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lOMoAR cPSD| 58675420 Contents
Chapter 1: Road Warriors (Pages 35+36)..............................................................................................................................1
Chapter 1: Experiential Exercise: I am a team leader; I don’t need any help (Pages 68).......................................................2
Chapter 1: Ethical Dilemma: There’s a Drone in Your Soup (Pages 69)...............................................................................4
Chapter 1: Case Incident 1: Apple Goes Global (Pages 69+70)............................................................................................6
Chapter 1: Case Incident 2: Big Data for Dummies (Pages 70+71)......................................................................................9
Chapter 2: Case Incident 1: Can Organizations Train Diversity? (Pages 100+101)............................................................12
Chapter 2: Case Incident 2: The Encore Career (Pages 101+102).......................................................................................14
Chapter 3: Case Incident 1: On-Boarding … On-Leaving (Pages 129+130).......................................................................16
Chapter 3: Case Incident 2: Job Crafting (Pages 130+131).................................................................................................20
Chapter 4: Case Incident 1: On the Costs of Being Nice (Pages 163).................................................................................22
Chapter 4: Case Incident 2: The Clash of Traits (Pages 164)..............................................................................................24
Chapter 5: Case Incident 1: Collaboration Overload (Pages 202).......................................................................................26
Chapter 5: Case Incident 2: How Do Employees Justify Cyberloafing (Pages 202+203)...................................................28
Chapter 6: Case Incident 1: Hiring an Emotionally Intelligent Employee (Pages 238+239)...............................................29
Chapter 6: Case Incident 2: When the Going Gets Boring (Pages 239+240)......................................................................31
Chapter 7: Case Incident 1: Who Needs the Gig Economy (Pages 277+278).....................................................................33
Chapter 7: Case Incident 2: Laziness Is Contagious (Pages 278+279)................................................................................36 lOMoAR cPSD| 58675420 OB
Chapter 1: Road Warriors (Pages 35+36)
• Logan Green frustrated from difficulty of getting around Southern California.
• When going to college, he didn’t use his car, he used public transportation or arranged rideshares, which
caused him to wait rides for long times.
• During a trip to Zimbabwe, he found that they have this crowdsourced transportation network where
anyone could be a driver and they could set their own routes.
• Logan created Zimride, a platform from which people can find and manage carpools.
• John Zimmer, left his work as an analyst after 2 years, and became a partner in Zimride, as he was
captivated by the idea of sustainable transportation since he was at the university.
• John thinks that current transportation systems are not sustainable:
o 70% of car seats are unused.
o 70% of highway infrastructure is inefficient.
• John and Logan envisioned a transportation revolution: To change the way people get from one place to another.
• They started (Lyft), an app-based ridesharing platform that operates in hundreds of US cities and is valued
today at 5.5 billion (double than 2015).
• They worked well together to foster the exponential growth of Zimride and Lyft, although they were so
different: John (introvert) raised with parents who took care of everything. Logan (extroverted and
assertive) raised in a middle-class suburb. • Logan believed that:
o The more employees a company has, the less likely anyone gets noticed.
o If employees don’t feel individually responsible for the company’s success, things slow down.
• They didn’t forget the drivers and employees that are the foundation of Lyft:
o They foster a culture and climate of employee appreciation and recognition. o Appreciated
employees by celebrating both employee and work-group accomplishments. o Gave awards that are customized to each group.
o Make sure that drivers feel welcome by recognizing them in newsletters and blogs, and flying
them to headquarters to get their feedback and input.
• They emphasized that the Lyft experience is all about community, fun and positivity. They attached a pink
mustache, or a so-called carstache (often glowing) to the front of the car.
• They restructured Zimride using a very delicate approach, they re-employed 90% of its employees to work
at Lyft, then they sold Zimride to Enterprise’s vanpooling business.
• Till today, Lyft has been a strong player in the new ridesharing industry and has faced its share of
challenges, setbacks, and successes. OB
Chapter 1: Experiential Exercise: I am a team leader; I don’t need any help (Pages 68)
• One of the team members is the CEO of a startup that creates robots for technology-assisted surgery.
• The others are members of the board of directors.
• Mark, a team leader with PhD in robotics, is having problems in the development of a new robot prototype.
• You participate in Mark’s team meeting to understand more. You took the following notes:
o Mark communicating general information, the team is trying to discuss a major problem that is
preventing the robot from working as required.
o Team member reviewed all the steps, still didn’t discover anything unusual.
o Another team members said that they have done different attempts to solve the problem, but no use. lOMoAR cPSD| 58675420
o All of the team suggested that Mark consult another manager from outside the team, but he refused
and said that he might have an idea on how to fix it.
o The team thought that an outside eye would have a solution, Mark refused, and said that he will solve it in 10 days.
Question 1-8: What do think explains Mark’s attitude and why he is reluctant to ask for external help?
• Mark lacks the Interpersonal skills.
• As the manager is someone who gets things done through other people in organizations, Mark is not
applying the Manager’s functions o Planning: a process that includes defining goals, establishing strategy,
and developing plans to coordinate activities.
o Organizing: Determining what tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.
o Leading: A function that includes motivating employees, directing others, selecting the most
effective communication channels, and resolving conflicts.
o Controlling: Monitoring activities to ensure that they are being accomplished as planned and
correcting any significant deviations.
• Mark does not have any management skills: o Technical Skills – the ability to apply specialized
knowledge or expertise. All jobs require some specialized expertise, and many people develop their
technical skills on the job. o Human Skills – the ability to work with, understand, and motivate other
people. o Conceptual Skills – the mental ability to analyze and diagnose complex situations.
Mark express himself as know it all, he wants to get all credits for himself. He is a snob, he has negative attitude,
and you cannot have the above attitudes in a team, as you should listen for others opinions because in this case
you don’t deserve to be in a team.
Question 1-9: Should the board intervene in managing this situation? What help can be given to Mark to
improve his work attitude?
Yes, the board should intervene in managing this situation not directly, but through the CEO, as it will affect the
employees satisfaction and the organization’s success. Mark should be advised to work on his interpersonal skills,
and management rolls and skills.
Yes, otherwise they will lose the other staff and lose Mark if he is one man show. They should intervene
politely, because you can’t change people’s attitudes easily.
Question 1-10: Let us suppose that the board decides to introduce to the team headed by Mark another
team member who has experienced similar problems in the past. How do you think the rest of the team and
Mark will react to this change? What can be done to favor a smooth integration of this new component of the team?
