• Ethical considerations
• Goal-setting and prioritization
• Interpersonal relationships

Types of values:

1. Terminal values: Desirable end-states of existence (e.g., freedom, happiness)
2. Instrumental values: Preferable modes of behavior (e.g., honesty, ambition)

Organizational impact. Aligning individual and organizational values can lead to:

• Increased job satisfaction and commitment
• Improved ethical decision-making
• Enhanced organizational culture and cohesion
• Greater employee engagement and motivation

7. Cultural dimensions shape cross-cultural interactions

Research indicates our culture influences the way we rate ourselves.

Hofstede's cultural dimensions. This framework identifies key differences between national cultures:

1. Power Distance: Acceptance of unequal power distribution
2. Individualism vs. Collectivism: Focus on individual or group interests
3. Masculinity vs. Femininity: Emphasis on achievement or quality of life
4. Uncertainty Avoidance: Tolerance for ambiguity and risk
5. Long-term vs. Short-term Orientation: Focus on future or present/past
6. Indulgence vs. Restraint: Gratification of desires vs. suppression of needs

GLOBE framework. This expanded model adds dimensions such as:

• Assertiveness
• Humane Orientation
• Performance Orientation

Cross-cultural management. Understanding these dimensions helps organizations:

• Navigate global business environments
• Develop effective cross-cultural communication strategies
• Design appropriate leadership and management approaches for different cultures
• Manage diverse teams more effectively

8. Person-job and person-organization fit determine success

The organization—and you—should be looking for a good match. If you are not a good match and are hired, you are likely to be unsuccessful, and miserable in the process.

Person-job fit. This concept refers to the compatibility between an individual's characteristics and the requirements of a specific job. High person-job fit leads to:

• Increased job satisfaction
• Improved job performance
• Lower turnover intentions

Person-organization fit. This refers to the congruence between an individual's values and the organization's culture. Strong person-organization fit results in:

• Greater organizational commitment
• Enhanced job satisfaction
• Improved team cohesion
• Lower turnover rates

Implications for hiring and retention. Organizations should focus on:

• Assessing both person-job and person-organization fit during recruitment
• Creating accurate job descriptions and communicating organizational values
• Providing realistic job previews to potential employees
• Developing onboarding programs that reinforce cultural fit
• Regularly assessing and addressing fit issues to improve retention

By considering both types of fit, organizations can create a workforce that is not only skilled and capable but also aligned with the company's values and goals, leading to long-term success and employee satisfaction.

Last updated: March 28, 2025

Report Issue