The document proposes a model for corporate chaplaincy to improve employee engagement. It summarizes research showing that psychological assets like meaning, autonomy, growth, impact, and connection positively impact engagement. Brief interventions by chaplains and counselors can effectively target these assets. The model involves gaining employee trust, implementing interventions to work on psychological assets, and measuring results to evaluate the program. The goal is to use evidence-based chaplaincy and counseling to enhance employee well-being and engagement in a confidential and ethical manner.
Engaged in what? So what? A role-based perspective for the future of employ...The University of Alabama
This report reviews the history of employee engagement and then moves forward to consider ways in which engagement work can be improved in the future. The authors argue that focusing on role-based behaviors as the link between engagement and performance can help companies understand exactly how their engagement programs are performing and then how to improve them.
The document discusses the need for organizations, particularly healthcare organizations, to balance the practical and inspirational aspects of their vision or purpose. It explains that an effective vision must be both realistic and motivational. It then introduces the "binocular model" which visualizes the relationship between an organization's purpose, processes, and people. The model helps leaders understand how balancing these three elements can create an optimal culture where employees are productive and motivated.
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
Final Paper (EFFECT OF MOTIVATION ON PERFORMANCE & JOB SATISFACTION )Kapil Dev Datta
This document discusses the effect of motivation on employee performance and job satisfaction. It begins with an abstract that outlines how motivation can improve performance when employers understand its impacts. The document then reviews several motivation theories and discusses how motivation is key to organizational success. It establishes the objectives of determining employee motivation levels, job satisfaction levels, and the effect of motivation on satisfaction. The document reviews literature on traditional motivation approaches and various motivation definitions and theories.
Lectura del foro knowing when to set learning versus performance goals (1)Johanna López
This document discusses theories of goal setting and evidence-based principles for effective goal setting. It summarizes that multiple theories have converged to support the validity of goal setting for improving motivation and performance. Specifically, it finds that setting goals that are specific, challenging yet attainable, involve participation, provide feedback, and include sub-goals leads to the highest performance outcomes. It also notes that goals should be set based on an organization's needs and deployed to employees.
AN ANALYSIS OF EMPLOYEE MORALE IN INDUSTRIES (Sanofi-Aventis)Atul Gurav
Employee morale refers to an employee's outlook, optimism and belief in themselves and their organization. It impacts productivity, with high morale leading to happier and more productive employees. Morale is determined by many factors, including wages and benefits, working conditions, training opportunities, communication, welfare facilities, treatment of employees, and organizational policies. Maintaining high employee morale requires employers to earn employees' enthusiasm, loyalty and commitment through positive experiences in these areas.
Within this working essay discussion I will go over some of the pin pointed issues and problems of Memorial Healthcare System that caused them to have a loss within revenue. My position within this essay discussion is to take on the role of the consultant and re-configure the deficiency within the healthcare system and dynamics. In the beginning the changes worked out well but caused many of MHS employees to leave and find employment elsewhere which eventually put Memorial Healthcare System right back in the same situation and predicament of a loss.
The document proposes a model for corporate chaplaincy to improve employee engagement. It summarizes research showing that psychological assets like meaning, autonomy, growth, impact, and connection positively impact engagement. Brief interventions by chaplains and counselors can effectively target these assets. The model involves gaining employee trust, implementing interventions to work on psychological assets, and measuring results to evaluate the program. The goal is to use evidence-based chaplaincy and counseling to enhance employee well-being and engagement in a confidential and ethical manner.
Engaged in what? So what? A role-based perspective for the future of employ...The University of Alabama
This report reviews the history of employee engagement and then moves forward to consider ways in which engagement work can be improved in the future. The authors argue that focusing on role-based behaviors as the link between engagement and performance can help companies understand exactly how their engagement programs are performing and then how to improve them.
The document discusses the need for organizations, particularly healthcare organizations, to balance the practical and inspirational aspects of their vision or purpose. It explains that an effective vision must be both realistic and motivational. It then introduces the "binocular model" which visualizes the relationship between an organization's purpose, processes, and people. The model helps leaders understand how balancing these three elements can create an optimal culture where employees are productive and motivated.
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
Final Paper (EFFECT OF MOTIVATION ON PERFORMANCE & JOB SATISFACTION )Kapil Dev Datta
This document discusses the effect of motivation on employee performance and job satisfaction. It begins with an abstract that outlines how motivation can improve performance when employers understand its impacts. The document then reviews several motivation theories and discusses how motivation is key to organizational success. It establishes the objectives of determining employee motivation levels, job satisfaction levels, and the effect of motivation on satisfaction. The document reviews literature on traditional motivation approaches and various motivation definitions and theories.
Lectura del foro knowing when to set learning versus performance goals (1)Johanna López
This document discusses theories of goal setting and evidence-based principles for effective goal setting. It summarizes that multiple theories have converged to support the validity of goal setting for improving motivation and performance. Specifically, it finds that setting goals that are specific, challenging yet attainable, involve participation, provide feedback, and include sub-goals leads to the highest performance outcomes. It also notes that goals should be set based on an organization's needs and deployed to employees.
AN ANALYSIS OF EMPLOYEE MORALE IN INDUSTRIES (Sanofi-Aventis)Atul Gurav
Employee morale refers to an employee's outlook, optimism and belief in themselves and their organization. It impacts productivity, with high morale leading to happier and more productive employees. Morale is determined by many factors, including wages and benefits, working conditions, training opportunities, communication, welfare facilities, treatment of employees, and organizational policies. Maintaining high employee morale requires employers to earn employees' enthusiasm, loyalty and commitment through positive experiences in these areas.
Within this working essay discussion I will go over some of the pin pointed issues and problems of Memorial Healthcare System that caused them to have a loss within revenue. My position within this essay discussion is to take on the role of the consultant and re-configure the deficiency within the healthcare system and dynamics. In the beginning the changes worked out well but caused many of MHS employees to leave and find employment elsewhere which eventually put Memorial Healthcare System right back in the same situation and predicament of a loss.
HR Research paper Employee Morale finalGwen Knight
Close relationships between supervisors and employees have the greatest impact on improving employee morale. Developing these relationships requires supervisors to frequently interact with employees face-to-face, remove barriers between management and workers, share strategies and plans, and be trained in building human relationships. While incentives are sometimes used to boost morale, research finds they do not create lasting commitment and can damage workplace relationships. Instead, supervisors building strong relationships through open communication and respect has been shown to most effectively increase employee engagement and morale.
The document discusses performance management, which involves defining objectives, reviewing performance, and rewarding achievement. It notes that planning is crucial and stakeholder expectations should drive performance management. A well-implemented process provides benefits like improved performance, training, and equitable compensation. Key factors for success include relevance to strategy, consistent measurement, ability to differentiate performance, and legal compliance. The document then discusses personality traits and their impact in an organizational context.
This document presents a proposal on increasing employee motivation in hotels. It introduces motivation and its importance for employee and organizational success. The study will explore how to control motivation through specific appeals and understand its impact on employee performance and commitment. A survey of 30 hotel staff in Kathmandu will collect primary data on willingness, performance, and satisfaction. The research aims to identify how motivation can be increased among hotel employees. Limitations include a small sample size and potential bias in responses. The expected outcomes are increased willingness, performance, retention, and satisfaction.
This document provides a summary of leadership and management styles. It begins by defining the differences between leadership and management, noting that leaders focus on vision and innovation while managers focus on carrying out plans and maintaining structure. It then discusses popular leadership styles like visionary and management styles like participative. The document also addresses the importance of relationships between managers and employees, emphasizing the need for clear boundaries and avoiding favoritism to maintain a productive work environment.
Ob unit-v- Osmania University Syllabus- BBA-1st YearBalasri Kamarapu
: ORGANIZATIONAL CULTURE, CONFLICT AND EFFECTIVENESS :
Concept of Organizational Culture, Distinction between organizational culture and organizational
climate, Factors influencing organizational culture, Morale- concept and types of morale.
