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Personality In Jobs And Its Importance: Thoughts

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Question:

Discuss about the Personality in Jobs and its Importance for Thoughts.

 

Answer:

Personality revolves around an individual’s commonly constant feelings, thoughts, behavioral patterns and attitudes related towards different situations. Personality therefore, affects how people react to different situations that encounter them in their daily activities. Personality trait are distinguishing qualities that surround an individual and can be common patterns of behavior, anger and emotion. ( (Gorde, 2014)Weisinger, H., 2015. ) The prowess of efficient matching of the skills of an employee and his/her personality to a certain function and job is a vital constituent of fruitful management and good progress of an organization. With proper placement of staff in an organization to the appropriate job that matches with their personality, an organization is able to achieve its objectives, mission and vision. Those who are recruiting employees are advised to consider personality traits of individuals. Though we tend to think that personality is stable, it can still change because of a person’s individual experiences in life, styles of parenting and the attentiveness rendered during early childhood, failures and successes that come along in life. Personality can therefore affect, (D, 2013)individual’s relationships, working environment, job satisfaction, social nature of individuals and success of an organization. ( (Lievens, 2017)

Personality is therefore important to matching people with jobs because it promotes job satisfaction as one is put in a specific job which his/her interest and personality are matching. For a person with an openness personality are always free to express their feeling, welcomes new ideas and they always want to know new things while accommodating others feelings and ideas.

People with this trait, seem to function well in circumstances which need suppleness and learning things that are new. (Weisinger, H., 2015. ) They are highly motivated and do well in training settings

so their job satisfaction will be in an organization`s training units. Persons with a personality that is outgoing mostly work best in interactive situations with others and they can offer a forthcoming and beneficial customer care services. They may also elevate the standpoints of their colleagues by being focused and happy because of their satisfaction. Outgoing people cannot work well in closed door rooms where they don’t interact with people as this setup best fits the introverts who don’t enjoy interpersonal interaction with others and have difficulty in initiating and maintaining conversations. Eysenck (1952, 1967,1982) identified three dimensions of personality; extraversion, neuroticism and psychoticism. His finding on introverts match with the current observation of introverts who cannot function well and do not find job satisfaction in social departments of an organization. He found out that they are always reserved and only plan their actions.

Matching employee’s personalities to jobs ensures success of both the employees and the organization. The employees are able to advance well in their careers since they are motivated to achieve results in various departments that they fit. Continuous achievement of results promotes progress. Through the achievement of results, an organization is able to realize its set objectives, mission and vision. A highly conscientious employee will bring organization`s success in entrepreneurial departments since they tend to perform well, have higher motivation levels, reduced rates of being absent and elevated rates of performing safely at work.  

The conscientiousness of a person, therefore, is related to success in the career and advancement. Those doing employee recruitment should consider staff level of conscientiousness and hence their appropriate work positions in order to realize success in both the employee and the organization.

This is in line with prof. Murray Barrick concept at Texas A and M Mays Business school. In his study, he conceptualized that higher engagement leads to higher performance and greater retention and once managers realize employee’s goals, they should give them tasks that go along with their characteristics.

 

Matching promotes innovation and creativity. When an employee is situated/posted in an area where his/her personality matches, his/her interests will be increased in the job thus being productive. This employee will always be free and combatable to provide solutions to problems whenever in crisis and will always come up with new ideas that are relevant to the organization. Individuals who are high in extrovert personality trait will always contribute fully and freely in solving meetings leading to faster and efficiency in decision making. Such individuals will perform well while placed in managerial positions as they are free and outgoing. An introvert will not fit well in such positions as they are not out going and have difficulty in sharing ideas freely. When looking for a person to fill such post, those recruiting should consider the social nature of an individual. Placing those with openness traits to positions with challenges also promotes creativity and innovation in an organization. These people are original, curious, open to new ideas, creative and intellectual.  

Their nature of being open-minded makes them to look for a lot of details and response about their faring and to establish relations which promotes swift modification and provision of solutions to challenges. This explanation marries well with the Five-Factor Model of Personality by Sean P. Neubert which showed out that job performance is most likely due to the social aspects of the work place rather than an individual`s ability. Individual’s personality in jobs affect team work. Groups which have individuals who are extroverts and go getters who open up freely and participate actively always have greater achievements and success in their daily operations. Their success is attributed to their good personality traits which promotes unity and teamwork thus good working relations. Some individuals like and enjoy working on their own without the company of others while others enjoy working in groups and are productive in such groups. Those working in groups feel they are needed, have a sense of belonging and accomplishment in such groups. Recruiting team should then consider the nature of work and the social nature of individuals they want recruit.