The team will be happy to have a new member who has experienced similar problems in the past, as they were
asking Mark to consult another manager from outside the group. As for Mark, he will refuse that, since he thinks that he knows it all. It might work or not. lOMoAR cPSD| 58675420 OB
Chapter 1: Ethical Dilemma: There’s a Drone in Your Soup (Pages 69)
• Drones are used for delivering ginger tear (Alibaba quadcopters), packages (Amazon’s octocopters), and
Nachos (Taco Bell Tacocopters).
• You are a leader of the Consideration of New Things team, and your boss is the Head of Interior Spaces.
• In a meeting, your boss announce that “Right To Drones Too (R2D2)”, has perfected their inside drone.
It’s small and light but can carry up to 10 pounds. It includes a camera, a speaker, and a recorder.
• The team was surprised as they had no clue that an inside utility drone was under development.
• The drones can fetch things off tables, get a latte, attend meetings, check over the employees’ shoulders
to see what they are doing, and they are accurate, agile, and super quiet.
• The company will get 100 drones for free by the next day.
• Each employee will have one drone.
• You suggest that the team takes the afternoon to set the ground rules.
Question 1-11: How might the R2D2 drones influence employee behavior? Do you think they will cause
people to act more or less ethically? Why?
There are two-sided implication of the new drones. First, new drone which is “always watching you” may prevent
employees from doing something unrelated to work. Employees will be inclined to act more ethically, afraid of
the new drones that can show up behind the shoulders any minute. On the contrary, this type of surveillance might
undermine manager-employee relationship, because many employees will perceive this unethical behavior and
lack of trust by the management. Overall, despite the beneficial characteristics of new drone, it is more likely to
negatively impact the organization and disseminate mistrust among employees.
The drones probably wouldn’t have a difference at first, on how the employees work. The drones would be like a
toy to amuse the employees for a while. The boss says the drone can fetch things off a table or grab him a latte
(among other things), and the employees would maybe be relieved by this. However, over time, they would
probably act less ethically. They would rely on the drones to do their jobs for them, and they would become lazy.
The boss would also be less ethical, because he says “the drone can watch over your shoulder to see what you’re
doing.” With all of this being said, the drone is basically taking on small responsibilities for both sides. The work
ethic in the workplace would be at an all time low and no one would feel motivated to do things if the drone can just do the job for them.
Question 1-12: Who should get the drones initially? How can you justify your decision ethically? What
restrictions for use should these people be given, and how do you think employees, both those who get
drones and those who don’t, will react to this change?
Governments are still pondering upon the regulations for drones, so there is no strict guidelines or ethical
procedural guiding the usage of new drones. If we consider the boss’s idea to hand out the drones to every
employee from the ethical standpoint, it might invade personal space of people. Therefore, I would suggest to
buy the drones in a way less amount (around 5-10) and hand them over to the boss and team leader of
Consideration of New Things team, so the managers can test the drones first. The boss can use it for his personal
need, whereas Consideration of New Things team can test the drone and come up with ethical conclusion of
whether it is suitable or not to use this drone by others. This will save a good manager-employee relations and
employees will not feel pressured or under surveillance. Also, no corporate policy law will be violated if drones
are first tested by managers. The company, on the other side, will have time to come up with internal regulations
related to the usage of these drones. Those employees who won’t get the drone should be delivered a decent
explanation standing upon the fact that there is no regulations or procedures justifying the usage guideline of these drones. lOMoAR cPSD| 58675420
I think the drones should only be given to 10 people at first. Having 100 drones given out at random… does not
seem like a good idea to me. I think the sample size should be 10 people, and they should be only able to use the
drones for office related uses. They should also not be allowed to let the drones do their work for them – a few
small jobs are fine, but the drones should not be sent to retrieve a coffee every single day. I think all employees
would be a little bummed about not getting their own drone, but the company can gradually build its way up to
giving every employee a drone when they prove themselves to be responsible enough to handle it.
Question 1-13: How will your organization deal with sabotage or misuse of the drones? The value of an R2D2 drone is $2,500
Unless there is a clear policy and procedure aimed on ethical usage of the drones, it is not recommended to use
the drones by employees. There are might be a number of undesirable effects and possible abuses which can come
along with the usage of the drones.
The organization would already have damage control processes implemented before ever handing out an R2D2
drone to any employee/boss/etc. Maybe a short-term warranty with the R2D2 company would be a good idea too.
Misuses and sabotage of the drones would induce disciplinary actions for the employees, and the responsible
party would have to shell out the cash (if any) for the damages they caused.
Question 1-14: Many organizations already use electronic monitoring of employees, including sifting
through website usage and e-mail correspondence, often without the employees’ direct knowledge. In what
ways might drone monitoring be better or worse for employees than covert electronic monitoring of Web or e-mail activity?
In the organization where I work, all personal emails are checked in case if someone sends confidential
organization files and all employees are aware of this. I think that this is widely acknowledged that IT department
can look through the visited web-sites and emails. However, looking though the web-site history and personal
email records by IT department is still more hidden form of monitoring than drones flying and around and
“watching you”. On the one hand, this feature of drones may undermine employee morale. On the other hand,
this may lessen the time spent on unrelated activities as well as become an obvious form of monitoring.
Employees who are afraid of email and web-site monitoring, will be highly unsatisfied with the new regulations.
Therefore, I believe that the manager should choose which option to select for based on the company’s culture
and possible repercussions on employees’ job satisfaction and morale.
For organizations, drone monitoring might be a dream come true. They’d supervise employees without even
having to get up from their desks. They could also see the workplace activities, maybe even send messages to
employees, etc. It could be worse for the employees for obvious reasons, like the fact that they can be watched
all the time. It’s creepy and some would say it’s invasive. Not to mention, some people may not even agree to
something like that. I personally, would not agree to be under the watchful eye of a drone. It doesn’t sit right with
me. Technology has taken over, and it will continue to progressively change the world. However, drones can be
good or bad, depending on who it benefits. OB
Chapter 1: Case Incident 1: Apple Goes Global (Pages 69+70)
• Almost all Apple product now are manufactured overseas instead of USA, which caused American
workers to loose 20000 jobs forever.
• More than 700000 job other than Apple are lost to other countries’ workers.