Managing conflict, Organizational Effectiveness - Indicators of organizational
effectiveness, Achieving organizational effectiveness. Organizational Power and Politics.
The document discusses five contingency theories of leadership - Leader-Member Exchange theory, the Normative Decision model, the Situational Leadership model, the Contingency model, and the Path-Goal theory. It provides an overview of each theory, including how leadership effectiveness is maximized when leaders make their behaviors contingent on situational and follower characteristics. The theories assume leaders can accurately assess these factors to match their style to the context. While similar in this view, the theories differ on what specific situational or follower traits leaders should respond to.
This document contains a questionnaire with statements about cross-cultural management practices. Respondents are asked to indicate their level of agreement with each statement on a 6-point scale. The questionnaire covers topics such as planning and evaluation, organizing and controlling staff, communication, problem solving, decision making, training, and managing conflict. The goal is to analyze a respondent's perspectives on management and determine how their culture influences their leadership abilities.
This paper discusses workplace motivation and its effects on productivity, performance, and employees. It analyzes motivational strategies used by the U.S. Army, including the National Security Personnel System (NSPS) which linked pay to performance metrics. While intended to increase productivity, NSPS faced resistance from employees who were excluded from the adoption process. The paper also examines motivation's impact on management and employees, the role of intrinsic versus extrinsic motivation, and how applying different motivation theories could affect an organization. It concludes that motivational programs should provide learning opportunities to engage employees in developing skills that further organizational goals.
This document discusses group members and an outline for a presentation on motivation. It will cover the nature and models of motivation, motivational drives, need-based and process-based perspectives, job design theory, and motivating employees through involvement and rewards. The presentation outline includes sections on historical perspectives on motivation, McClelland's theory of needs, need-based theories like Maslow and Herzberg, goal setting theory, expectancy theory, equity theory, behavior modification, the job characteristics model, and alternative work arrangements like flextime.
There is a close relationship between systems thinking and W. Edwards Deming's theory of profound knowledge. Deming believed that organizations are complex systems made up of interrelated parts, and that management must understand this systems perspective to optimize performance. His theory of profound knowledge presents four essential components for understanding organizations as systems: an appreciation of systems, an understanding of psychology and driving change, a theory of knowledge and learning, and knowledge about variation. Together these provide a framework for continuous improvement through engaging employees and taking a long term, systems-oriented approach to management and leadership.
Factors effecting motivation and productivity related to job satisfactionSaifullah Malik
The document discusses factors affecting motivation, job satisfaction and productivity related to an organizational research proposal. It outlines the objectives of determining the relationship between motivation, job satisfaction and productivity on organizational performance. Several hypotheses are proposed regarding the relationship between motivational factors and productivity, job satisfaction and employee performance. Key variables like motivation and job satisfaction are defined and operationalized. The literature review discusses theories of motivation and how motivational factors can influence job attitudes and productivity.
Understanding the Sources of People Risk: A Holistic ApproachCCA Inc
This document discusses understanding and managing human capital risk in organizations. It explains that human capital risk is influenced by both people factors (e.g. talent, well-being, human relations) and organizational factors (e.g. fairness, values, work design). Changes in one area can impact the others. The document provides examples of how weaknesses in people and organizational factors can negatively impact an organization, such as harassment stemming from stress, poor leadership, and unfair policies. It advocates for a holistic approach to human capital risk management that addresses both people and organizational factors through complementary interventions.
This document discusses performance management, talent management, and competency management. It provides information on:
- Performance management includes ensuring goals are met effectively and efficiently, and can focus on organizations, departments, processes or employees.
- Talent management is using strategic human resource planning to improve business value and help companies achieve their goals. It includes recruiting, developing, rewarding and evaluating employees.
- Competency management identifies the skills, behaviors and abilities needed for roles. It is used to develop, evaluate and improve employees' competencies to enhance performance.
This document discusses leadership approaches and models for leading organizational change. It covers transformational leadership, charismatic leadership, and rational and emotional approaches to change. Some key points made include:
- Transformational leaders motivate followers through an inspiring vision and consideration of individuals' needs, while transactional leaders use rewards and punishments.
- Charismatic leadership depends more on followers' perceptions of the leader than the leader's actual traits. Situational factors like crises can influence whether a leader is seen as charismatic.
- The rational approach to change emphasizes planning while the emotional approach leverages relationships and crises to drive change. Both can work but the best approach depends on the situation and leader's skills.
This document discusses the importance of employee motivation. It defines motivation as the drive that impels individuals to work and notes that motivated employees want to work and perform effectively. The document outlines several benefits of motivation including: putting human resources to action by building willingness to work; improving employee efficiency and productivity; leading to achievement of organizational goals; building friendly relationships between employees and management; and leading to stability in the workforce. Overall, the key point is that employee motivation is important for organizations to maximize performance and achieve their goals.
Motivation plays a key role in many aspects of life including work, education, and goal achievement. There are two main types of motivation: intrinsic motivation which comes from internal satisfaction or enjoyment, and extrinsic motivation which comes from external rewards or incentives. Hewlett's Hierarchy of Work Motivators identifies different levels of needs from basic needs like salary and benefits to higher level needs like achievement and growth. Understanding what motivates employees and meeting their various needs can increase productivity and satisfaction in the workplace. Effective motivational strategies include empowerment, participation, flexible work arrangements, and reward systems tied to performance.
Impact of employee motivation and personality on performanceSYEDA KANWAL NOREEN
This document discusses the impact of employee motivation and personality on organizational performance at LMKR, an oil and gas technology company. It covers several key topics:
1. Motivational strategies used at LMKR including job design, enrichment, feedback, and rewarding employees. Job design methods like skill variety, task identity, autonomy, and significance are believed to positively impact motivation.
2. The link between individual personality traits like openness, conscientiousness, extraversion, and agreeableness and workplace performance. Certain traits are correlated with skills relevant to different job types.
3. How personality is important in recruitment and selection processes to identify candidates whose traits match job requirements and organizational culture.
Leadership and Organizational Behavior Evaluation EdXCarlyDickson1
The general manager and assistant manager at Carly's company are ineffective leaders. The general manager communicates poorly through email and passive aggression, while the previous assistant manager was inconsiderate. This created a hostile work environment where employees had no initiative. Better communication and empathy would likely improve guest satisfaction and performance.
The management team received no formal training but were still expected to fulfill duties. Without proper management training or style, there is no satisfaction or performance.
Two relevant class concepts are task-oriented behavior, which involves clearly delegating responsibilities, and people-oriented behavior like consideration. Utilizing both by structuring tasks and focusing on employee well-being could organize the management team and reduce stress for happier employees.
This document discusses job satisfaction and morale. It defines job satisfaction as the positive feelings and attitudes employees have towards their jobs. It identifies several factors that influence job satisfaction, including organizational factors, work environment factors, the work itself, and personal factors. High job satisfaction leads to high morale among workers, while low job satisfaction results in low morale. Morale refers to an individual or group's overall attitude towards work. High morale is signified by signs like internal cohesiveness and pride in work, while low morale shows in increased absenteeism and turnover. Factors like communication, incentives, and training can help improve worker morale.
Employee Performance in relation to Job SatisfactionEtienneka
This literature review examines the relationship between employee job satisfaction and job performance. Five scholarly articles are summarized that explore this relationship and related topics. The articles present mixed findings on the influence of job satisfaction on performance. Additionally, personality factors like the "big five" traits are found to correlate with both job satisfaction and performance. The review explores how personality testing could help organizations hire the best-fitting candidates to improve retention and performance.
The document discusses competency models and their uses in human resources. It provides an overview of different approaches to competency models, including organizational, HR systems, team, and individualistic approaches. Organizational approaches focus on competencies across hierarchical levels. HR systems approaches emphasize competencies through training and development. Team approaches examine complementary competencies among team members. Individualistic models include person-job match, strategy-based, strategy development, and intellectual capital models. The document concludes that competency models should specify the behaviors, knowledge, and motivations necessary for critical organizational results but must be based on actual employee and performance data.
