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Individual Moods and Emotions in the Workplace
Individual Moods and Emotions in the Workplace
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Introduction
The emotions, moods, and general dispositions indeed have an effect on the job performance of employees. Different aspects such as decision-making, creativity, disengagement, collaboration, and negotiation skills, as well as their ability to lead are all affected by moods and emotions (Shockley et al., 2012). As such, it is crucial for one to know his or her personality. Through the big five project personality test, I have been able to learn my moods and emotions in the workplace. In terms of description, there exist five dimensions in which the human personality can be described. The five dimensions are open mindedness, conscientiousness, extraversion, agreeableness, and negative emotionality (Rushton & Irwing, 2009). They describe an individual’s state of mind given their environment and personal characteristics.
Test results and application
With regards to the first dimension, I scored low in terms of open mindedness. This, according to the Outofservice (2016), means that I am a person who is uncreative, conventional and down to earth with narrow interests. I may use this learning to improve on this dimension in the workplace. Open-mindedness is essential for professional success, and open-minded folks do not care if they are correct or wrong; instead, they concentrate on comprehending. They can tolerate more since they can think about things from different perspectives. To become an open-minded person in the work place, I will Regularly communicate ideas with my co-workers and colleagues, accept constructive criticism without resentment, recognize and applaud other folk’s accomplishments. I will also work on being adaptable when it comes to changing responsibilities, tasks, or timetables, request feedback from employees as well as clients, partners, and service suppliers and urge others to be open-minded. I may also patience, be cheerful, comfortable, and easy-going at workplace, in my personal relationships, and all other aspects in my life.
In terms of the second dimension, the results came out that I am neither disorganized or organized, but somewhere in between the two. Nevertheless, I ought to work a little bit harder on this dimension in order to become an organized individual in the workplace since these are individuals tend to be reliable, self-disciplined, careful and well organized within the workplace. Being organized means that one can save time and spend more time in working on vital activities if he or she stays organized. Being organized in the workplace means more productivity in the workplace as it improves and allows a better flow of communication between team members through structure. Improved communication, admittedly, translates into better and improved performance in the workplace.
In relation to the third dimension, that is extraversion, the results were also neural as it indicated that I am neither reserved or social. This is another area that I ought to work on and be more sociable and talkative. Being sociable increases the likelihood of creating strong social connections with colleagues in the workplace and this has been found to have other benefits. Workers who have co-worker friendships or social contacts tend to be more invested and committed. This is mainly due to the fact that solid work relationships contribute to the development of a strong business culture that values respect, dedication, and trustworthiness. In the workplace, social connections foster a sense of belonging, which is critical for nurturing creativity, collaboration, and teamwork. Workers that have good relationships are more committed and driven to do their best work.
A work atmosphere that encourages social interaction may also have effective recruitment and selection results. Interactions among employees are improved when they are more sociable in the workplace since these characteristics aid in the effective management and resolution of conflict. When one is I are involved in a workplace conflict or debate, negotiation skills might assist the individual in finding a common ground. Employees with social skills are more likely to get along with one another because they encourage team engagement through tolerance and collaboration. Workers who exhibit these characteristics operate within the group culture in order to attain objectives in the most effective way.
The other dimension is agreeableness. In this case, the results indicated that I am an individual who easily express dissatisfaction or irritation with others. This is an area that I surely need to improve on and become a person that is empathetic, courteous and forgiving. Empathy enables people to form social bonds with other people. Individuals can respond correctly in social circumstances if they comprehend what others are thinking and experiencing. Kansky and Diener (2017) found that social relationships are vital for both physical and mental well-being. Empathy encourages people to help others. When one show compassion for other individuals, he or she is more inclined to engage in helping activities, and other folks are more willing to come to the assistance of the individual when s/he feels empathy. Unfortunately, empathy is among the soft skills that are often overlooked as a performance indicator. Nonetheless, empathy is a useful soft skill in the workplace particularly among leaders since this means the ability and capacity of comprehending the needs of the followers, their thoughts as well as feelings.
Lastly, negative emotionality is the last dimension of the test. I scored high in negative emotionality and this implies that I am an individual with a high sense of insecurity, nervousness and worrying. Anxiety has a negative impact on every part of a person’s life, including their ability to works. A considerable portion of employees can admit that anxiety has a negative impact on their job performance and it may also have a negative influence on the relationships with colleagues and peers (Jensen, Patel, and Messersmith, 2013). Other negative impacts include; reduced job satisfaction, reduced confidence, taking fewer risks and career growth will likely to stagnate, and reduced goal setting.
Conclusion
Understanding one’s personality type can have a profound impact on life in a variety of ways. One will be able to identify the place where he or she belongs and what s/he ought to do in order to become successful in studies, relationships, finances, and other aspects of your life as well. Checking one’s personality type may not appear to be a major concern at first glance. Those who are extremely successful in life, nevertheless, are well-known for having identified their own personality type and being able to communicate effectively with others.
References
Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699-1724.
Kansky, J., & Diener, E. (2017). Benefits of well-being: Health, social relationships, work, and resilience. Journal of Positive School Psychology, 1(2), 129-169.
