Consequences of individual differences
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Individual differences lead to consequences in workplace settings. People differ in productivity, quality of work, and reactions to empowerment and leadership styles. They also vary in their need for social contact, commitment to the organization, and levels of self-esteem. These individual differences must be considered when managing people or relating to subordinates, as a one-size-fits-all approach will not be effective.
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Individual differences
Individual differences arise from personal characteristics and affect how people respond to situations. Behavior results from the interaction between a person and their environment. Key individual differences in the workplace include abilities, aptitudes, personality traits, and demographic factors like gender, age, race, and disability status. These differences impact outcomes such as productivity, creativity, performance, and how employees prefer to be managed and led. Employers must consider individual variations to effectively motivate and empower their diverse workforce.
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INDIVIDUAL DIFFERENCES, MENTAL ABILITY AND PERSONALITY
Individuals differ from one another in significant ways due to differences in demographics, aptitudes and abilities, and personality. Demographics like gender, age, and culture can influence individual differences. People also vary in their mental abilities like intelligence types and levels. Additionally, personality is shaped by both hereditary and environmental factors and influences traits like emotional stability, extraversion, and conscientiousness. These individual differences have important consequences in workplace settings with people performing varied productivity levels, work quality, and responses to leadership and empowerment. Effectively managing diversity requires understanding these differences between individuals.
Chapter 4 Social System and Organization Culture
1. A social system is a complex set of human relationships within an organization where the behavior of one member can impact others directly or indirectly.
2. Roles define expected behaviors and responsibilities within a social system. Role conflict occurs when different expectations exist, while role ambiguity results from unclear or unknown roles.
3. Mentors provide guidance to more junior employees on navigating roles and behaviors to facilitate their career progress. Understanding roles helps people act appropriately in different situations.
Changes in Personnel Status
A change in an employee's employment status requires a personnel action by the Human Resources Department based on a request from the employee's department. Such requests should include the old and new employment information and the effective date of the change. The document then defines different types of employment statuses, such as full-time, part-time, probationary, and contract employees. It also discusses factors related to employee promotions, demotions, separations, and turnover. Mentoring, career counseling, and the administrative, operational and financial impacts of personnel changes are also covered.
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Planning is defined as a process that involves setting organizational goals, establishing strategies to achieve those goals, and developing plans of action to accomplish the goals. It provides the foundation for other management functions and is goal-oriented, continuous, and flexible. Planning is a primary managerial function found at all levels and departments of an organization, as it involves choosing future courses of action from among alternatives while considering goals, deadlines, opportunities, threats, and progress.
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Individuals differ from one another in significant ways due to differences in demographics, aptitudes and abilities, and personality. Demographics like gender, age, and culture can influence individual differences. People also vary in their mental abilities like intelligence types and levels. Additionally, personality is shaped by both hereditary and environmental factors and influences traits like emotional stability, extraversion, and conscientiousness. These individual differences have important consequences in workplace settings with people performing varied productivity levels, work quality, and responses to leadership and empowerment. Effectively managing diversity requires understanding these differences between individuals.
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A change in an employee's employment status requires a personnel action by the Human Resources Department based on a request from the employee's department. Such requests should include the old and new employment information and the effective date of the change. The document then defines different types of employment statuses, such as full-time, part-time, probationary, and contract employees. It also discusses factors related to employee promotions, demotions, separations, and turnover. Mentoring, career counseling, and the administrative, operational and financial impacts of personnel changes are also covered.
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A SIMPLE GUIDE TO NAVIGATING STORMY WATERS
We show you how to help your people become resilient in the face of uncertainty. And the effect that recessions, pandemics, and M&A activity has on employee engagement, performance, and wellbeing.
👍 Why does employee engagement matter in tough times?
We think of employee engagement as the level of emotional sentiment and commitment an employee has to their work, their peers, and the company’s goals and purpose.
In essence it’s about how connected we are to who we work alongside, the work we’re doing, and company mission. This connection powers our commitment, effort, pride, and satisfaction we take from our work.
Employee engagement affects just about every aspect of your organisation: profitability, revenue, customer experience, employee turnover, and wellbeing. It creates better processes and enables better management, so your people are happier and more productive. This leads to better morale, more satisfied customers, higher-quality products, less employee turnover, and higher profits.
All these things matter during tough times. But higher loyalty and lower attrition will really help weather the storm.
🎯 Employee performance
is a life-saver in times of crisis
Whilst measuring productivity is important, understanding performance is even more so when it comes to impacting wider business areas and keeping your people central to planning through tough times.
Employee performance is a mix of things, often described as someone’s ability to do their work to a particular standard. But performance encompasses much more, including: Punctuality, Communication, How happy they are to work in a team, Attitude to work, and How they treat and interact with their colleagues
By keeping an eye on employee performance during times of change and uncertainty you can:
1. Increase employee engagement
2. Improve morale
3. Improve your workforces attitude to business processes
4. Identify and act upon problems within the work environment that will damage productivity if left unchecked.
5. Create room to bring in changes which aim to enhance efficiency and ultimately, productivity
❤ Employee wellbeing must be prioritised
During uncertain times, focus must be laser-sharp as employees battle increased stress and worry. With that in mind, it’s important to know the basics when it comes to looking after your people.
