Personality or behavior – organizational behavior hrm

Personality or Behavior: Organizational Behavior HRM Personality or Behavior – Organizational Behavior HRM The modern dynamic labor market demand workers with a profound personality and behavior. However, these concepts are both difficult to distinguish and point out as they are not only inter-related but also influence each other. Therefore, an employee who seeks promotion must understand how the interplay between these two factors affects their organizational commitment and job satisfaction. In addition, the comprehension of how the working environment, the person, and situation stimulate the behavior and personality is imperative. Therefore, this paper examines how personality and behavior affect job performance and promotion in the workplace.
The concept of personality has a broad definition from a psychological perspective. Nonetheless, the most reasonable definition asserts that personality is the personal characteristics that result in a consistent pattern of behavior, thoughts, and emotions (Ajzen, 2005; Stuart-Kotze, 2006). Specifically, personality is an arguably permanent aspect of an individual influenced by culture, family, life experiences, group membership, and beliefs. Consequently, personality is consistent, impacts behaviors and action, and expresses multiple concepts such as thoughts and feelings.
On the other hand, a behavior is the action resulting from our values and beliefs. From a psychological viewpoint, a behavior is a response to external and internal stimuli that produce externally visible outcomes influenced by experience and a change in attitude. Therefore, personal behavior is flexible as affected by organizational culture and ethical beliefs supported by a company (Ajzen, 2005). Consequently, the difference between behavior and personality is that the latter is rigid and permanent while the former is flexible and changeable to fit in a particular culture. Specifically, this is because changing the substance of personality such as attitudes, principles, philosophies, and ambitions is difficult (Stuart-Kotze, 2006).
The Big Five personality model is a combination of broad domains of personality that help in understanding the human nature. Specifically, this model is essential as it aids in understanding different trait in personality without overlapping (Smith, Hanges, & Dickson, 2001). For this reason, the factors are imperative in assessing a favorite employee during an interview, self-description, and evaluating personal adaptability to particular task or rank. The effectiveness of the model emerges from its applicability in different cultures and age. Specifically, the five elements of the model are openness, extraversion, conscientiousness, agreeableness, and neurotism.
The application of the employee in the case using the five personality model falls in the extraversion-introversion factor. Notably, the candidate needs to be lively and outspoken meaning that he or she demonstrates introverts characters that illustrate predominance and concern or interest in his or her mental life (Smith, Hanges, & Dickson, 2001). In this case, it shows that the recruit focuses on individual performance at the expense of teamwork. Consequently, he or she lacks team player skills that assist the enterprise in achieving collective goals. For this reason, he or she is unfit for the position as a manager or head of a department or group need to be an extrovert. Notably, this individual shows commitment in succeeding as a group.
Therefore, the employee has to change his or her personality and behavior. First, he or she has to alter his or her perception and beliefs about teamwork productivity. Secondly, he or she has to implement the new beliefs into practice through working with other and concentrating on collective results as the productivity of the firm as a unity is significant than personal achievement.
Ajzen, I. (2005). Attitudes, Personality, and Behavior. Maidenhead, Berkshire: Open University Press.
Smith, D. B., Hanges, P. J., & Dickson, M. W. (2001). Personnel Selection and the Five-Factor Model: Re-examining the Effects of Applicant’s Frame of Reference. Journal of Applied Psychology. doi: 10. 1037/0021-9010. 86. 2. 304
Stuart-Kotze, R. (2006). Performance: The Secrets of Successful Behaviour. London: Financial Times Prentice Hall.