It's a assignment upon Agricultural extention subject. Assignment given by Prof S. Acharya, Dept. of Agricultural Extention, Bidhan Chandra Krishi Viswavidyalaya

1. NAME-SOURIT KHAMARU,ROLL-(TECH-27),FACULTY-AGRICULTURAL ENGINEERING,
BIDHAN CHANDRA KRISHI VISWAVIDYALAYA
1
THE EFFECT OF PERSONALITY ON MOTIVATION AND
GROWTH OF ORGANISATIONAL BEHAVIOUR
ABSTRACT
This paper performs a literature review on the topic of “The effect of personality on motivation and growth of organisational
behaviour”.The main research questions under investigation where does personality affect motivation and organisational behaviour
and does personality affect organisational behavior.As a literature review paper,it consulted already published sources on the topic
from popular journals such as Journal of applied Psychology,Journal of personality and Social Psychology,Journal of Organizational
Behaviour.This article considers various personalitytraits such as jobperformance,work motivation,job attitudes,leadership,power,team
effectiveness etc.It was concluded that personality is an important topic that should be considered by management as they str ive to
improving motivation of workers and optimising organisational behaviour at workplace.
INTRODUCTION
The personalityofan individual can be described as a amalgamation ofattributes and qualities thatcontribute to his or her
image and character.It comes from our inner self and helps us to become what we are.The exact personality of a person is usually
judged and determined by his behavior,appearance ,education,values,attitude and more varying characteristics.There are practi cally
no two human beings who are similar in all aspects.Even when the physical countenance maybe similar,people tend to differ in their
personality.One of the major concerns that the human resources office grapples within contemporary organisations is including and
sustaining workers motivation.In trying to achieve this objective, it becomes relevant that they establish the relationship between
personality with motivation and to what extent the former affects the latter.
IMPORTANCE OF PERSONALITY DEVELOPMENT
Personality development has become an important tool for developing overall skills within a person.Everyone likes to interact with a
person having attractive personality.A proper training in personality development enhances the unique traits or characteristics of a
person.The importance of personality development are presented below.
1. Enhance confidence level.
2. Helps to inculcate positive attitude.
3. Increases better decision making ability.
4. Improve communication skill.
5. Provide stress free and healthier life.
THEORETICAL REVIEW
Personalityhas been extensivelyresearched and mostscholars have found a strong relationship betweenpersonality
and motivation of workers.
1. FREUD THEORY:
Frued theorized that personalitycontains 3 structures- the id,ego and superego- and that the mind is like an iceberg,the unconscious
making up 90% while the conscious(like the tip of the iceberg floating above water)makes only10% of the the mind.This the oryis also
known as psychoanalytic theory.According to this theory, mostof what controls our behaviors,thoughts,and feelings are unkno wn to
our aware minds.
● THE ID:Latin for the term “it”,this division of the mind includes our basic instincts,inborn dispositions,and animalistic
urges.Freud said that the id is totally unconscious,that we are unaware of its workings.
● THE EGO:Greek and latin for”I”,this personality structure begins developing in childhood and can be interpreted as the
“self”.The ego is partly conscious and partly unconscious.
● THE SUPEREGO:This term means “above the ego”,and includes the moral ideas that a person learns within the family and
society.The superego gives people feelings ofpride when they do something correct(the ego ideal) and feelings ofguilt when they do
something they consider normally wrong(the conscience). The superego ,like the ego,is partly conscious and partly unconscious .