• Reasons: o Difference in wages. lOMoAR cPSD| 58675420
o The intrinsic characteristics, which Apple identifies as flexibility, diligence, and
industrial skills, of the labor force available to them in China are superior to those of the US labor force.
o Shorter lead times and faster manufacturing processes in China. o US stopped producing
people with the skills that Apple needs.
• To avoid trouble for future of the American workforce, the US workforce needs to:
o Be better led. o Better trained. o More effectively managed.
o More motivated to be proactive and flexible.
• Apple represents a company going global by switching from 100% American made items to 10%.
• iPhones is largely designed in US, parts are made in South Korea, Taiwan, Singapore, Malaysia, Japan,
and products assembled in China.
Question 1-15: What are the pros and cons for local and overseas labor forces of Apple’s going global?
What are the potential political implications for country relationships?
Below is given some pros and cons of local and overseas labor forces for companies going global, like Apple.
Pros for Overseas Labor Forces
Cons for Local Labor Forces Getting more employment
Loosing employment opportunities
opportunities, thus unemployment rate will be decreased
Opportunity of learning new skills
May loose skills, who doesn’t have transferable skills Loosing live hood
Potential political implications for country relationships can be:
• Relationship may get negative impact, as one country is gaining and other one is losing opportunities.
• Positive economical impact will be in the overseas country, due to create more employment opportunities,
the country’s unemployment rate will be lower. But local country’s unemployment rate will get higher.
The decision by Apple to go global by manufacturing its products in China by using the inputs which were sourced
from many countries is advantageous to the labor force of the overseas where the new jobs are actually created
in addition to the spillover effects which will generate other advantages to the local economy.
The local low-skilled labor forces actually will suffer from the loss of jobs while the higher skilled labor forces
who are involved with the development of products can benefit if the products of Apple continue to be demanded in large quantities.
Whereas ``Export of jobs'' may establish tension between the United States and China, the companies of the U.S
could benefit if the wealthier labor force of China increases their demand for the United States designed/made products.
Question 1-16: As a U.S. corporation, does Apple and its management have a moral obligation to provide
jobs for U.S. employees first? If this is the case, then does this put international employees at a distinct disadvantage?
• I believe Apple is justified in drawing the observations and conclusions expressed in the case as they have
experience in this industry for numerous years and would have experienced the declined in the US or
Canada having enough skilled and flexible persons that would have the ability to work in their factories. lOMoAR cPSD| 58675420
With that said, they would then have to figure out where they could find enough skilled labor’s that could
keep up with the growth of their company. Hence, China proved a better fit, regardless of the fact that they have cheaper labor.
• It can be both a negative and positive thing that the executives at Apple have voiced these opinions.
Negative in the sense that persons in the US who do possess the skills/flexibility the company speaks of,
may feel as though they are being overlooked or that the company isn’t necessarily trying hard enough to
find skilled labor’s in their own country. It may be a positive in that, persons who had the misconception
that Apple only chose to have manufacturers in China because of cheaper labor would now be aware of
the true reasoning behind their decision and would hopefully find ways to increase the skills in their own
country (Canada or the US) which would then create more job opportunities for their people.
• Apple does not have a moral obligation to offer jobs to the U.S employees first since to succeed in China,
which is a foreign country it has to consider the locals first and their qualifications. As a matter of fact,
Asia has not a supply chain but also a pool of knowledgeable workers to which America cannot match.
Question 1-17: Is it possible for U.S. managers to organize, motivate, and ensure quality in their Chinese
manufacturing facilities
From my point of view below recommendations can be worked to increase worker flexibility and diligence to
increase the competitiveness of their manufacturing sites:
• By providing incentives or bonus: Workers are better motivated with incentives and a good communication
with the employer or the owner of the company. It will boost their satisfaction level, which in a result will
increase the worker flexibility and diligence.
• In House training: I would recommend In-house training for staffs that are lacking, a much more
communicating boss that would listen and understand the employees. In-house training will increase the
skills and potentiality to perform better.
• Team work: By increasing team work will help the employees to know their strengths and weaknesses.
• Flexible working hour: By providing flexible work hours, encourage breaks, sabbatical leave and
encourage interest of the staffs, which will also assist to create worker’s flexibility and diligence.
It is possible for the United States managers to organize, motivate as well as ensure quality in the n
Chinese manufacturing facilities as they can collaborate with the Chinese managers who are managing
these facilities to motivate, organize and ensure quality in the production. The manufacturing facilities i
China are a subsidiary of the Apple Company and therefore, it is easy to collaborate and adopt strategies
that are being used in the parent firm to ensure quality. OB
Chapter 1: Case Incident 2: Big Data for Dummies (Pages 70+71)
• To ignore Big Data benefits is to run the risk of missed opportunities.
• Organizations using big data are quickly reaping rewards, as they will gain a “huge competitive advantage.”
• The problem with Big Data is in interpreting the new kinds and volumes of the collected data.
“Determining how to get value” was identified as the number one challenge of big data. lOMoAR cPSD| 58675420
• Points to ponder when hiring data professionals: o Look for candidates with a strong educational
background in analytics/statistics. o Have specific experience in your industry or a related industry. o
Search for candidates from industry leader organizations that are more advance in big data. o
Communication skills are a must.
o Find candidates with a proven record of finding useful information from a mess of data,
including data from questionable sources. o Look for people who can think in 8-10
week periods, not just long term. o Test candidates’ expertise on real problems.
Question 1-18: Let’s say you work in a metropolitan city for a large department store chain and your
manager puts you in charge of a team to find out whether keeping the store open an hour longer each day
would increase profits. What data might be available for your decision-making process? What data would
be important to your decision?
If I were to need to collect data to see whether the store should be kept opened another hour I would first observe
how busy the area is around that time. I would then check if the traffic flow is consistent with our target market.
I would then look at the possible amount of money that could be made based on another store chain data that is
open later with the similar environment. I would also observe competing stores in the same area with the same
target market and how long their stores are open and how busy they are.
