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Chapters 4 and 5 Discussion
Discussion Question – Week 2
BUOL 532
Dr. Ronald Spicer
An assignment submitted in partial fulfillment
of the requirements for the degree of Doctor of Philosophy (Ph.D.)
By
Demetrius Johnson
September 1, 2019
University of the Cumberlands
The role of emotions, personality, moods, and affect impact the ability and willingness of employees to work on behalf of the organization. Chapters four and five outline the intersection of personal characteristics and organizational behavior. Additionally, a personality framework and concepts of emotional intelligence are explored.
According to Robbins and Judge (2108) affect is “defined as a broad range of feelings that people experience. Affect can be experienced in the form of emotions or moods” (p. 48). Emotions and moods are distinct concepts. Mood is generally associated by generic positive or negative feelings that are more cognitive and less action oriented. Emotions are generally described as intense reactions with specific events or people as triggers that are more likely, but not necessarily, to lead to action. Researchers have concluded six universal emotions exists: anger, fear, sadness, happiness, disgust, and anger. Mood has been characterized as either positive affect and negative affect (Robbins & Judge, 2018).
The interaction among individuals within a work environment provides a wide variety of sources of emotions and moods. Robbins and Judge indicate weather, time of day or week, age, gender, stress are among factors that may impact the affect of employees in a work environment (2018). Affective events theory seeks to understand the impact of affect within organizations (Robbins & Judge, 2018). As managers encounter employees with varying personalities, reactions to events, and overall mood, establishing expectations of displayed emotions may mitigate some workplace disturbances. Additionally, providing emotional measuring and regulatory programs, such as those based in the Myers-Briggs inventory or Emotional Intelligence framework, may support individuals and groups achieve organizational outcomes.
The Myers-Briggs Type Indicator represents one of many ways to conceptualize, measure, and evaluate personality. Although widely used, results from the test are not necessarily correlated to predicting job performance (Robbins & Judge, 2018). The MBTI results may be used for coaching employees or effective self-monitoring for individuals. The Big Five Model shares some conceptual similarities with the MBTI, however, the Big Five Model has demonstrated greater reliability as a predictor of individual behaviors when certain stimuli are present. Of the five dimensions of the Big Five Model, conscientiousness most strongly correlates with satisfactory job performance. The dimension, openness to experiences appears to be a quality or trait most associated with the production of effective leaders (Robbins & Judge, 2018). The generalizability of the Big Five Model appears consistent across a variety of cultures and groups. With the increasingly global and diverse work environment, the generalizability of the Big Five Model supports employee development within organizations.
Beyond personality traits, the value systems of the individual and organization remain an important area to consider alignment. When examining the relationship between an individual and the decision to join an organization or hire a new employees, examining alignment between the person and the job; the person and the organization; the person with expected members of the team; and the person with the potential supervisor are each distinct relationships that impact job satisfaction and performance (Robbins & Judge, 2018).
Reference
Robbins, S. & Judge T. (2018). Essentials of Organizational Behavior. Boston, MA: Pearson.
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