HR Research paper Employee Morale finalGwen Knight
Close relationships between supervisors and employees have the greatest impact on improving employee morale. Developing these relationships requires supervisors to frequently interact with employees face-to-face, remove barriers between management and workers, share strategies and plans, and be trained in building human relationships. While incentives are sometimes used to boost morale, research finds they do not create lasting commitment and can damage workplace relationships. Instead, supervisors building strong relationships through open communication and respect has been shown to most effectively increase employee engagement and morale.
The document discusses performance management, which involves defining objectives, reviewing performance, and rewarding achievement. It notes that planning is crucial and stakeholder expectations should drive performance management. A well-implemented process provides benefits like improved performance, training, and equitable compensation. Key factors for success include relevance to strategy, consistent measurement, ability to differentiate performance, and legal compliance. The document then discusses personality traits and their impact in an organizational context.
This document presents a proposal on increasing employee motivation in hotels. It introduces motivation and its importance for employee and organizational success. The study will explore how to control motivation through specific appeals and understand its impact on employee performance and commitment. A survey of 30 hotel staff in Kathmandu will collect primary data on willingness, performance, and satisfaction. The research aims to identify how motivation can be increased among hotel employees. Limitations include a small sample size and potential bias in responses. The expected outcomes are increased willingness, performance, retention, and satisfaction.
This document provides a summary of leadership and management styles. It begins by defining the differences between leadership and management, noting that leaders focus on vision and innovation while managers focus on carrying out plans and maintaining structure. It then discusses popular leadership styles like visionary and management styles like participative. The document also addresses the importance of relationships between managers and employees, emphasizing the need for clear boundaries and avoiding favoritism to maintain a productive work environment.
Ob unit-v- Osmania University Syllabus- BBA-1st YearBalasri Kamarapu
: ORGANIZATIONAL CULTURE, CONFLICT AND EFFECTIVENESS :
Concept of Organizational Culture, Distinction between organizational culture and organizational
climate, Factors influencing organizational culture, Morale- concept and types of morale.
Managing conflict, Organizational Effectiveness - Indicators of organizational
effectiveness, Achieving organizational effectiveness. Organizational Power and Politics.
The document discusses five contingency theories of leadership - Leader-Member Exchange theory, the Normative Decision model, the Situational Leadership model, the Contingency model, and the Path-Goal theory. It provides an overview of each theory, including how leadership effectiveness is maximized when leaders make their behaviors contingent on situational and follower characteristics. The theories assume leaders can accurately assess these factors to match their style to the context. While similar in this view, the theories differ on what specific situational or follower traits leaders should respond to.
This document contains a questionnaire with statements about cross-cultural management practices. Respondents are asked to indicate their level of agreement with each statement on a 6-point scale. The questionnaire covers topics such as planning and evaluation, organizing and controlling staff, communication, problem solving, decision making, training, and managing conflict. The goal is to analyze a respondent's perspectives on management and determine how their culture influences their leadership abilities.
This paper discusses workplace motivation and its effects on productivity, performance, and employees. It analyzes motivational strategies used by the U.S. Army, including the National Security Personnel System (NSPS) which linked pay to performance metrics. While intended to increase productivity, NSPS faced resistance from employees who were excluded from the adoption process. The paper also examines motivation's impact on management and employees, the role of intrinsic versus extrinsic motivation, and how applying different motivation theories could affect an organization. It concludes that motivational programs should provide learning opportunities to engage employees in developing skills that further organizational goals.
This document discusses group members and an outline for a presentation on motivation. It will cover the nature and models of motivation, motivational drives, need-based and process-based perspectives, job design theory, and motivating employees through involvement and rewards. The presentation outline includes sections on historical perspectives on motivation, McClelland's theory of needs, need-based theories like Maslow and Herzberg, goal setting theory, expectancy theory, equity theory, behavior modification, the job characteristics model, and alternative work arrangements like flextime.
There is a close relationship between systems thinking and W. Edwards Deming's theory of profound knowledge. Deming believed that organizations are complex systems made up of interrelated parts, and that management must understand this systems perspective to optimize performance. His theory of profound knowledge presents four essential components for understanding organizations as systems: an appreciation of systems, an understanding of psychology and driving change, a theory of knowledge and learning, and knowledge about variation. Together these provide a framework for continuous improvement through engaging employees and taking a long term, systems-oriented approach to management and leadership.
Factors effecting motivation and productivity related to job satisfactionSaifullah Malik
The document discusses factors affecting motivation, job satisfaction and productivity related to an organizational research proposal. It outlines the objectives of determining the relationship between motivation, job satisfaction and productivity on organizational performance. Several hypotheses are proposed regarding the relationship between motivational factors and productivity, job satisfaction and employee performance. Key variables like motivation and job satisfaction are defined and operationalized. The literature review discusses theories of motivation and how motivational factors can influence job attitudes and productivity.
Understanding the Sources of People Risk: A Holistic ApproachCCA Inc
This document discusses understanding and managing human capital risk in organizations. It explains that human capital risk is influenced by both people factors (e.g. talent, well-being, human relations) and organizational factors (e.g. fairness, values, work design). Changes in one area can impact the others. The document provides examples of how weaknesses in people and organizational factors can negatively impact an organization, such as harassment stemming from stress, poor leadership, and unfair policies. It advocates for a holistic approach to human capital risk management that addresses both people and organizational factors through complementary interventions.
This document discusses performance management, talent management, and competency management. It provides information on:
- Performance management includes ensuring goals are met effectively and efficiently, and can focus on organizations, departments, processes or employees.
- Talent management is using strategic human resource planning to improve business value and help companies achieve their goals. It includes recruiting, developing, rewarding and evaluating employees.
- Competency management identifies the skills, behaviors and abilities needed for roles. It is used to develop, evaluate and improve employees' competencies to enhance performance.
This document discusses leadership approaches and models for leading organizational change. It covers transformational leadership, charismatic leadership, and rational and emotional approaches to change. Some key points made include:
- Transformational leaders motivate followers through an inspiring vision and consideration of individuals' needs, while transactional leaders use rewards and punishments.
- Charismatic leadership depends more on followers' perceptions of the leader than the leader's actual traits. Situational factors like crises can influence whether a leader is seen as charismatic.
- The rational approach to change emphasizes planning while the emotional approach leverages relationships and crises to drive change. Both can work but the best approach depends on the situation and leader's skills.
This document discusses the importance of employee motivation. It defines motivation as the drive that impels individuals to work and notes that motivated employees want to work and perform effectively. The document outlines several benefits of motivation including: putting human resources to action by building willingness to work; improving employee efficiency and productivity; leading to achievement of organizational goals; building friendly relationships between employees and management; and leading to stability in the workforce. Overall, the key point is that employee motivation is important for organizations to maximize performance and achieve their goals.
Motivation plays a key role in many aspects of life including work, education, and goal achievement. There are two main types of motivation: intrinsic motivation which comes from internal satisfaction or enjoyment, and extrinsic motivation which comes from external rewards or incentives. Hewlett's Hierarchy of Work Motivators identifies different levels of needs from basic needs like salary and benefits to higher level needs like achievement and growth. Understanding what motivates employees and meeting their various needs can increase productivity and satisfaction in the workplace. Effective motivational strategies include empowerment, participation, flexible work arrangements, and reward systems tied to performance.
Impact of employee motivation and personality on performanceSYEDA KANWAL NOREEN
This document discusses the impact of employee motivation and personality on organizational performance at LMKR, an oil and gas technology company. It covers several key topics:
1. Motivational strategies used at LMKR including job design, enrichment, feedback, and rewarding employees. Job design methods like skill variety, task identity, autonomy, and significance are believed to positively impact motivation.
2. The link between individual personality traits like openness, conscientiousness, extraversion, and agreeableness and workplace performance. Certain traits are correlated with skills relevant to different job types.
3. How personality is important in recruitment and selection processes to identify candidates whose traits match job requirements and organizational culture.