2. NAME-SOURIT KHAMARU,ROLL-(TECH-27),FACULTY-AGRICULTURAL ENGINEERING,
BIDHAN CHANDRA KRISHI VISWAVIDYALAYA
2
2. HUMANISTIC THEORY:
According to the theory ,all people are guided by their need to achieve self-actualization and so is their personality.It is also known as
people centered theory.This theory suggests thatpersonalityis a combination ofbeliefs,thoughts,and feel ings and indicates aboutthat
people are always aware of their self-concept.This theory proposal persons introduced the elements of congruence and
incongruence.Congruence is when there is a mismatch between self-concept and reality while incongruence is when there is a
mismatch.
3. SOCIAL COGNITIVE THEORY:
This theory advocates for the fact that personalityis something thatone can learn from people and their environment.Itis a lso defined
the abilityto learn from the environmentwhatis good and resistadopting whatis deemed to be wrong.However,Walter Mischel showed
that this theory is correlated with human behaviours,cognitive factors and situational factors.
EVIDENCE OF THE RELATIONSHIP BETWEEN PERSONALITY TRAITS AND ORGANISATIONAL
BEHAVIOUR
1. Job performance:Probably the mostintensive application ofpersonalityresearch in organisational settings and arguablythe
most controversial,has been in relation to job performance.One reason for this interest and controversy concerns the role of
personalitytesting in hiring decisions.Emotional stabilityalso predicts overall job performance,albeitgenerallymore weaklythan
conscientiousness and generalizes across different occupations.Traits like extraversion and agreeableness predict teamwork
performance and openness,which entails intellectual curiosity,predicts training performance.
2. Work motivation:Through different areas of psychology define and treat the concept of motivation as the
direction(choice),intensity(effort),and duration(persistence) of work behavior.Judge and Ilies organised the Personality-work
motivation research using the five-factor model,and meta analyzed the relationship between the big five traits and various
measures of motivation like goal-setting motivation,self-efficacy,expectancy motivation.They also found that neuroticism and
conscientiousness,respectively,displayed strong negative and positive correlations with work motivation across the three
aforementioned measures.
3. Job attitudes:Job attitudes are basically the organizational commitment and job satisfaction.In a meta-analytic
review,Judge,Heller and Mount found that extraversion,conscientiousness,and neuroticism were significant predictors of job
satisfaction.Another study showed that extraversion was significantly related to various aspects of commitment including
affective commitment(one’s emotional attachmentto the organisation),continuance commitment(perceived costs and benefits of
remaining an employee of the organization), and normative commitment(one’s felt obligati on to remain with the
organization).Considering the strong correlations betweenorganizationalcommitmentand job satisfaction,there is no reason to
believe that the relationships between personality and organizational commitment may be comparable to thos e found for job
satisfaction.
4. Leadership:Trait theory assumedthatleadership depended on the personal qualities ofleader.However,itdid notnecessarily
assume that leadership solely resided within the grasp of a few heroic men.Cowley suggested that the approach to the study of
leadership has usually been and perhaps must always be through the study of traits.The four of the big five
traits,extraversion,conscientiousness,openness,and emotional stability had non-zero correlations with leadership criteria(leader
emergence and leader effectiveness).
5. Power,politics,and influence:Power is positivelyrelated to how often one one employs influence tactics.Cable and Judge
found that extraverted individuals were more likely to use inspirational appeal and ingratiation tactics whereas conscientious
individuals were more likely to rely on rational appeals to influence their supervisors.Finally,of interest is who becomes
powerful.Within social groups,evidence suggests that extraverts enjoy higher social status, wherea s neurotic individuals are
typically afforded positions of lower status.
6. Team effectiveness:In terms ofconscientiousness the strongesteffects occurred whentraits were operationalized as the mean
of team members score.Agreeableness was most strongly related to team performance when operationalized as the lowest
score of any team member,suggesting that even one disagreeable member can disadvantage the team.Finally, situational
factors such as task interdependence and reward interdependence have been shown to moderate these relationships.
FUTURE RESEARCH
We Can often be victims of our own success.Organizational behaviour researchers focus on the broad Big Five traits clearly ha s paid
dividends.So,however,whether,this focus will reach a dead-end where there is little new to be learned,and related,whether the extant
validities might be augmented by a focus on other traits.That’s why researchers need to focus some topics written below.
1.Broad and narrow traits.

3. NAME-SOURIT KHAMARU,ROLL-(TECH-27),FACULTY-AGRICULTURAL ENGINEERING,
BIDHAN CHANDRA KRISHI VISWAVIDYALAYA
3
2.Personality change and variability.
3.Personality process.
4.Dark side of functional traits.
CONCLUSION
Personality research in organizational behavior is vibrant-diverse,complex,and even controvertial.It has proven its centrality to
organizational behavior by the range of criteria it has predicted and the oftentime impressive effect sizes ithas sh own.Appreciatingthe
gains that have been made,future organizational behavior research would benefit by considering other(lower order or more fine ly
grained)traits,by focusing on both the bright and the dark sides of traits,and by a greater appreciation of a broad ,process-based
definition of personality.
References
1.Timothy A.Judge,Ryan Klinger,Lauren S. Simon and Irene Wen fen Yang,(2008).The Contributions ofPersonalityto Organisational
Behavior and Psychology:Findings,Criticisms,and Future Research and Directions.
2.Ashveen Nukecheddy(2018).The Effect of Personality on Motivation and Organisational Behavior.
3.Robert R. McCrae and Oliver P. John(1990).An Introduction to the Five-Factor Model and Its Applications.
THE END