Managers, leaders, and HR have a moral responsibility to look after their employees. Your people spend more time working with you than with their family and friends. Yes, you pay them to do that, but you should also do your bit in taking care of them.
Wellbeing is more than just how happy someone seems. It’s about finding a good balance between each of the four areas. The recipe is simple: Healthy employees = healthy business.
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procurement
The document discusses the importance of soft skills for procurement professionals. It notes that soft skills like communication, emotional intelligence, and relationship building are highly valued by procurement leaders and enable professionals to better navigate difficult negotiations. While technical skills can be taught, soft skills are innate abilities that companies look for in new hires to create high-performing teams. Transparency in procurement through measures like e-procurement can also help reduce corruption.
Career Guidance by youthtech
The document provides guidance on choosing a career by recommending that students select a career they are passionate about, research options thoroughly, and make their career meaningful to them. It also suggests exploring interests and skills, gaining experience through internships or volunteering, networking, and assessing options with the help of career counselors to find the best career path.
3Major Topics I’ll Learn and Questions I Should Be Able to A.docx
3
Major Topics I’ll Learn and Questions I Should Be Able to Answer
3.1 The Differences Matter
MAJOR QUESTION: How does understanding the relative stability of
individual differences benefit me?
3.2 Intelligences: There Is More to the Story Than IQ
MAJOR QUESTION: How do multiple intelligences affect my
performance?
3.3 Personality, OB, and My Effectiveness
MAJOR QUESTION: How does my personality affect my performance at
school and work?
3.4 Core Self-Evaluations: How My Efficacy, Esteem, Locus, and Stability
Affect My Performance
MAJOR QUESTION: How do self-evaluations affect my performance at
work?
3.5 The Value of Being Emotionally Intelligent
MAJOR QUESTION: What is emotional intelligence and how does
it help me?
3.6 Understand Emotions to Influence Performance
MAJOR QUESTION: How can understanding emotions make me more
effective at work?
How Does Who I Am Affect My Performance?
INDIVIDUAL DIFFERENCES
AND EMOTIONS
The Organizing Framework for Understanding and Applying OB shown in Figure 3.1
summarizes the key concepts in Chapter 3. This chapter builds on Chapters 1 and 2
and explores a number of additional person factors, such as intelligence, personality,
proactive personality, self-efficacy, self-esteem, locus of control, and emotional intelli-
gence. We add to this an important individual-level process—emotions. Personality
and the other person factors are related not only to emotions, but also to a host of
other processes and outcomes across levels in the Organizing Framework. While
reading this chapter, pay attention to the way these person-factor inputs influence in-
dividual-level outcomes, such as task performance, workplace attitudes ( job satisfac-
tion), well-being/flourishing, citizenship behaviors/counterproductive behaviors,
turnover, and career outcomes. These inputs also might contribute to explaining
group/team conflict and performance, as well as organizational-level outcomes such
as poor firm performance and low customer satisfaction.
79
FIGURE 3.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
© 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
INPUTS PROCESSES OUTCOMES
Person Factors
΄� Intelligences
΄� Personality
΄� Proactive personality
΄� Core self-evaluations
΄� Self-efficacy
΄� Locus of control
΄� Self-esteem
΄� Emotional intelligence
Situation Factors
Individual Level
΄� Emotions
Group/Team Level
΄� Group/team dynamics
Organizational Level
Individual Level
΄� Task performance
΄� Work attitudes
΄� Well-being/flourishing
΄� Turnover
΄� Career outcomes
Group/Team Level
΄� Group/team performance
΄� Group satisfaction
Organizational Level
΄� Financial performance
΄� Survival
΄� Reputation
A seemingly infinite number of characteristics make us who we are as individuals. It therefore is helpful to
organize these individual differences so we can better understand and use them to manage people at work.
One me.
JuliaMagdelino_WhitePaper
This document discusses generational differences in the workplace between Millennials and older generations. It notes that while stereotypes exist about Millennials being disloyal, needy, entitled, and preferring casualness, actual differences in core values between generations are minimal. Both surface values like technology and deeper values like teamwork are shared across generations. The document also discusses Millennial expectations about promotions and preferences for autonomy and leadership opportunities at work. Overall it argues managers should understand generational traits to enhance performance and satisfaction of all employees.
1Running Head NATURE OF WORK 7NATURE OF WORK .docx
1
Running Head: NATURE OF WORK
7
NATURE OF WORK
NATURE OF WORK
Claudia Rangel
CCMH 540 week 1
Career and Vocational Counseling
Mrs. Cinthya Yaptangco
November 14, 2018
The nature of work has changed considerably over time with various factors being attributed to this change. The first way in which the nature of work has changed over time is through the advent of more advanced technologies with the progression of history. Today technological breakthroughs for instance in robotics, artificial intelligence, microelectronics, computer-integrated assembly, and manufacturing. Moreover, the proliferation in digital telecommunications depicted in the global reach of the Internet have all impacted the nature of work throughout the generations of their creation (National Research Council, 1999). These new technologies have made the nature of work to shift from being predominantly physically intensive to being more intellectually challenging with more emphasis being placed on an individual’s technical ability rather than their physical capacities.