Outofservice. (2016). The Big Five Project: Personality Test. Available at https://www.outofservice.com/bigfive/
Rushton, J. P., & Irwing, P. (2009). A general factor of personality in the comrey personality scales, the minnesota multiphasic personality inventory-2, and the multicultural personality questionnaire. Personality and Individual Differences, 46(4), 437-442.
Shockley, K. M., Ispas, D., Rossi, M. E., & Levine, E. L. (2012). A meta-analytic investigation of the relationship between state affect, discrete emotions, and job performance. Human Performance, 25(5), 377-411.
Appendix 1: Personality test 1- The big five project
Appendix 2: Personality test 2- Stress-O-Meter
Individual Assignment Management Behavior
Individual Assignment: Management Behavior
HRM 531
University of Phoenix
MEMO TO: First-Level Managers
FROM:
DATE …..
RE: Management Behaviors
Appropriate leadership behaviors will help InterClean create a satisfying working environment that meet standard requirement and are also conducive for high productivity. Managing people is a critical role that all managers should assume, and at InterClean, all managers need to understand that they are the leaders of this company. The way we behave and act is a direct reflection of the organization. A manager’s behavior can have a positive or negative impact on the workers or the company in general, so a manager needs to take time to reflect and identify those important issues that affects the productivity of his or her workers. All employees, no matter whom, no matter at what level, want to be treated with respect. They want to know that their employer values the work they do (Cascio, 2006). As we all know, there are many factors that affect productivity, for example; materials quality, people skill, system and procedures, but the most important factor is the attitude of a manager. Employee morale is currently low and management is concerned about employees will perceive the staffing audit and follow-up, so it is our job as managers to create a conducive atmosphere where workers can feel comfortable, and be able to talk and express their ideas freely, and we should all have an open door policy
The Merger and Employment Laws:
The merger between InterClean and EnviroTech will require managers from both companies to go over some key ideas and policies to insure the smooth transition of the takeover is successful. It is inevitable, as we know there will be some employees that are going to be laid off, transfer to other departments or ask to retire. But as managers, it is our responsibility to make the right and precise decisions, making sure that all rules, regulations and company’s policies are adhere to, so that we do not break any laws, and we are not guilty of discrimination in any way if we do have to terminate, transfer, and or retire anyone. We will have to address new issues covered by existing policies, and the tedious job or writing new ones that will address rising issues.
Not only will we have a more diverse workplace after the merger, it will also place well inside the scope of the (EEO), this will also give us competitive edge over our competitors. As a brief reminder, whenever companies are merged together there will be employees that are considered to be in a protected class, when and if the need arises to let one of these employees go we need to make sure that the reason for termination is for job performance and that there is evidence that, the employee has been given the opportunity, and tools to improve their job performance. There will also be disabled and older employees and also more women. We as managers should make sure that the component of an effective policy to prevent sexual harassment are put in place. We also need to look into the requirements to prove age discrimination since we will be having more older employees, to make sure we are well within the scopes not to break any laws.
Working Within a Diverse Work Environment
Recent studies show that firms supports for a cultural diverse workplace positively influences manager’s decisions. After the merger is formed, we will be working in a more diverse environment than before, so as managers we need to start practice and improve on our diversity skills. As managers, we should all know how to manage diversity, meaning, we have to establish a heterogeneous workforce that can perform to its potential in an equitable work environment where no one has an advantage or disadvantage. Below I offer a few suggestions for you to start your own guidelines.
We have to be curious, learn about others, so we can reduce our assumptions; this is good for team building and also reduces tensions among workers. We have to be more inclusive in our decision making, include others, especially those that have different background than you; this also will build the team, and gives a different perspective on the business issues at hand. We have to provide all employees with confidential outlets to air/settle grievances, for example, telephone, suggestions boxes and email hot lines. (Slide 14 chapter 4)
From the HR summaries, the merger will increase the number of older employees, but there are fewer Asian and no Native Americans employees working at InterClean. We will have to see if the merger brings in a more diverse workforce, but if not, when we hiring new employees, those two groups of minority should have priority.
Treat everyone equally, no matter the race, age, or sex. Respect, and do not patronize as most western culture do, we most start leaning towards Eastern approach of management style. Know the opportunities that diversity creates for the organization, communicating on a regular basis with all employees will help us to appreciate and realize their contributions towards the organization. And other advantage of having a diverse work environment particularly in the sales department, is that when we look for market in those regions in which the majority of the population are minorities we can expect higher sales, as our employees can be able to interact and communicate with customers with the same cultural background. “When companies discover they can communicate better with their customers through employees who are similar to their customers, those companies then realize they have increased their internal diversity” (Cascio, 2005)
Conclusion
This is a team effort our inputs and suggestions will help put this company at the top of it game. I hoped that I have dispelled some of the rumors going around and covered some of the expectations management requires from all its employees. Management behavior, management actions within employment law and best practices for working in a diverse work environment are all vital to this merger. I know that if we all work together we will be able to elevate not only ourselves but also the company as well.
References
Cascio, W. F. (2005). Managing Human Resources. In W. F. Cascio, Managing Human Resources (7th Eddition ed., pp. 121-122). New York: McGraw-Hill.
http:// ecampus.phoenix.edu/content/eBookLibrary2/content/eReader.aspx
Mehring, J. What’s Lifting Productivity. Business Week, May 24, 2004, pg. 32.Power point slides from chapter 1-4