1. The data that might be available to my decision making process to see whether keeping the store open an
hour longer each day to see if profits would increase are:
a. Attendance: Attendance should be monitored and is important in determining if the store hours should
be extended by one hour. This is because by knowing how many people come in to the store during
the extended hour, you will see people who are still interested in coming into the store to browse the
products being sold. This makes each person a potential customer and if there is a high enough
attendance in the added hour, there is a good chance that these potential customers will purchase something.
b. Sales: I’m sure you have heard the quote, “Sales is the lifeblood of a business”, which totally makes
sense because in reality with no sales, there is no business. Sales is important in determining if being
open an extra hour will be feasible. Being open an extra hour increase cost because wages must be
paid, electricity usage will increase, etc. So in order to determine if the extra hour is a logical choice,
profits must be higher than cost. If sales are low during the added hour it doesn’t justify being open
longer. The whole point of this experiment is to see if profits would increase so this is fairly important.
c. Customer’s comments or critique’s, on the extended hours. Feedback and networking is also
important. Hearing out what your customers have to say about the extended hours is very valuable.
By having proper communication with your customers, they can give you a good idea of what people
think and if the extended hours was a good idea. You will see by having proper human skills, you will
be seen as invaluable because of the high demand for superb customer service in today’s modern businesses.
2. As the manager the data that would be important to my decision in extending the store hours by one hour
is to review past trends, from when this experiment began. It is important for a manager to have conceptual
skills, which will help find, if any, a correlation between profitability and the number of hours the store
was open. As I have addressed before, under sales, since the store will be kept open for an extra hour daily.
Cost will increase. By doing an analysis of cost vs profits, we can forecast if having the store open an
extra hour hurts the business or increases revenue. With this information the higher ups can finally
determine if being open an extra hour is the right direction for this store. lOMoAR cPSD| 58675420 - What my competitors do.
- What is suitable for my customers. - Purchasing per hour - Employee’s productivity - The value gained
Question 1-19: What kinds of data might we want in OB applications?
I believe that Job satisfaction is probably the most important data to collect. A survey that exhibits whether
employees are content at work or dissatisfied and why, can give a higher understanding of what changes may
need to be made. With a high job satisfaction there’ll be less absenteeism, and employment turnover. With an
enhanced productivity and human performance.
In organizational behavior applications the kinds of data that we want is
1. Psychographic data: Psychology is a discipline that contributes to the OB field. Finding out people’s
values, opinions, attitudes, interest and lifestyles is the kind of data needed in OB applications. By
knowing this information an organization can find better methods to make its own organization work more
productive and effective. Many businesses use this to their advantage. By knowing this information an
organization can prevent future problems from arising and/ or increasing job satisfaction, human
performance, employment turnover, etc. Furthermore it encourages proper and accurate evidence-based
management which complements systematic study.
2. Demographic Data: Sociology is also a contributing factor to the OB field. This helps us understand people
in relation to their social environment or culture. By having demographic data, an organization can better
understand what cultures, race, level of education, etc., the company is dealing with. Having this
information can help an organization with the management between people of different cultures. It is
widely known that all cultures are different in many aspects but some have many similarities. Knowing
the difference and how to complement each one can increase motivation within an organization and
encourage diversity. Anthropology helps us understand the fundamental values, attitudes and behavior
among people in different countries within different organizations. Different cultures communicate
differently and in many cases words and expressions mean different things to other cultures.
Understanding this can prevent future issues and help meld people of different cultures into one cohesive organization.
Data related to the behavior of employees in the context of job satisfaction,
absence, employment turnover, productivity, human performance, motivation, attitude, and management.
Question 1-20: As Braverman notes, one problem with big data is making sense of the information. How
might a better understanding of psychology help you sift through all this data?
A better understanding of psychology gives you the advantage of understanding why people behave a certain way,
and why they make certain decisions. This gives you an advantage of better understanding data and making sense
of it, since you have and overall understanding of the human mind and behaviors.
Understanding the psychology of individuals’ helps transforming the data into useful
information as it explains the behavior of humans what motivates them and why, their
attitude, personality, emotions, leadership…etc.
Understanding psychology helps in extracting the useful information from the big data on which
it will helps in the decision making process lOMoAR cPSD| 58675420 OB
Chapter 2: Case Incident 1: Can Organizations Train Diversity? (Pages 100+101)
• Two police officers got certified by (RITE) as cultural diversity trainers to work with other members to
improve relations between police and community and save lives.
• (RITE) help police officers to:
o Learn ways to understand their biases o Improve their communication skills by focusing on
emotional and social intelligence. o Improve their ability to deescalate charged situations, to
reduce use of force incidents.
• Police in US is pushing to implement training to improve diversity because everyone is debating the use
of excessive force by police against minorities. Some states now require:
o Hiring of monitor to analyze patterns of arrest and force. o Diversity training for police. o Use of body cameras.
• How effective is diversity training? o A large scale review found that it is quite effective at improving
the way trainees think about diversity.
o Although it affects behavior to lesser degree.
o It worked best when accompanied by other diversity management approaches that focused on
diversity skill development and awareness, and when continuously implemented over time.
o The most effective programs engage people in working toward diversity goals, increase contact
among various demographic groups, and draw on people’s desire to help one another.
• Diversity obstacles: We are wired to make quick interpretations and automatic judgments.
• Some diversity programs have failed because they try to control managers’ and employees’ behavior.
• Other programs promoted for changing the decision-making context and environment (changing the
diversity policies and climate) so that employees can become more aware of their biases and make
decisions that do not discriminate toward others.
• Managers in different industries are motivated to implement diversity management activities to promote equity.
Question 2.12: If you were to develop your own diversity training plan for an organization, what would you
do? What parts of the training plan do you think would have to be present for it to work?
When developing a diversity training plan for an organization, I would first check the specific demographic group
that is underrepresented in the workforce. When I have already gotten the information for specific group of people
that have been underrepresented, the next thing to do is to target recruitment messages. Targeting recruitment
messages means placing advertisements in publications geared towards that group. Some of the training plan that
need to be done are improving the recruiting practices of the organization, making selection systems more
transparent and provide training for those employees who have not had adequate exposure to diversity material in the past.
For my training plan, I would make it very informal and let the staff take turns running a short program about
their culture or special traditions in their household. I would be present for every meeting if possible. It would
be interesting to see the staff plan an event and let people be creative. I would like to see either an oral presentation
or a lunchtime presentation with ethnic foods involved or possibly a guest speaker on a subject. I think that with
everyone playing the part of the host, it will help everyone come together and help encourage each other and
people would learn and experience a lot of different things they otherwise would not. With the world being so
small and different races and cultures all around us, it is very important to try and learn as much as we can about
each other so we can all work together. lOMoAR cPSD| 58675420
Question 2-13: A variety of industries have unique problems that come with a lack of understanding of
diversity. Can you think of any industries struggling with a lack of diversity? How can diversity training
be tailored to these industries?