Leadership and Organizational Behavior Evaluation EdXCarlyDickson1
The general manager and assistant manager at Carly's company are ineffective leaders. The general manager communicates poorly through email and passive aggression, while the previous assistant manager was inconsiderate. This created a hostile work environment where employees had no initiative. Better communication and empathy would likely improve guest satisfaction and performance.
The management team received no formal training but were still expected to fulfill duties. Without proper management training or style, there is no satisfaction or performance.
Two relevant class concepts are task-oriented behavior, which involves clearly delegating responsibilities, and people-oriented behavior like consideration. Utilizing both by structuring tasks and focusing on employee well-being could organize the management team and reduce stress for happier employees.
This document discusses job satisfaction and morale. It defines job satisfaction as the positive feelings and attitudes employees have towards their jobs. It identifies several factors that influence job satisfaction, including organizational factors, work environment factors, the work itself, and personal factors. High job satisfaction leads to high morale among workers, while low job satisfaction results in low morale. Morale refers to an individual or group's overall attitude towards work. High morale is signified by signs like internal cohesiveness and pride in work, while low morale shows in increased absenteeism and turnover. Factors like communication, incentives, and training can help improve worker morale.
Employee Performance in relation to Job SatisfactionEtienneka
This literature review examines the relationship between employee job satisfaction and job performance. Five scholarly articles are summarized that explore this relationship and related topics. The articles present mixed findings on the influence of job satisfaction on performance. Additionally, personality factors like the "big five" traits are found to correlate with both job satisfaction and performance. The review explores how personality testing could help organizations hire the best-fitting candidates to improve retention and performance.
The document discusses competency models and their uses in human resources. It provides an overview of different approaches to competency models, including organizational, HR systems, team, and individualistic approaches. Organizational approaches focus on competencies across hierarchical levels. HR systems approaches emphasize competencies through training and development. Team approaches examine complementary competencies among team members. Individualistic models include person-job match, strategy-based, strategy development, and intellectual capital models. The document concludes that competency models should specify the behaviors, knowledge, and motivations necessary for critical organizational results but must be based on actual employee and performance data.
Use of psychometric assessments through universally accepted tests such as Workplace Big Five contribute huge value to various HRM processes such as competency based recruitment/ selection, performance and potential appraisal, competency mapping, assessment and development centres, training and development etc. The data obtained through such provides profound picture of the innate behavioral qualities of our human resources and help us make profitable people decisions.
Is Understanding Employee Psychology the Secret to Boosting Engagement?Kashish Trivedi
Employee psychology is focused on why an employee behaves the way they do while performing their role.
This practice categorizes employee behaviors into predictable patterns. By studying those patterns, managers can effectively deal with both individual employees and entire teams.
Understanding employee psychology is incredibly beneficial to companies as it provides insight into an organization’s greatest asset (their employees). This empowers managers to effectively deal with different employee personality types.
Employee behaviors have been classified and put into predictable patterns understood as employee psychology. In better understanding employee psychology, managers can identify the most effective way to deal with both individual employees and teams of workers.
This document provides a summary of leadership theories and strategies for developing talent within an organization. It discusses the importance of leadership and talent development in maintaining organizational success. The document outlines key leadership theories and traits of talented individuals, such as intelligence, motivation, and leadership skills. It also discusses the role of current leadership in identifying and developing future leaders through assessing skills, providing professional development opportunities, and replacing chronic underperformers. The goal is to build a workforce with "competitive capacity" through strategic thinking, coaching, cross-functional knowledge, industry knowledge, and collaboration. A variety of leadership theories are presented, but no single theory is identified as best, and a contingency approach is recommended to account for all situational factors.
Organizational citizenship behavior (OCB) refers to voluntary, discretionary actions that employees take to go above and beyond their formal job requirements to contribute to the well-being and effectiveness of their organization. These behaviors are not part of an employee's job description, but they can have a significant impact on the overall success and performance of the organization.Organizational citizenship is an employee’s willingness to go above and beyond in the workplace. Employees perform positive actions that benefit their coworkers and the business even though they are not included in the basic job description. Organizational citizenship is demonstrated largely by several behaviors in the workplace
Organizational citizenship behaviors include employee behaviors that exhibit the principles ofEmployers are always looking for workers who exhibit these qualities to join their business operations. At the same time, it also benefits managers already within the organization to encourage their employees to exhibit the characteristics of OCB. Experiencing more meaningfulness at work also makes employees more vigorous. Engaging in organizational citizenship also helps those whose roles in an organization may be ambiguous as it helps them finding meaning in what they do. Employees who engage in more OCB during the day felt their work was more meaningful They also had greater job satisfaction. Engaging in organizational citizenship behavior allows workers to have more control over the situation while also helping others.Organizational citizenship behaviour is that it is voluntary and carried out by the individual. The voluntary factor is what makes the behaviors so valuable, meaning that it is hard to duplicate these behaviors naturally since requiring employees to carry them out would make the behaviors less powerful. An employee who chooses to act a certain way will always do better than one who is forced to. There are multiple ways that an employer can improve the chances of having an employee that is willing to go above and beyond while demonstrating organizational citizenship behaviors. Any statement of company values should somehow incorporate the five components of OCB to encourage a healthy corporate culture. What makes OCBs valuable to any organization is that they should occur naturally. Employees should never be forced but should have the freedom to be altruistic.
By setting a good example, leaders within companies can show employees the types of behavior that are positive and fruitful. Encouraging teamwork can have a positive effect on collaboration and will help achieve stated goals and objectives.
What are Organizational Skills?
Organizational skills are the abilities that let you stay focused on different tasks, and use your time, energy, strength, mental capacity, physical space, etc. effectively and efficiently in order to achieve the desired outcome. Organizational skills help individuals work more efficiently.
This document discusses competency mapping and different models and techniques used for competency mapping. It defines competency as the skills, knowledge, behaviors, and attributes required for excellent job performance. There are three main categories of competencies - behavioral, functional, and managerial. Competency mapping involves identifying the competencies required for specific jobs or roles using techniques like critical incident analysis, repertory grid analysis, questionnaires, psychometric tests, and assessment centers. Competency models help organizations define required competencies, assess individuals, and improve human resource processes like selection, training, and performance management.
Teambuilding - Meredith Belbin framework and applicationManish Ragoobeer
This document discusses Belbin's team role model, which identifies 9 common team roles based on research into effective teams. It provides descriptions of each role, including their key strengths and weaknesses. The roles are Plant, Resource Investigator, Coordinator, Shaper, Monitor Evaluator, Team Worker, Implementer, Completer Finisher, and Specialist. The document also discusses criticisms of Belbin's model and its use in assessing hospitality industry employees, finding managers often demonstrate roles like Company Worker, Shaper, and Completer Finisher.
Business psychology is becoming more commonly used by business leaders to improve organizational functioning, growth, and problem solving. A career in business psychology offers many opportunities in fields like consulting, human resources, management solutions, and organizational development. Students pursuing a degree in business psychology will learn about human organizations, current research in the field, and how to select personnel, perform interventions, assess and develop organizations, conduct research and statistical analysis, and develop communication and interpersonal skills needed for business. Psychology helps businesses through activities like job analysis, personnel recruitment and selection, understanding organizational culture, employee development, addressing "pain points", managing downsizing, performance management, individual assessment, compensation analysis, training applications, and understanding group behavior.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating a candidate's past, present, and future fit. The process involves surveys, interviews, background checks, personality and skills assessments to evaluate a candidate holistically. It emphasizes the importance of seeking the "total person" to determine if they can do the job, how they will do it, and if they will want to do it long term.
Organisational behavior by savitha shetty governemnt college of nursing hassanSavitha Shetty
This document discusses organizational behaviour. It defines an organization as a group of people working interdependently toward a common purpose. Organizational behaviour is the study of how individuals and groups act within organizations. It aims to describe, understand, predict, and control human behavior in organizational settings. The document outlines several models of organizational behavior, including the autocratic, custodial, supportive, collegial, and system models. It describes the key features and assumptions of each model.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating candidates based on their past, present, and future potential. The process involves assessing candidates' history, resumes, interviews and using tools like personality and skills tests to evaluate how well they will perform the job. It emphasizes the importance of seeking the "total person" to determine if candidates have the right skills, interests and traits to succeed in the role.