The second way in which the nature of the work has also experienced change over time is through the effect of the demographic constitution of the workforce. These have become evident in the increasing presence of women in the workplace, the enhancement in the levels of cultural diversity in the workplace, and improvements in the education levels of the workforce. These factors have worked over the progression of time in changing the nature of vocation (National Research Council, 1999). These changes in the demography of the workforce have the led to a alteration in the forms of work since the labor market can get a more skilled workforce. Through the greater inclusivity of the hiring criteria, the improved educational qualifications of the workforce among other factors have helped in making the workplace to be more conducive and accommodating with the progression of time.
There have been significant changes in the attitudes towards work seen amongst people from different generations through the progression of time. The leading cause of conflict in the workplace, between generations, has been attributed to the perceived decline in the work ethic with the progress of time. For example generation, X has been tagged as the ‘lazy’ generation (Adams, 2000). The employers have made the complaint that younger workers do not display commitment in their output and only work the required hours and rarely go beyond its limits. The boomer's generation is known to be workaholics and is known to have started the trend. In addition to this, the traditional attitude to work has been in the description that they are the hardest working generation.
The nature of the relationship between work and personal life is often left unexamined because most people prefer to separate these two areas of their lives and to treat them as separate entities. Despite this, various connections have been found between the activities t.
narratives Volume 1 Issue 1 Q1
narratives, stories from story-tellers, is a collection of ideas, insights and impressions from the worlds of talent communications, employee engagement, and organizational design.
Assignment by ambreen khokhar career and work
This document provides information about career decision making and choosing a career. It discusses examining personal characteristics like personality, skills, interests, and family influence. It also covers using psychological tests and important considerations for career choices. The document then discusses workplace trends with the changing roles of technology, an evolving workforce, and challenges faced by women and minorities. Finally, it covers coping with occupational hazards like job stress, sexual harassment, and unemployment.
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Consequences of individual differences
- 1. Consequences of individual differences Individual differencesrefertothe variationinhow people respondtothe same situationbase on personal characteristics. Individual differencesbecome seriousconcernwhenpeopleare situatedinthe inthe work place .those concernedwithmanagingpeople orsimplythosethatwantrelate withthe people must be aware thatthere are Consequencesarisingoutof differencesbetweenpeople.These pertain to the following 1. People differinproductivity; Productivity referstothe rate of outputperworker.It differsfrom persontoperson.If the rate of outputin a salesoffice ismeasuredin termsof numberof unitssoldbyeach salesman,itcannotbe expectedthateveryonewill sellthe same numberof unitsforagiven period.Thismaybe attributedtoindividual differencesamongthe salesmenthe experience, age,education,andthe like. 2. People differintheirqualityof work Because people are differentfromeachother,itisnot surprisingthat qualityof theirwork will alsobe different.Some individuals will be notcontendedinmakingproductsof mediocre quality,while others will juststrive toproduce outputsthatbarelypassedstandard requirement 3. People react to differently to empowerment; Empowermentmeansgivingsomeone the powertodo something.Forinstance, anindividual maybe empoweredtosignpurchased contractsand withitthe authoritytodetermine whatsupplies and materialsare neededtobe purchase.Some personmay feel happyif he isprovidedwithsuchres responsibility;otherswill feel uncomfortable andwillprefertojustfollow orders 4 People react differently to any style of leadership If all subordinatesinagivenunitwill respondwell tosinglestyle of leadership,managingthemorsimply relatingwiththem wouldbe amucheasiertask.But thisisnot so, as some people will preferaleader witha democraticstyle,whilesome will need close supervisionfrom theirsuperiors.These differences make it necessaryfora leadertouse to use differentstyleseveninasmall unit
- 2. 5. People differ in terms of need for contact with other people Regardingthe needforsocial contact,people are alsodifferentfromone another.Some will needmore contact, while othercanworkalone the whole day. Otherpeoplecannotbe productive unlesstheymeet people astheywork. The sale’sjob,forinstance,iswell fittedforthose inneedof frequentinteractions withotherpeople.Incontrast, there are those whocan performjobsinresearchlaboratorieswhere contact withothersisminimal. 6. People differintermsof commitmenttothe organization Commitmenttothe organizationvariesamongindividuals.Some are socommittedandloyal tothe organizationthattheyworkthe whole daywithoutnoticingthattheyare putting inmore thanthe required workinghours.Those whoare high quality output,whilethose whoare lesscommitted are less concernedaboutoutputand attendance 7. People differintermsof self-esteem People alsodifferintermsof self-esteem.Those withlow self-esteemtend tobe lessproductive.They alsoavoid acceptingmore responsibilities.Theydoso for variousreasons,one of whichisthattheymay thinkthat theirabilities donotmatchthe requirementsof the job.The oppositehappenwhenpeople have highregardof were made bypeople withhighself-esteem.