Microsoft, Society of women engineers are the organizations that are struggling with diversity. They are
institutions with a significant number of underrepresented minorities. Diversity can be tailored in these industries
by encouraging networking between them. Another thing one would do when training diversity in those groups
by first identifying underrepresented group of members in the institutions. If women are few in leadership roles,
then they will be need for recruiting some. By recruiting activities such as placing advertisements in publications help.
Some industries and companies suffer from a lack of diversity and are currently challenging themselves with
changing the culture of the company. One of these industries is technology and a big player in the technology
sector, Google, had struggled with diversity within its workforce. There has been some backlash from current and
past employees about a concern over Google’s lack of diversity while others have stated that Google takes
diversity in the workplace too far. So obviously, diversity training means different things to different people.
For diversity education to work, it needs to be ever-present and sometimes not so formal. An office can simply
celebrate a different culture’s holiday or have someone give a brief explanation of a different culture’s holiday
and the significance surrounding it. These simple things will help diversify a workplace and help people feel
appreciated and valued. Another way to help foster a more diverse culture is to allow people to discuss openly
their concerns with each other. If done in a professional manner people will often realize that interpersonal issues
are often a product of miscommunication.
Question 2-13: Do you think diversity training is effective? If so, what about it makes its effective? If not,
what would you do to improve diversity outcomes in organizations?
Diversity training is effective. It is effective since there will be no discrimination in the workforce. Diversity
training help managers learn about the legal framework for equal employment opportunity and encourage fair
treatment of all people regardless of their demographic characteristics. Diversity training teach managers how a
diverse workforce is able to handle a diverse market of customers and clients. Diversity training also foster
personal development practices that bring out the skills and abilities of all workers acknowledging how
differences in perspective can be a valuable way to improve performance for everyone.
I believe that diversity training is effective because once people can learn and appreciate different races and
customs then it is easier for people to feel comfortable around others that are different. One reason people in the
workplace that are different might not work well together is they are unable to relate to each other or know nothing
about each other's customs. Not knowing someone on a deeper level might cause there to be a barrier to forming
a more cohesive working relationship. Once people are engaged in dialogue and understand other customs,
upbringing, and beliefs then they can have mutual respect and understanding of how to interrelate. When I was
running my dental office, I would routinely have people discuss their religious or native holidays so others in the
office could learn something new and relate better to someone a little bit different. Thus, helping the employees
engage in deep-level diversity discussions. Employees and patients would often bring in foods from their
respective foreign homes and it would be a great way to help the staff relate to each other and our patients. OB
Chapter 2: Case Incident 2: The Encore Career (Pages 101+102)
• In this study, age diversity in organizations is discussed. Many individuals are now working passed the
age of retirement. This can cause problems in the work place with age discrimination with stereotypes
such as that older workers are lower performers. Researchers find that this is not true. Older people have
more experience and typically hit the ground running and fit into the organizations better. People who lOMoAR cPSD| 58675420
are retired are not really retiring, but instead turning to part-time stay at home jobs, and/or they are
creating their own businesses. It also says in the economy companies need to start looking into recruiting
out and retaining the older generation, which is one of their greatest assets.
• Over the past century, the average age of the workforce has increased as medical science has continued
to enhance longevity and vitality. As we discussed in this chapter, many individuals will work past the
previously established ages of retirement, and the fastest-growing segment of the workforce is individuals over the age of 55.
• older workers face a variety of discriminatory attitudes in the workplace: o Stereotypes in researches
inferred that older workers are lower performers. Research, on the other hand, indicates they are not, and
organizations are realizing the benefits of this needed employee group.
• One HR director for engineering firm is actively recruiting the older workforce. He describes the older
workers: “Typically hit the ground running much quicker and they fit into the organization well.” o They
bring to the job a higher skill level earned through years of experience o Remember an industry’s history.
o Know the aging customer base.
• The U.S. Bureau of Labor Statistics reports that the average job search for an unemployed worker over
age 55 is 56 weeks, versus 38 weeks for the rest of the unemployed population.
• The encore career (unretirement): Older workers who aren’t finding fulfilling positions: o Are seeking
to opt out of traditional roles. “Older people are starting businesses more than any other age group.”
o Are seeking to work in nonprofit organizations, where the pay may not equal the individual’s
previous earning power, but the mission is strong. “They need the money and the meaning”.
• “In this knowledge economy, the retention of older workers gives employers a competitive edge by
allowing them to continue to tap a generation of knowledge and skill, New thinking by HR professionals
and employers will be required to recruit and retain them. Otherwise, organizations’ greatest asset will walk out the door.”
Question 2-18: What changes in employment relationships are likely to occur as the population ages?
The changes in employment relationships that are likely to occur as the population ages are an increase in
experience, a commitment to quality, and a strong work ethic. The longer an employee is at a certain job, the
more likely they are to stay at that job. In addition, relationships such as increased tenure of employees will
become inevitable. Most of the changes as the population ages are positive in the workforce, but there can be
negative effects such as a resistance to new technology and/or a lack of flexibility. There is also a strain because
older people are not retiring and staying at their jobs longer; this causes students that have just recently graduated
college or any of the younger generation to have to try even harder to get a position, when none are opening or
because the older people have years of experience.
The key changes in employment relationships that are likely to occur as the population ages include:
significant increase inexperience,
• good judgment, A strong work ethic, Commitment to quality.
However, while researchers deem the afore mentioned changes as positive, there also exist negative changes that
are likely to occur as the population ages. These negative changes include: alack of flexibility and a resistance to new technology.
Question 2-19: Do you think increasing age diversity will create new challenges for managers? What types
of challenges do you expect will be most profound? lOMoAR cPSD| 58675420
Increasing age diversity will create new challenges for managers because every age group is accustomed to doing
things differently. This will create challenges because the manager will have to learn how to deal with a variety
of age groups. The older generation is not up to date with technology and can be known as being resistant to new
technology. A challenge a manager could see would be how to get the older generation how to learn this new
technology and be open to it. They could send them to classes and have on the job training. A challenge would
also be how to keep them up to date on maintaining their skills. Technology is rapidly changing every day and it
will be tough for managers to keep up with all the new ways of incorporating things and getting the older
generation to be open to the new technology.