The document discusses three skills that are important for effective administrators: technical skill, human skill, and conceptual skill. Technical skill involves proficiency in a specific area of work. Human skill is the ability to work effectively with people and build cooperation. Conceptual skill allows one to see the big picture of an organization and understand how different parts relate and affect each other. Developing these three skills can help improve the selection and development of effective administrators.
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
Please reword these paragraphs in your own words DO NOT use the sa.docxLeilaniPoolsy
Please reword these paragraphs in your own words DO NOT use the same words as in these paragraphs. Thank you!
1- Core self-evaluation influences employee behavior by allowing that person to understand what personality traits they possess. According to Chapter 3, Core self-evaluations (CSEs) represent a broad personality trait comprised of four narrower and positive individual traits: (1) generalized self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability. CSEs help identify traits that will remain consistent and can predict positive work outcomes such as job performance and satisfaction. This can help managers and employees understand which jobs they will be better suited for.
I have found that my attitude and emotions has an impact on how my day goes. If I come into work with a negative attitude, I will typically have a rotten day. I focus on all the negatives and don't allow myself to see past them. If I brush off the negative things and continue to focus on things that I can control or change and work toward a positive end goal, I tend to have a better day and my projects turn out much better. When keeping a positive attitude and sharing enthusiasm, I also get more involvement from others.
2- In chapter 3, individual differences are defined as "a broad category used to collectively describe the vast number of attributes (for example, traits and behaviors) that describe you as a person". Intelligence is the measure of a person's abilities for problem solving, critical thinking, and reasoning. Personality is a person's unique characteristics such as physical, mental, and behavioral. Individual characteristics are either fixed or flexible. Intelligence and mental abilities remain mostly fixed and are difficult to change. Emotions and attitudes are flexible and high more likelihood of changing. Effective managers will want to know how to keep their employee's engaged and happy to have a successful group with good performance.
In my workplace, they continually ask for employee feedback to know and understand what things they can impact to keep employee's happy. We also make it a point to include all levels of employee's when deciding process changes to make sure the "experts" in the process are involved. This seems to have more of a positive impact when implementing new processes or procedures and tends to be accepted better.
3- A strategy that organizations can use to utilize diversity is to manage diversity. By enabling people to perform to their maximum potential, the organization is utilizing the educational, enforcement, and exposure components. This creates an organization with the highest possibly productivity.
My organization prides itself on being a diverse company. They believe in "equal opportunity" regardless of age, race, sex, etc. All employees are given the same opportunities.
As a manager, to ensure that work teams are diverse, managers should build teams based on mixed backgrounds. Often ti.
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The Nature of Motivation
Page 287
LO 9-1 Explain what motivation is and why managers need to be concerned about it.
Motivation may be defined as psychological forces that determine the direction of a person's behavior in an
organization, a person's level of effort, and a person's level of persistence in the face of obstacles.19 The
direction of a person's behavior refers to the many possible behaviors a person could engage in. For example,
employees at SAS are encouraged to be creative and develop new software that will meet customers' future
needs. Effort refers to how hard people work. Employees at SAS exert high levels of effort to provide
superior software solutions for business customers. Persistence refers to whether, when faced with
roadblocks and obstacles, people keep trying or give up. Setbacks and obstacles are part of research and
development work; at SAS, employees persist through these difficulties to develop new sophisticated
software.
motivation Psychological forces that determine the direction of a person's behavior in an organization, a
person's level of effort, and a person's level of persistence.
Motivation is central to management because it explains why people behave the way they do in
organizations20—why employees at SAS continue to develop new software that is used by SAS customers
around the world. Motivation also explains why a waiter is polite or rude and why a kindergarten teacher
really tries to get children to enjoy learning or just goes through the motions. It explains why some managers
truly put their organizations' best interests first whereas others are more concerned with maximizing their
salaries and why—more generally—some workers put forth twice as much effort as others.
Motivation can come from intrinsic or extrinsic sources. Intrinsically motivated behavior is behavior that is
performed for its own sake; the source of motivation is actually performing the behavior, and motivation
comes from doing the work itself. Many managers are intrinsically motivated; they derive a sense of
accomplishment and achievement from helping the organization achieve its goals and gain competitive
advantages. Jobs that are interesting and challenging are more likely to lead to intrinsic motivation than are
jobs that are boring or do not use a person's skills and abilities. An elementary school teacher who really
enjoys teaching children, a computer programmer who loves solving programming problems, and a
commercial photographer who relishes taking creative photographs are all intrinsically motivated. For these
individuals, motivation comes from performing their jobs—teaching children, finding bugs in computer
programs, and taking pictures.
intrinsically motivated behavior Behavior that is performed for its own sake.
Extrinsically motivated behavior is behavior that is performed to acquire material or social r.
Motivation PlanLDR531Running head MOTIVATION PLA.docxgilpinleeanna
Motivation Plan
LDR/531
Running head: MOTIVATION PLAN
1
MOTIVATION PLAN
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Motivation Plan
To maximize team efficiency, and productivity motivation must exist. Motivation stems from multiple forms and is strongly dependent upon the personality of a person. Applying DISC assessments can be beneficial to managers and leaders who have the task of developing teams and motivating them.
This writing entails a summary of my mentor's interview including information about her organization, the department in which she works in, and her job description. Also, addressed are examinations on distinct differences in attitudes, emotions, personalities, and values among members of Learning Team D based upon the DISC assessment and how each difference may influence positive behavior. The paper concludes through developing a plan applicable to the mentor’s area and how the approach may increase the learning team member's motivation, satisfaction, and performance based on their personal profiles as if they were employees of that department. The motivation plan will consist of the evaluation of Regenia, Boykins, Quiana Frye, Jacqueline Guthrie, Pamela Jones, and Robert Warmack DISC assessment results.
Mentor's Job Profile
As an Admissions Director, Dr. Cross and her team evaluate academic records of individuals who wish to attend the school. The evaluation consists of considering a candidate's extracurricular activities, test scores and personal recommendations. She leads a multicultural and multigenerational staff of admissions officers as well as works in conjunction with other university administrators toward developing admissions criterion, tests, and guidelines. Dr Cross works with the school’s registrar and the financial aid section through assisting with enrollment and financial and attendance matter. My mentor keeps the university president, and other division heads well-versed on applicable admissions data. Furthermore, her department provides school information and enrollment policies to prospective students, their parents, other family members and renders tours of the institution and arranges recruitment events.
Analysis of Personality Types
Each member of Team D took the DISC Platinum Rule assessment, which is a behavioral style evaluation. The assessment captures an individual’s primary behavior and divides it into four categories of style: cautious, interactive dominance, and steadiness (Alessandra, N.D). Members of Learning team D encompass motivators, facilitators, innovators, administrators, and strategists. Some brand skills represented are problem identification, training, giving, and dependability.
Learning Team D’s chemistry entails two steadiness styles, two dominant styles, and one interactive style. Team members Robert and Quiana fall within the Pioneer category. The Pioneer is one who is a quick thinker, performs well under pressure. A pioneer has a need to be in command, and strives for results. Aggression displayed by a P ...
This document provides an overview of organizational behaviour concepts including:
- Definitions of organizational behaviour from Luthans and Robbins focusing on human behavior in organizations.
- The objectives, key elements, nature, and scope of organizational behaviour which includes understanding, predicting, and influencing human behavior in organizations.
- Models of organizational behaviour including custodial, autocratic, supportive, and collegial models and their characteristics.
- An introduction to organizing concepts such as the organizing process, formal and informal organization, organizational charts, departmentation strategies, authority and its relationship to responsibility.
Similar to CAES Example of a Work Personality Summary (20)
This document advertises an online webinar about leadership performance. It discusses how effective leaders are in high demand due to economic challenges but many people fail as leaders because they lack necessary personality traits or behaviors. The webinar will help participants discover ways to perform effectively as leaders, gain insight into their leadership capabilities, and understand the relationship between non-technical skills and leadership performance. Participants will complete online assessments before the webinar and receive a personalized report to use during the interactive session.