Jobs that always require effective team work for success should always be reserved for those who can do well in a team. An introvert will not fit well with the job but the outgoing extroverts do best. They are sociable and enjoy being with the team. Personality therefore, affects group potency and team cohesion and this is also seen in a study by Sansook 2008 on social cohesion analysis, work groups evaluation and organizational effectiveness.

The study proposes that three factors have a significantly positive effect on organizational effectiveness; group potency, team cohesion and collaborative management and support. All these are dependent on individual`s personality. (Weisinger, H., 2015.)

Personality of employees affect their working environment. During recruitments managers take their time to find the personality of those whom they want to employ and ensuring that they avoid personality traits such as; neuroticism if the environment to be fostered is for harmonious relationship among workers. (LePine, 2013)Neuroticism personality traits have a tendency of having problems with adjustment of emotions and frequently experience depression and stress.

These individuals have problems in the formation and maintenance of relationship hence affecting the workers’ good relationships. Most companies prefer and recruit workers who have an open and extrovert personality as they always talk everything including their feelings and perception of their jobs thus promoting good working environment. (Kenrick, 2013) Introverts are always left out in most cases as they rarely talk of their job experiences but keep to themselves thus promoting poor relationships and non-conducive working environment which leads to low output. When personalities do not match with the job, conflicts among staff can arise affecting the collaborative environment that is always desired for the smooth running of an organization. Disputes and resentment come from those personality incompatibilities between workers. Tools should therefore be set during recruitment to help identify the right characteristics fit for the job in order for good relationship to work. According to Sigmund Freud, those individuals who have the id component of personality dominating in them have problems with social relationship since

they always seek immediate satisfaction of their needs without considering others. This can impair with work environment again raising conflicts among staff. Those recruiting should therefore keenly observe the employees behaviors in order to place them appropriately with the aim of fostering good working relationships among staff and managers. (Crant, 2013)

In conclusion, personality is so vital during recruitment of workers and in matching them with respective jobs which they fit. Theoretically and even from practical observation it is believed that individuals differ in personality and this makes them to react differently to different situations in life. These personality traits include; extraversion, conscientiousness, openness, agreeableness and neuroticism. With the difference in personality traits, each individual has a specific job which he or she can work comfortably and be productive. During job recruitments, organizations and managers should make personality trait as one of the checks to ensure they get workers of good personality traits who match with the jobs available so as to ensure good production. Personality greatly affects the performance of people in a job as good personality promote cohesive working environment leading to excellent performance. Different jobs require different personality traits and thus the need for scrutinization of personality during job matching. Most successful managers and organizations spend a lot of their time in recruiting workers who match well with the available job positions in order to promote realization of organization`s goals, vision and mission.

 

References

Baer, M. O., 2013. The curvilinear relation between experienced creative time pressure and creativity. Journal of applied psychology, pp. 963-970.

Connolly, J. J., 2013. The role of affectvity in job satisfaction. personality and individual differences, pp. 265-281.

Crant, M., 2013. The proactive personality scale and objective job performance among real estate agents. Journal of applied psychology, pp. 532-537.

D, M. J., 2013. Framework for the classification of personality components. journal of personality, pp. 819-878.

Gorde, V., 2014. Front line leader.Building a high performance. 2 ed. Canada limited: John Willy and sons publisher.

Janis, L., 2015. Personality dynamics, development and assessment. New York: Brace and World.

Jawahar, I., 2013. Attitudes ,self monitoring and appraisal behaviors. journal of apllied psychology, pp. 875-883.

j, W., 201. Models of personality,Theoritical perspective. 4 ed. New York: Guilford press.

Kenrick, D., 2013. Profitting from controversy.Lessons from the person-situation debate.. New York city: American Psychologist.

LePine, J., 2013. Team adaptation and postchange performance. Journal of aplied psychology, pp. 27-39.

Lievens, F., 2017. Predicting cross cultural training performance.The validity of personality,cognitive ability,and dimensions measured by an assesment centre and a behaviour description interview.. Journal of applied psychology, pp. 476-479.

M, B., 2015. The big five personality dimensions and job performance. 3 ed. New York: New York times.

m, B., n.d. s.l.:s.n.

McCrae, R. R., 2014. Why i advocate the five factor model. 2 ed. New York: Springler-Verlag.

Mischel, 2016. Personality and assesment. New York: willey.

Mischel, W., 2015. Personality and assesment. European journal of personality, pp. 1-11.

Weisinger, H., 2015. Performing under pressur. 3 ed. New York city: Crown publishers. 

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