Increasing age diversity will certainly create additional challenges towards mangers. It is ultimately up to the
older workforce to maintain their skills using newer technology.
I would have to say the most profound challenge associated with increased age diversity will be integrating
newer technology and practices in corporations to the older workforce. Technology these days is rapidly
progressing and it will prove tough for managers to stay on top of their older employees to stay up to date with
the most common practices and technology.
Question 2-20: How can organizations cope with differences related to age discrimination in the workplace?
How can older employees help?
I think one of the best ways for organizations to cope with age differences related to age discrimination is to have
the younger and older generations interact with each other. This can be beneficial to not only the company on
fighting age discrimination, but could also benefit the employees. Pairing up the younger generation with the
older generation could boost creativity and productivity. The younger generation could learn from the older more
experienced generation; they could learn how the company runs and have more hands on training. The younger
generation could then help the older by teaching them technology and getting them used to using it. They can
also feed off each other’s ideas. The older employees help the younger by teaching them that hard work pays off
and how one individual being positive and having great skills can make for a better work environment.
Organizations can cope with the differences related to age discrimination in the workplace could include
• Blending older generational employees with newer ones.
• Teaming up the young with the old and having these individuals feed ideas off of each other The younger
employees can assist the older ones by teaching the use of new technology.
On the other side of things, the older generational employees who are shown to have positive qualities such as
“experience, judgment, a strong work ethic, and commitment to quality. The older work force can help by
teaching the younger work about their experience, judgement and strong work ethics OB
Chapter 3: Case Incident 1: On-Boarding … On-Leaving (Pages 129+130)
• Introduction: On boarding can be defined as a mechanism through which new employee acquire to
necessary knowledge, skills and behaviors in order to become an effective organizational members and insiders.
• Rebecca, a quality assistant is disappointed from her work by the end of her first week.
• Although she signed her contract 2 months ago, she found the following on her first day:
o Nobody at the company was informed of her arrival.
o No desk nor computer prepared for her. o The IT department wasn’t informed a week earlier. o
She had to use the desk of a sick absent colleague.
o No one told her were to buy a sandwich.
o Met her boss for 10 minutes only, in the first day. lOMoAR cPSD| 58675420
▪ He had more important meeting.
▪ He didn’t socialize her with the new tasks as a new comer.
▪ Gave her a vague indication about her mission.
• Both the boss and the team didn’t manage the On-Boarding process well:
o Her boss didn’t introduce her to the rest of the company during Thursdays afternoon meeting.
o Her team didn’t put any effort to facilitate her integration:
▪ Didn’t give her information about projects.
▪ Didn’t explain her tasks in the company.
▪ Told her that things are not organized at the company.
• Rebecca decided to look for a new job after few months as she lost her interest and her engagement dropped.
• Attention to the On-Boarding process will: o Ensure a high level of job satisfaction. o Avoiding high
turn-over rate. o Enable new comers reach their highest productivity.
o Long-term benefits via employees satisfaction.
• Failing to manage On-Boarding process will:
o Reduce New-comers satisfaction.
o Increase their turn-over, which will coast money:
▪ Between 100%-300% as replacement salaries.
▪ Up to 8 months that new comers reach high productivity levels. • All Managers should:
o Be trained to welcome new comers. o Plan everything for new comers in advance. o Meet
properly with new comers on day one. o Facilitate the integration for new comers in the company. Professor’s Comment:
This case is about the importance of orientation. Rebecca and company didn’t do their part. The company didn’t
do orientation, while Rebecca was shy and have an introvert personality.
Question 3-14: What, in your opinion, were the mistakes made by Rebecca’s boss and colleagues during
the first weeks of her new employment? What could have been done differently in welcoming Rebecca?
There are few mistakes that have been made by Rebecca’s boss as well as her colleagues during the first week of
her employment. This mistakes may seems to be a small issue to Rebecca’s boss and colleagues but they don’t
really realize that it will give a huge impact to Rebecca mentally and physically and this issue has the possibilities
to be a serious issue if it continues in a long run. In this new Era, it is very common to face this type of problems
at working environment, however, it is best to avoid this type of issues for the sake of employee’s job satisfaction
and as well as company’s reputation. I strongly belief that it is always best to keep in mind that a company with
a very high performance should always prioritize their staff.
1. The very first mistake that has been made by the company, where it could be the Human Recourses
department or the Administrative department or the boss itself is not informing all the staff in the company
about Rebecca’s arrival to the company which gave her a very bad impression towards the company which
will somehow reflect her job involvement. It is very obvious that Rebecca has some good energy and
eagerness about her first day of work but unfortunately she got very disappointed when she got to know
that no one has been informed about her arrival. This situation somehow directly or indirectly will affect
Rebecca’s involvement in work as she wasn’t even provided with a desk nor a computer to use. As a
productive company, it is very important to understand and provide the need of the employee and this
company has failed in that way. Jobs are a venue for employees to grow and learn and in order to achieve lOMoAR cPSD| 58675420
that the company should have created the sufficient facilities for Rebecca by preparing the desk and computer.
2. Furthermore, Rebecca’s situation got worse when she don’t really know the placement of every facilities
in the company and got lost while finding for the cafeteria. In this situation, the major mistake is made by
Human resources department as they are truly responsible to do an orientation or an induction programme
for the new hire and bring the new hire for a tour to get to know every facilities that the company provide.
This is the reason why Human Resource department plays the major role in welcoming the new hire. It is
very important to make a proper orientation and a personalized introduction towards the company so that
the new hire like Rebecca could have a clear information on how the company works. In that case, Human
resource department has made a mistake which has lead Rebecca to got lost in the company’s hall and it
is also said that a successful induction programmes can also leads to cost saving.
3. Besides, this mistake that has been made by Rebecca’s boss can be considered as a major mistake as the
boss didn’t give importance to the new employee instead ran to a ‘more important’ meeting. By saying
that, Rebecca’s boss would have been a good role model by being an example and not by only providing
her a 10 minutes time and spent it by only giving her vague indications about what her new mission in the
company will entail. This clearly shows that the boss does not give importance to the socialization of
newcomers into organization. A great socialization of new comers will always result in a better retention
of employees, increased in productivity and decrease in recruitment and training cost but in this case,
Rebecca’s boss has failed to do so by not providing sufficient time and knowledge for Rebecca to learn or
know more of the required social and task knowledge that she need to give attention. This situation will
eventually distract Rebecca to start her work more confidently and put down her ability to be an
organizational insider. Adding to the point, Rebecca’s situation become worse when the both the boss and
the team badly managed the relational implications of the on-boarding process. It is proven when the boss
made another mistake by not introducing Rebecca to the rest of the company while other newcomers were
introduced during the weekly meeting. This mistake gave her a huge impact and frustration because that
shows that Rebecca wasn’t treated with high consideration and respect. Rebecca would have expect that
her boss or the higher authority will treat her with appropriate concern for her interest to be a part of the
company, however, the higher authority nor the boss has failed to achieve that responsibility.