CAES is a Canadian organization established in 1997 that provides performance enhancement services to both organizational and individual clients. Their services are focused on maximizing leadership, managerial, individual, team, and organizational performance through personality assessment and developing sustainable results. They distinguish themselves by understanding the relationship between performance and personality. CAES aims to develop long-term client relationships and provide career development services to help clients continue to succeed and move forward.
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1. CAES WORK PERSONALITY ASSESSMENT SUMMARY
EXAMPLE
CAES
Results, Not Resumes
joining personality
with performance
Work Personality Assessment Summary
Prepared for: Example
As of: April 5, 2013
Intended Use: Support résumé and any other portfolio-related documents
Comparison Group Used: Managers / General Population
This report is the property of EXAMPLE and CAES. The information within is confidential and may be legally
privileged. Access to this report must be approved by EXAMPLE. CAES accepts no liability for any negative
impact or damage caused by this report.
It is highly recommended that CAES is contacted to verify the authenticity of this report and to provide further
explanation. Doing this will ensure that the work characteristics mentioned will match your specific requirements
for any hiring decisions, internal promotions, leadership development, or performance improvement.
Purpose
Superior performance will be sustained over time when the person involved has the required educational
background, technical skills, industry experience, and work personality characteristics. It is important for these
personality characteristics to fit with a person’s position, management group, team, and organizational culture.
It is crucial for the hiring manager to evaluate the match between EXAMPLE’s work characteristics and the predetermined objectives and requirements of the position under consideration. This will ensure that an appropriate
performance match is achieved, and will increase the opportunity for a positive work relationship.
This report will help the reader to understand the work personality attributes of EXAMPLE, and thus to assist in
possible employment decisions and management approaches. The results have been compiled through both
personal interviewing and written assessments. The findings, interpretations, and recommendations are based on
the opinions of the author, and are intended to assist EXAMPLE in his career development. The hiring company
assumes responsibility for their own actions and any decisions based on this information.
Problem Solving Capability
Different positions in an organization will require the ability to work with problems of varying complexities that
may span anywhere from one day to several years. As positions become more complex and managerial, different
time orientations (scope) are required. Cognitive scope refers to how a person handles information complexity.
The greater a person’s ability to handle information complexity, the greater will be his or her ability to think
ahead and work with more complex problems. And the ability to conceptualize and to envision multiple
possibilities greatly expands that person’s scope level.
EXAMPLE is transitioning in his cognitive capabilities. His ability to address increasingly complex and
interrelated problems, and then to be able to establish effective solutions within greater time horizons, positions
him to assume a senior managerial role. This enables him to contribute both as a strategic leader (and add value to
forward thinking, organization-wide initiatives), while at the same time to effectively manage current
departmental activities by ensuring operational best practices are developed, implemented and maintained. He is
comfortable managing multiple, independent, serial projects and can balance resources among a number of
departments or sub-units.
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EXAMPLE
2. CAES WORK PERSONALITY ASSESSMENT SUMMARY
EXAMPLE
EXAMPLE’s cognitive scope and planning capability is within the 2 to 5 year range, and he is quite capable of
evaluating the effective use of human resources and technologies within this time frame. He will be comfortable
with 3 year budget based projects.
His desire to consistently ‘do things right’ will support his eagerness to establish standardized procedures that will
ensure effective work practices, systems and overall productivity. But once accomplished, EXAMPLE will also
seek out contingencies, logical innovation and alternative paths, both in upgraded technologies and in personnel
development schemes, which will contribute to evolutionary change.
EXAMPLE’s dominant thinking preference is abstract sequential, (abstract thinking is more typical of people in
the upper managerial ranks) while his secondary preference is concrete sequential, and this combination mirrors
his current ‘cognitive shift’. What this means is that EXAMPLE will typically rely on a step-by-step, procedural
approach whether thinking in abstract, ‘big picture’ terms or when focusing on daily realities and details. So
EXAMPLE will be realistic, practical, logical and well organized in both his evaluation of current operational
processes and activities, as well as in his evaluation of new ideas, different theories and potential changes to
existing operational procedures.
Concentration & Attention Scales
Superior performance is dependent on the ability of the individual to concentrate and make good decisions, or
take appropriate action, while dealing with the stress involved at that point in time. Knowing that each individual
has a dominant concentration style, identifying their style, and comparing it to the typical stress tolerance
requirements of the position and environment, will increase the likelihood of superior performance. More
importantly, as stress levels increase a properly matched concentration style will enable the person to better
handle any increased demands.
EXAMPLE’s scored very high on all three concentration preferences, compared to both the general population
and to the Managerial norm group. His dominant concentration preference is to focus on details and to take
action, secondary is his analytical and conceptual abilities, and his third preference is his awareness of people and
the environment. (Note: although his weakest trait, his environmental awareness is superior to most managers).
Also significant is his ability to shift his concentration easily in order to adapt to changing requirements and to
pay attention to the right things at the right times. He is rarely prone to distractions (when distraction does occur,
it will come from internal thoughts and feelings rather than external influences), and so EXAMPLE’s profile
indicates that he has a strong ability to avoid concentration errors even when under significant stress.
Motivation
High motivation and superior performance go hand in hand. But it is not enough to simply be “motivated”. The
person’s motivation must be matched to, and supported by, the motivational characteristics of the immediate work
environment, the team members, the manager and the overall organizational objectives and culture. So here we
are interested in first determining the motivational characteristics that are available in the work environment and
then determining the relative match with the individual’s personal motivational requirements.
Like most achievement-oriented people, EXAMPLE needs a challenging, dynamic and fast-paced environment.
His career progression reflects his desire to experience success and he is motivated when achievement is
encouraged, recognized, and rewarded. EXAMPLE defines success through both the accomplishment of his own
personal goals and via the development (and success) of the people around him. His strong team orientation
fosters his understanding that team success equates to personal success for everyone involved.
People like EXAMPLE are typically motivated towards goals. His motivational process begins by his first
defining the goal, in accumulating whatever information is needed to accomplish the goal and, once satisfied that
he has enough of the right information, he will then quickly move forward and complete the appropriate tasks. As
opposed to people who are motivated to ‘rush in’ too quickly, and miss gathering relevant background details, or
those who take too long to get going, by over-analyzing too much information, EXAMPLE’s balanced
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EXAMPLE
3. CAES WORK PERSONALITY ASSESSMENT SUMMARY
EXAMPLE
motivational approach will reduce the likelihood of poor decisions or errors of omission, while still getting things
done right in a timely manner.
In line with his thinking preferences, EXAMPLE will sustain his motivation when he can function in a more
procedural environment as compared to a more loosely structured working world. Whether planning or doing, he
prefers to have a path to follow, which becomes a point of reference to return to when he embarks on less
structured creative thinking and in generating new ideas. While EXAMPLE will primarily draw his motivational
support by receiving input and feedback from his manager, peers, team and external clientele, he will also rely on
his internal values and opinions in certain situations. This desire for external input is congruent with his need for
active communication and strong interpersonal relationships.
While motivated by success, and ongoing personal development, EXAMPLE will be demotivated when there is
significant lack of structure (procedures), unprofessional behaviours or a lack of organizational direction.
EXAMPLE believes in having rules, and that all organizational members should follow them,
Productivity Traits
Superior performers develop consistent, reliable work productivity traits. These traits are rooted in their “work
ethic”, and are often defined as the values that they hold pertaining to work. For superior performance to be
sustained over time it is important that the person’s work values be in alignment with those required by the
position, department and the organization as a whole. When aligned, the individual is confident and comfortable
that their efforts and approach to work are consistent to what is required and they will naturally incorporate
learned successful approaches into their daily work activities.
