1.0 Introduction Human resource is a significant factor in growth of organisation in order to deliver services, create value and gain market leadership. Apart from rendering their human power, employees are critical in innovation, driving change and acting as contact person between organisation and the clients. There are two critical skills required of an employee so that they can be able to deliver beyond expectations. The first is the technical skills which are related to ones profession and include factors like planning, organising and controlling among others. On the other hand soft skills are related to interpersonal or peoples skills which allow one to navigate his or her work place.
The argument behind this later statement is based on the fact that work place is made of people and relationship among these individuals is important. This report outlines effectiveness of an employee by using Abu Dhabi as a case example. This is done in the context of personality & emotion and how these two can affect individual behaviour and performance at work. To address the said topic, the report outlines three principal discussions.
The first would be to examine literature about personality and emotion on individual behaviour and performance at work. The second section is a personal reflection by analysing the author’s own effectiveness at work by using appropriate diagnostics of personality and emotional competencies as well as evaluation of author’s actual behaviour. The third section identify specific strategies for developing author’s workplace effectiveness taking account of author’s personality characteristics & emotional competencies and how they might aid in improvement of performance. 2.0 Effects of Personality & Emotion on Individual Behaviour & Performance at WorkIrrespective of one’s technological skills, human behaviour will influence his or her job involvement and consequently performance (Liao and Lee, 2009, p. 22).
The best way to understand the concept of personality and work place performance is through trait theory. Matthews, Deary & Whiteman (2003, p. 3) observes that traits are tied to individual quality in terms of how they behave. The nexus between trait which defines personality and work places performance is embedded in the fact that individual trait which is stable over time influences ones behaviour and performance at work place (Thoresen et al. , 2004, p. 835).
These traits include favourable behaviours like being truthful, neutral traits like being impulsive and unfavourable behaviour like dishonesty (Matthews, Deary & Whiteman, 2003, p. 4). Liao and Lee (2009) outlines the big five traits as neurotic personality/ emotionally stable, extroverted personality, openness personality, agreeable personality and conscientious personality. Thoresen et al. , (2004) examine the relationship between the big five traits and individual job performance. Pertaining to mean performance differences in maintenance and transitional job stages, they note that two traits are critical in determining maintenance and transitional job stages.
They postulate that such trait include consciencentiousness. They adopt this trait because it has been empirically proven to have generalizable validity across board (Barrick and Mount cited in Thoresen et al. , 2004, p. 837). In their review they note an employee who scores high on consciencentiousness can be depended on and is achievement driven. On the other hand, those employees who are low in the same are likely to be careless and undependable. The second they identify under their topic is the link between sales and traits of extraversion.
They posit that those who have higher scores as extroverts do well in sales because of their ability to be assertive, sociable and have positive emotionality among others. On the other hand, those who are week in the same are timid, aloof and socially withdrawn among others (Thoresen et al. , 2004, p. 837).