4. Moreover, due to the organization, the Human Resource department, the boss and the higher authorities’
mistakes, Rebecca’s colleagues also started to be bias towards Rebecca by not having a good teamwork.
This is proven when Rebecca’s colleagues failed to provide her with the information on the project they
were working on at the time and as well as with the company’s culture. Again, a proper orientation or an
induction programme or a great socialization wouldn’t have let Rebecca to go through this situation and
would have not allowed her colleagues to treat her bias. Ineffective on-boarding may arise a lot of conflict
to the newcomers like Rebecca. Due to the ineffective on-boarding, Rebecca has faced issues from the
first day itself and this will eventually affect her participation in work, her interest towards the job will be
affected as well and this will cause a lack of teamwork, lack of communication and lack o0f involvement to arise.
The first step that the company would have done is
1. To make sure that the Human Resource department or the respective department to be really alert on
Rebecca’s arrival and to make sure that the news regarding her arrival has been informed to all the
staff in the weekly meeting before Rebecca’s arrival itself. Then, the next step that the company would
have given prioritize is to make sure that Rebecca has been facilitated with all her needs and gives
importance to her comfort in the workplace by preparing a place for her before she arrival to the
company. Then, before few days of her arrival, it is very important for the human resource department
to finalize all the paperwork that has to be provided to Rebecca on her first day to know more about
the company and not to just start her job with a clueless mind. lOMoAR cPSD| 58675420
2. On the first day of Rebecca’s arrival, an orientation or more likely an induction programme should
have been applied so that Rebecca would have known each and every staff in the company from
various department. In this way, it would help Rebecca to be more comfortable with her colleagues
than being awkward not knowing anyone from her department nor other and would be able to learn
new things from various department as well. Plus, the Human Resource management or the respective
higher authority should have explain to Rebecca about the hierarchy and why each individual is
important in the organization and in that way Rebecca would have been able to know everyone’s
position in that company which will help her to handle a situation later or sooner.
3. Then, by conducting an orientation or an induction programme, Rebecca should have given with a
transparent and open explanation of the organizational structure of the organization which will allow
rebbeca to know about all the facilities that the organization has and this will also help her to not to
waste her time to find for every place all by herself and got lost.
4. Then, the Human Resource department should have scheduled a meeting with her boss and another
one with her colleagues. This meeting with her boss will help her a lot to create a good bond between
the boss and Rebecca and that would be a golden opportunity for Rebecca to know more on how the
organization works, Rebecca’s job scope, the rules and regulations of the company, the policy and
confidential of the company and Rebecca could also use this opportunity to clear all her doubts if she
has any. This meeting is very important as it creates the comfort in between boss and Rebecca as
Rebecca can be more productive only if she is feels comfortable and be satisfied with the environment and her job.
5. Next, a scheduled meeting with her colleagues is also very important as she will be working as a team
to complete a project and a good relation is needed in order to achieve that and this meeting will surely
allow Rebecca to get in contact with all of her workmates. In that way, Rebecca and her colleagues
could be able to get to know each other and be more comfortable through this meeting. Besides,
Rebecca also would be able to know all the information regarding their current project that Rebecca
would be engaged as well and Rebecca would be able to start up her work with more confidence.
6. By in Rebecca’s first week, her boss could have ordered for a meeting which comprise of all
departments whereby Rebecca will be officially introduced to everyone in the company together with
the higher authorities and a video of each departments should be played during the meeting so that
Rebecca would have known more regarding how each and every departments plays the role.
7. Lastly, Rebecca should have introduced with the projects that she would be engaged and to the group
members that she would work with so that she can start to be more involved with her job that has been assigned.
Question 3-15: Discuss how a newly hired employee who goes through a similar poorly managed
onboarding process may react if they do not have the option of changing their job quickly. What
consequences would this have for the company?
The employee in this case will have a very negative effect on the company, as the employee with low job satisfaction will:
1. Have a very low job performance.
2. Not act positively (employee’s organizational citizenship behavior).
3. Be negative, which will affect the customer satisfaction.
4. Have a counterproductive work behavior (Absenteeism and turnover).
Question 3-16: What might organizations do to ease the integration of newcomers into the company and
enhance their job satisfaction? lOMoAR cPSD| 58675420
The organization should consider some characteristics that likely influence job satisfaction: 1. Job conditions.
2. Personality. (Core self-evaluation) 3. Pay (salary).
4. Corporate social responsibility. lOMoAR cPSD| 58675420 OB
Chapter 3: Case Incident 2: Job Crafting (Pages 130+131)
• Fatima, a midlevel manager, seems to be doing well:
o She’s consistently making her required benchmarks and goals o She has built successful
relationships with colleagues o Senior management has identified her as having “high potential.”
• She is not satisfied at her job:
o She’d be interested in understanding how her organization can use social media in marketing
efforts at all levels of the organization, but her job doesn’t allow her.
o She wants to quit and find something that better suits her passions, but in her economic situation this may not be an option.
• She has decided to proactively reconfigure her current job, as she is part of a movement toward job
“crafting,” which is the process of deliberately reorganizing your job so that it better fits your motives,
strengths, and passions. She crafted her job by:
o Noticed that she was spending too much of her time monitoring her team’s performance and
answering questions, and not enough time working on the creative projects that inspire her.
o She then considered how to modify her relationship with the team so that her activities
incorporated her passion for social media strategies, with the team’s activities more centered on developing new marketing.
o She also identified members of her team who might be able to help her implement her new
strategies and directed her interactions with these individuals toward her new goals. • Result:
o Her engagement in her work increase o She also developed new ideas that were recognized and
advanced within the organization.
o She found that by actively and creatively examining her work, she was able to shape her job into one that is truly satisfying.