EXAMPLE displays above average performance characteristics as compared to other managers and the general
population. He likes to take control, has high energy, a strong, conscientious work ethic, and enjoys being
productive. He is goal-oriented, dedicated and he accomplishes through hard work. He is very much a ‘multitasker’ who likes to have a lot on the go both professionally and personally. His ability to handle a number of
detailed-oriented, and complex tasks simultaneously, is congruent with his higher cognitive capability and his
ability to envision solutions to problems over longer time horizons. His organizational capabilities, and
procedural motivation, help him to organize and manage those numerous details that he prefers to pay close
attention to, and enables him to make sure that they are included in his plans.
EXAMPLE has superior tenacity (focus on task completion), he is resourceful in finding solutions and he will
follow through on any request made of him. Not quite a complete ‘perfectionist’, he tends toward it, and this
supports his dedication to getting things done. EXAMPLE likes to do things the right way from the beginning,
(quality over quantity or speed) and while he hates to make mistakes, he does learn from errors made and is
unlikely to repeat them. He learns quickly. His high need to multi-task will require that, to be most effective, he
be given the autonomy to control, organize and prioritize his workload. But once given direction toward a goal,
EXAMPLE will want to assume personal responsibility to achieve it, so the delegator can be confident that
EXAMPLE will complete any task given.
EXAMPLE has an above average ability to perform under pressure. Combined with his significant capability to
control his behavior, EXAMPLE will rarely (if ever) ‘lose his cool’ in high stress situations. His stress response is
anger and frustration (as opposed to anxiety and worry), but he will internalize significant stress, so people will
not be aware of this reaction when it occurs.
In more relaxed situations, EXAMPLE is very good at creating an environment around him that will support his
decision making style. And again, based in his motivational preferences, EXAMPLE will proactively make a
decision once he has had the time to collect and consider all relevant information. He is strong at evaluating
alternatives, deciding and implementing decisions made. While always focused on quality, EXAMPLE will make
effective decisions a little faster than the average business manager, but since he is not a big risk taker, he will
carefully consider and evaluate all of the details involved in any risk.
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EXAMPLE
4. CAES WORK PERSONALITY ASSESSMENT SUMMARY
EXAMPLE
That said, with his ability to perform under pressure, and his flexibility, I would expect that he is capable of
making very fast decisions in high stress situations. In these instances, because of his high self-confidence,
EXAMPLE will trust his experience, judgment and personal values when he needs to make decisions quickly.
And he will use established procedural ‘checklists’, based on sound technical training, to reduce decision
complexity and ensure proper choices.
Like all self-confident people, EXAMPLE should remember to check decisions made, as compared to the original
objective, in order to evaluate its effectiveness and to continue to learn from the process.
Communication Skills
The ability to effectively get their message across to other people and to understand the other person’s point of
view is a common characteristic of superior performers. We can determine a person's dominant expressiveness
style, and match that with what would be required of their respective position. More importantly, we can ascertain
their comfort with the expression of ideas, their ability to understand and adapt to the communication style of the
recipient, and their acceptance with having their thought processes challenged. We can also identify each person’s
dominant style for receiving communication input, for adapting to alternative forms of input while maintaining
appropriate concentration, and whether their learning style is visual, auditory or kinesthetically based. Finally, we
can evaluate true aptitude for written and verbal communication as per the requirements of their position.
EXAMPLE has exceptional communication skills, is highly verbal, is able to engage most people in lively
conversation, and he can write effectively. He is comfortable in the limelight, and is not intimidated by people (or
their life-position), and his extroverted nature indicates that he will often take the lead in conversations. He will
be quite comfortable in helping ‘laypeople’ understand technical details, but while still serious about his work, he
does not take himself too seriously. His ability to relax people (but such means as appropriately injecting humour
into a conversation) will help him to ‘disarm’ negativity, to build relationships, and to gain people’s support for
his work objectives.
EXAMPLE’s preferred communication input (and learning preference) is through visual means, so he will prefer
to use visual inputs (writing, pictures and graphs) as his dominant learning source. He processes information in
serial terms (step-by-step), and he prefers to communicate in auditory terms (speaking). And while he understands
his own communication strengths and preferences, more importantly, he is aware of the need to adapt his
communication delivery to best meet the requirements of the other person in order to effectively get his message
across. EXAMPLE will use his environmental / people awareness to determine the right way to communicate
with an individual when he is explaining his position, presenting his ideas or fostering support – and thus gain
‘buy-in’ and collaboration. He will readily share his ideas with his managers, team, peers, external personnel and
the public.
Equally important, EXAMPLE knows when to listen. So it should not be surprising that his dominant
communication style is supportive in nature. Because he actively hears what people say, he will easily interpret
and respond to other people’s needs and wants. And, he will readily implement valuable suggestions that are
made to him from management, staff, customers and peers - especially when they support his ability to achieve
his goals. At the same time, when under significant stress, most people with his high level of control, selfconfidence and competitiveness, may have a tendency to over-rely on their own perceptions at the expense of
hearing valuable external advice. EXAMPLE’s supportive communicative style should moderate the impact of
this.
When required, EXAMPLE is appropriately confrontational in his communication. This means that, while he can
easily maintain control of his thoughts and feelings, he will step forward and confront staff members should they
try to take advantage of him or of the organization.
EXAMPLE has a balanced ‘push and pull’ influencing approach. When needed, he can be persuasive, assertive
and he will ‘fall back’ to referencing established rules and standards. At other times he will influence people by
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EXAMPLE
5. CAES WORK PERSONALITY ASSESSMENT SUMMARY
EXAMPLE
creating a shared vision, building consensus and employing joint decision-making. Again, his flexibility to focus
on the right things at the right times, and his adaptability, enable him to choose the best approach depending on
the situation.
Interpersonal Skills
Human relations are a critical component of successful performance as nobody operates within a vacuum.
Whether internal or external to the organization, on a peer to peer basis or an employee – manager interaction,
everybody has numerous interpersonal interactions daily. Superior performers are adept at creating and
maintaining strong relationships, and via these relationships they subsequently encourage collaboration, support
for their ideas and commitment to performance. People are more likely to agree with, and follow, someone who
they respect and like. Top performers naturally use their interpersonal skills to make this connection with those
around them.
EXAMPLE has a very extroverted personality type, and prefers an active and open work environment. He needs
ongoing involvement with people, both internal and external to the organization, and his high level of
‘agreeableness’ indicates that he can easily put people at ease. He values building and sustaining relationships at
all organizational levels, he understands the need to create relationships in order to gain support for his objectives,
and he knows the value of win-win negotiations. As a strong team player and motivator, EXAMPLE will use his
supportive communication style (and ability as a role model) to influence team behavior, to encourage input from
all sources, and to involve people in collaborative decision-making.
In situations in where there is not enough time for discussion or negotiation, EXAMPLE will readily assume
straightforward authority and take the lead. And while this approach may sometimes be intimidating to some, he
should be able to moderate people’s reactions via his ‘people skills’ and by direct communication regarding any
apparent issues. As well, EXAMPLE’s environmental awareness and flexibility help him to evaluate the potential
volatility of situations, to position himself ‘diplomatically’, to keep a ‘low profile’ when necessary, and to back
out of ‘unwinnable political fights’.
Emotional Stability
An often neglected element involved in performance assessment is an individual’s level of (or lack of) emotional
stability. Most people have suitable levels of stability to cope with their daily stress loads. However when stress
levels are accelerated less stable people will tend to be emotionally reactive and vulnerable. This can emerge as
anger, anxiety or depression, and will obviously affect their performance, problem solving and concentration
levels, as well as have a negative impact on the people that they interact with. Often in a bad mood, they are more
likely to interpret ordinary situations as negative and have difficulty thinking clearly and making appropriate
decisions in a reasonable period of time. Their emotionally stable counterparts will tend to be less emotionally
reactive, have a more positive outlook and can make calm, logical decisions in highly stressful situations.
EXAMPLE’s overall emotional stability score is typical as compared to the general population. He will sustain
calmness under stress, and will maintain emotional stability in his work environment – and he likes to present a
calm persona in public. As mentioned, EXAMPLE’s significant ability to control his behavioural impulses will
ensure that he will very rarely (never?) display any inappropriate behavior or reveal his stress response when
under pressure. He does not inappropriately seek out attention, is not particularly self-focused, he shows aboveaverage concern for others, and he takes pride in his ability to emphasize in order to create and sustain
interpersonal relationships.
