April 1, 2013
According to Robbins and Judge (2011), Gordon Allport defined personality best as “the dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment.” The text further defined values as “basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.” In addition, the dynamics in employee culture in organizations in small towns to countries across the globe will have to be considered and understood. Employee personalities, values, and culture play significant roles in the study of organizational behavior (OB) by influencing the organizational concepts of job selection and placement and employee performance and satisfaction. The manager's role in understanding their employees relies heavily in how the organization implements these concepts. Ultimately, these roles, both employee and manager, should align with the organization’s goals in order to achieve business success.
According to Robbins and Judge (2011), in understanding OB, employee personalities can assist in determining the best job selection and placement of an organization’s employees. In respect to the Myers-Briggs Type Indicator, 16 personality types exist and can best define an individual’s reaction(s) to a given situation. When an organization can identify its employee’s personalities with specific job requirements, typically the right person for that job is selected and placed in that position. Employee behavior can directly be impacted by an organization when their personalities are identified and understood in a given situation. Because personality feeds into emotions and moods, an organization can attempt to ensure a positive work environment when managers are able to connect with their employees by understanding their personality types.
An organization can impact employee performance and satisfaction when the employee’s values and culture are measured against the organizations values and culture. Robbins and Judge (2011) stated employee’s values and culture usually define employee’s attitudes reflected in OB. An organization can best learn from these attitudes when specific warnings to potential problems are identified. Robbins and Judge (2011) explained the three components of attitudes: cognitive, affective, and behavioral. Specifically how organizations can favorably or unfavorably evaluate and react to employee attitudes and/or feelings about objects, people, or events. Rates of employee turnover,