Essays on Organizational Behavior Perceptions & Attributes Literature review

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The paper "Organizational Behavior Perceptions & Attributes" is a wonderful example of a literature review on management. Individuals’ attributions and perceptions impact how they conduct themselves in their organization. In this case, attribution describes how individuals behave, showing how workers respond to the behaviors of others while perception explains the manner through which sensory information is filtered, shaped, and understood by individuals in the organization. According to Otten et al. (2014, p. 79), correct perception enables workers to effectively deduce what they hear and see in the organization so as to behave ethically, complete tasks, and make decisions.

Defective perceptions result in challenges within the organization, which as a result makes people inaccurately hypothesize. Basically, a combination of individual attributes can generate an environment that is more balanced and stronger. Whereas workers with inaudible individual attributes are the stabilizing factor in the organization, risk-takers offer the needed push for trying novel things. When a certain individual attribute is in excess, then the workplace is in danger of concentrating on particular tasks, whereas ignoring others. However, a mix of individual attributes aids in compensating for workers' strengths and weaknesses.

Most organisational teams consist of various individual attributes such as the preservative, explorer, driver, energizer supporter, and pedant (Duggan, 2013). The dormant and prevailing attributes of such personalities integrate so as to generate a diverse team, which offers various attributes that successfully team-up. As mentioned by Duggan (2013), the contribution from various individual attributes assists in driving the organization forward in a detailed and stable manner. The essay seeks to explore the issues associated with Individual attributes in addition to their effects on job performance. BodyThere is a range of Individual attributes that one is likely to encounter in the workplace, and mainly they include the Big Five traits.

One of the traits is the extroversion, which reveals the level to which individuals’ desires to be the center of attention (Rothmann & Coetzer, 2003, p. 69). Individuals with extroverts attributes are sociable and like attention, whereas introverts eschew the attention (Neubert, 2004). As indicated in Awadh and Ismail (2012, p. 111) study, extraverts tend to be impulsive, outgoing, active, positive, and whole-hearted. Moreover, they yearn for social acknowledgment, admiration, command, and control.

Another trait is agreeableness, which reveals how much individuals desire for other people to like them. Individuals with agreeable attributes as mentioned by Robbins et al. (2011, p. 106) always desire others to become fond of them, but disagreeable individuals care less whether others are fond of them. For that reason, agreeable individuals have trouble conveying heartbreaking news and criticizing. Agreeable individuals have traits like naive, flexible, polite, obliging, helpful, generous, caring, and unbiased, and have a tendency to be composed, trusting, straightforward, and honest. Besides that, conscientious individuals are determined to finish their work on time and to abide by the rules (Mkoji & Sikalieh, 2012, p. 186).

Conscientious individuals as per Lin et al. (2014, p. 168) are always noticeable, for the reason that they are expected to complete the work they are given. Undervaluing individuals low in conscientiousness is easy, given that they require continuous supervision. Still, those with low conscientiousness may possibly attempt innovative solutions to difficulties, for the reason that they do not abide by the rules. Conscientious individuals have attributes like hard-working, observant, watchful, comprehensive, and accountable, determined, and systematized.

Individuals with high conscientiousness are rational, dependable, and risk averter so they always concentrate on success, which according to Lin et al. (2014, p. 166) is an exceedingly important attribute for carrying out work tasks.  

References

Awadh, A.M. & Ismail, W.K.W., 2012. The Impact of Personality Traits and Employee Work-Related Attitudes on Employee Performance with the Moderating Effect of Organizational Culture: The Case of Saudi Arabia. Asian Journal of Business and Management Sciences, vol. 1, no. 10, pp.108-27.

Duggan, T., 2013. Organizational Behavior Perceptions & Attributes. [Online] Available at: http://smallbusiness.chron.com/organizational-behavior-perceptions-attributes-10835.html [Accessed 7 January 2015].

Fuller, J.B., Hester, K. & Cox, S.S., 2010. Proactive personality and job performance: exploring job autonomy as a moderator. Journal of managerial issues, vol. 22, no. 1, pp.35 - 51.

Le, H. et al., 2011. Too much of a good thing: curvilinear relationships between personality traits and job performance. The Journal of applied psychology, vol. 96, no. 1, pp.113 - 133.

Lin, W., Ma, J., Wang, L. & Wang, M., 2014. A double-edged sword: The moderating role of conscientiousness in the relationships between work stressors, psychological strain, and job performance. Journal of Organizational Behavior, vol. 64, no. 1, pp.165-81.

Mihalcea, A., 2014. Leadership, Personality, Job Satisfaction and Job Performance. Procedia - Social and Behavioral Sciences, vol. 127, pp.443 - 447.

Mkoji, D. & Sikalieh, D., 2012. The Influence of Personality Dimensions on Organizational Performance. International Journal of Humanities and Social Science, vol. 2, no. 17, pp.184-94.

Neubert, S.P., 2004. The Five-Factor Model of Personality in the Workplace. [Online] Available at: http://www.personalityresearch.org/papers/neubert.html [Accessed 7 January 2015].

O'Boyle Jr, E.H. et al., 2011. The relation between emotional intelligence and job performance: A meta-analysis. Journal of Organizational Behavior, vol. 32, no. 5, pp.788–818.

Otten, S., Zee, K.v.d. & Brewer, M.B., 2014. Towards Inclusive Organizations: Determinants of Successful Diversity Management at Work. Florence, Kentuck: Psychology Press.

Robbins, S., Judge, T.A. & Bruce Millett, M.B., 2011. Organisational Behaviour. Sydeny: Pearson Higher Education AU.

Rothmann, S. & Coetzer., E., 2003. The Big Five Personality Dimensions and Job Performance. Journal of Industrial Psychology, vol. 29, no. 1, pp.68-74.

Yang, C.-l. & Hwang, M., 2014. Personality traits and simultaneous reciprocal influences between job performance and job satisfaction. Chinese management studies,vol. 8, no. 1, pp.6-26.

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