Ethics & Integrity
Hiring managers are interested in hiring people who are trustworthy and share the organization's ethical values
regardless of the position that they will occupy. Talented or not, one would question why anyone would
knowingly hire a dishonest person in the first place, better yet maintain their employment knowing that they were
PAGE 5 OF 8
EXAMPLE
6. CAES WORK PERSONALITY ASSESSMENT SUMMARY
EXAMPLE
untrustworthy. There is comfort in knowing that superior performers will tend to score high on integrity and
ethics evaluations.
EXAMPLE’s ethics and integrity evaluation shows higher levels than both the general population and his
managerial comparison group. He strongly believes in rules and structure, he is most comfortable when standard
procedures and guidelines are in place, and he expects that all organizational members, from top to bottom, will
follow the rules. EXAMPLE respects authority, and will want to earn respect from his staff. But he does not have
a need to prove his own superiority, he will not try to take advantage or exploit others, nor does he show any
inflated sense of entitlement.
Management Approach
In addition to his solid technical capability and industry experience, EXAMPLE’s managerial approach is also a
reflection of his combined personality-based preferences. It should not be surprising that he will take a detailoriented and organized approach to most of his managerial tasks. His planning, problem solving and decisionmaking will be based on quality rather than speed. His achievement motivation, supported by his determination to
perform effectively, will motivate him to make thoughtful decisions and avoid making common managerial
mistakes.
He employs a people-oriented management style, wherein he will use his supportive communicative skills to
motivate people, manage conflict and build the strength of his team.
The concept of ‘team’ is important to EXAMPLE. An exceptional team player himself, he fully understands team
dynamics, he likes to openly share ideas with team members, and he is knows the value of mutual support and
collaborative effort. EXAMPLE is committed to ongoing overall team development, and he will be eager to
actively participate in the establishment of a developmental climate for his people. EXAMPLE scored noticeably
higher than his managerial comparative group in his team-related abilities regarding; the ability to articulate his
vision, provide feedback, manage team conflict, assign member roles, and to develop individual members. As
well, he will not fall into the too common trap of being intimated by a talented staff member. He understands the
value of surrounding himself, and developing, the right people.
EXAMPLE is very capable of initiating and leading change (and innovation). He will be most comfortable with
evolving change, rather than revolutionary change, or change for change’s sake. Quite good at identifying the
need for change, he will be frustrated when he identifies a need and yet does not have the opportunity to
participate in solving the problem. Very strong at planning change, EXAMPLE will also be capable at inspiring
innovative thinking in his people (assisted by his own abstract thinking preference), in supporting ‘innovation
leaders’, in managing resistance to change (via communication and support) and in implementing new initiatives.
EXAMPLE will be able to take this even further should he build the systems to support change and innovation
into his operational plans and procedures.
Leadership
EXAMPLE has demonstrated leadership skills that he continues to build upon. Like most leaders, he scored
highly in the core traits that we see as being critical to effective leadership; desire for control, self-confidence,
multi-tasking capability, extroversion, idea exchange, supporting people and decisiveness, and as well in many
supportive personality traits.
Based in his self-confidence, EXAMPLE is eager to take control of situations. His preference to ‘lead by
example’, to maintain a calm ‘emotionally intelligent’ persona under stressful situations, to do what he says he
will do, and to consistently follow up on his commitments will all draw the attention and support of followers.
Using his strong communication skills to clearly articulate his vision and to define his expectations, he will be
able to stimulate people’s ‘buy in’ and motivate them to take action. EXAMPLE has an appropriate level of
competitiveness, and will not ‘turn people off’, by taking competition too far. He will tend to encourage team
competitiveness, and this strong team orientation and supportive management style will build and sustain the
commitment of his people over time. From a developmental standpoint, he will be able to build even greater
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7. CAES WORK PERSONALITY ASSESSMENT SUMMARY
EXAMPLE
support as he identifies training needs for his staff, assigns training-related tasks and then subsequently delegates
appropriate activities to those who are more capable.
EXAMPLE is very capable at balancing leadership and management – which is an essential ingredient at the
more senior organizational levels. On the management side, he is strong in developing the structures needed for
organizational best practices and in reinforcing appropriate performance. While on the leadership side, he is very
capable at communicating the specific details pertaining to organizational direction, in inspiring others to follow
them, and in developing key multi-level support relationships in order to push forward and get things done.
EXAMPLE also scored significantly high in his capability to function as a transformational leader. Here we
evaluate the presence of an individual’s personal leadership characteristics, how they actually behave as a leader
and how capable they are at building a supportive culture in which their leadership activities will be successful.
The most effective leaders, like EXAMPLE, will score high on each scale. So not only do they ‘have what it
takes’, they actually use what they have, and they build a supportive environment to sustain what they do.
EXAMPLE’s strengths in this specific assessment, (which are congruent with other results) can be seen in his
ability to evaluate organizational performance, to provide input into higher level organizational direction
decisions, to subsequently set congruent transformational departmental or unit goals, to decisively communicate
the direction that senior management wants everyone to go, and then to confidently provide clear and consistent
leadership.
EXAMPLE’s Management Response Needs
To sustain high motivation and performance, EXAMPLE will perform best with a Manager who:
Strategically defines the ultimate organizational direction
Presents a clear vision on goals to be achieved within specific time frames
Identifies performance guidelines for direct subordinates
Then provides autonomy
Believes in the team concept
Displays strong team facilitation skills
Is open to suggestion and staff input
Encourages idea exchange and innovation
Uses an open and active communication style
Inspires and leads by example
Mentors and helps develop his people
Educates on mistakes made
Gives regular performance feedback
Gives appropriate support and appreciation
Summary / Performance Facilitation
EXAMPLE has certainly found his ‘calling’ in his career in XX. While technically knowledgeable and skilled, he
is just as much a people person, and he continues to thrive on the active involvement that goes with working in a
service oriented environment. He has enjoyed both the technical aspects of his career and the opportunities that
are available for him to interact with people, to help others (internally and externally), and to be involved with
multi-level collaboration.
As evidenced in this report, EXAMPLE is a highly capable manager with proven leadership skills. These above
average characteristics are supported by his significant technical knowledge, cognitive capability, concentration
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8. CAES WORK PERSONALITY ASSESSMENT SUMMARY
EXAMPLE
skills, motivation, productivity attributes, communication skills and his ability to build strong interpersonal
relationships.
Like all career-oriented people, EXAMPLE will continue to seek out greater challenges and developmental
opportunities. The current transitioning of his cognitive capabilities will facilitate EXAMPLE’s interest in
resolving the higher complexity, greater scope, issues that come with a more senior managerial role. Combined
with his balance of technical capability, managerial abilities, and his leadership skills, EXAMPLE is well
positioned to assume more responsibility and higher level problem solving challenges.
Like everyone, there is always room for growth and improvement. As can be seen in this report, EXAMPLE’s
combined high achievement and success orientation, his high self-confidence, desire for control and desire to
lead, his significant skill at multi-tasking, his attention to detail and his eagerness to take action, in combination,
may cause him to take on too much of a workload – otherwise known as over-committing. This can be common
experience of ‘over-achievers’.
Should over-commitment begin to occur, the easy remedy would be for EXAMPLE to step back, evaluate, and
prioritize his workload, and then to delegate some of those specific detail oriented tasks and activities that would
be more suited to subordinate personnel. Doing so will provide EXAMPLE with more time to focus his efforts on
larger scope analytical, environmental and people-related activities, while at the same time he will be creating
developmental opportunities for his staff.
Jim Gilchrist B.E.S.
It is highly recommended that CAES is contacted to verify the authenticity of this report and to provide further
explanation. This will ensure that the work characteristics mentioned will match your specific requirements for
any hiring decisions, internal promotions, leadership development, or performance improvement.
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