• Proactive individuals are often self-empowered and more likely to seek workable solutions when they are
not satisfied. Fatima exhibited a proactive personality, so she will:
o Be successful in her customized job o Experience increased well-being. o Encourage all
employees to be proactive in creating their best work situations.
Question 3-17: Fatima chose to remain in her old job rather than looking for a new one elsewhere. What are her constraints?
Fatima has financial constraints. She does not have the luxury to quit one job and look for employment that
would be more satisfying and something that would incorporate her passion of using social media marketing.
Another constraint is that Fatima must continue to satisfy her existing job duties. However, she was able to
analyze her individual job performance and incorporate duties that satisfied her passion. Her proactive attitude
allowed her to envision change to incorporate her passion within the confines of her job functions.
Fatima has financial constraints. She is just a midlevel manager with not very high pay. Due to current
economic environment she does not have the luxury to quit current job and look for new job that would be more
satisfying and something that would integrate her interest of using social media in marketing efforts.
Another constraint is that Fatima must proceed her job to fulfil her current job duties. She was able to analyze
her individual job performance and incorporate duties that satisfied her passion. Her proactive attitude allowed
her to envision change to incorporate her passion within the confines of her job functions.
Question 3-18: Fatima is described as having a proactive personality. What does this mean and what is the pre-requisite for it? lOMoAR cPSD| 58675420
Those with proactive personality identify opportunities, show initiative, take action and preserve until meaningful
change occurs. An individual acts according to the need of the situation in advance rather than waiting for the
thing to happen. (Chiu, Owens and Tesluk,2016). Proactive individuals have many desirable behaviours that an
organizations need. They have a higher level of job performance and do not need much oversight. They are
receptive to changes in job demands and succeed when they can informally tailor their jobs to the strengths. The
prerequisite of proactive personality involves proficiency and the adaptability of the individual to the situation that may come in their way
Question 3-19: Are there any potential drawbacks to the job crafting approach? If so, how can they be minimized?
There are potential drawbacks to job crafting. One such drawback is having rogue دساف employees. Allowing
employees free control to redefine their duties can result in chaos. Having employees take a proactive approach
to incorporate interests or passion while still fulfilling their existing job duties would however be beneficial.
Having employees that are happy within their positions increases productive and profits. The company needs to
encourage employees to broaden the scope of their jobs to include their personal passion and interests that are
relevant and that does not neglect their duties. Having clearly defined job descriptions would aid managers and
employees to clearly know their expectations.
There would be a conflict if individual’s goals are different from the organization’s goals, because the organization
is not flexible enough to accept all individual’s goals. A potential drawback to the job crafting approach would be
the decrease the focus on the job to be done. The modification of the job methods may lead to more inefficient
ways of completing the task, and therefore a loss of productivity. These concerns can be minimized by closely
supervising the amount of production OB
Chapter 4: Case Incident 1: On the Costs of Being Nice (Pages 163)
• This case study is about the advantages and disadvantages of one of the personalities types: The Agreeable people.
• The Agreeable people tend to be kinder and more accommodating in social situations, but is potentially
have lower earning, and the reasons of that (according to research) are:
o This personality type is less adept in distributive bargaining (which is creating a win-win situation),
so they negotiate lower salaries for themselves.
o This personality usually choose to work in low salaries jobs.
o This personality doesn’t put effort to emerge as leader, and engage in lower degrees of proactive
tasks behaviors, and that certainly doesn’t help their pay-check.
• Benefits of being agreeable are:
o They are better liked at work. o Generally happier at work and life. o They don’t define a happy life according to earnings.
Question 5-14: Do you think employers must choose between agreeable employees and top performers? Why or why not?
Sometimes employers must choose between agreeable employees and top performers depending on the nature of
the job. An employer should choose the type of individual who is a better fit for the position and company. For
example, an agreeable employee may not fit well in the culture of an aggressive or high pressure sales driven job.
However, in most cases, I believe an organization benefits from both agreeable employees and top performers.
The case study describes agreeable employees as people who are nicer, more accommodating and well liked.
These types of employees mix very well in an organization and believe in team work. They like to work in
harmony and create a respectful environment. They may also tend to be more committed and loyal to the company. lOMoAR cPSD| 58675420
Agreeable employees also like to “engage in lower degrees of proactive task behaviors, such as thinking of ways
to increase organization effectiveness” (Robbins, p.169). These are some of the benefits of having agreeable
employees. The downside is that agreeable employees often earn less and are less likely to become top managers and leaders.
There are also advantages of top performers, the first being the obvious. Top performers usually exceed their
goals which helps to grow the company. They are more likely to take risks and be more aggressive. They tend to
take on more responsibility and are ready and willing to take on leadership roles. This type of employee will
demand a higher salary, but their performance usually warrants it.
Employers must chose agreeable employees because they can give full commitment to the obligations entrusted.
Organizations are often looking for employees have high performance and dedicated in carrying out their duties.
Agreeable employees could be more motivated to be a good employees with appropriate training and leadership application that they have.
Top performers like to do the work that only depends on their job title, they will not do extra work. In addition to
their high salaries, which is usually more than the work done.
Question 5-15: Research seems to suggest that agreeable individuals make fairly poor managers and
decision makers. Why might this be the case? What are the implications for organizations? How does this
affect their earning potential?
According to an article in The Conversation, “Agreeableness is a personality trait characterized by compassion,
friendliness, politeness, and empathy. People high in this personality trait can be described as nice; they tend to
make good friends, are good listeners and team players”. Agreeableness would be an important virtue in positions
that require constant communication, team work and compassion such as health care, education, and customer
service jobs. Working overtime to help your team with a project, offering to take over a specific task, or shift at
work when needed, offering advice or peer coaching when an opportunity arises, or going above and beyond to
help resolve a customer’s problem are all examples of being an agreeable employee.
Agreeableness can be harmful to one’s job performance when an employee puts other people’s needs before their
own. In being too nice and trying to accommodate others, their work may get behind and suffer, which may cause
them to sacrifice their own success. Also, being too agreeable can be a problem if the employee needs to make
hard decisions or deliver bad news.
This is because agreeable people are less adept with negotiation, they are less knowledgeable to creating winwin
situation, and they are week in decision making. This personality is weak in decision making and proactive task
behaviour. They cannot come out with perfect ideas or ways to increase the organizational effectiveness. Their
earning potentials usually not exactly what they should get, as they often negotiate lower salaries for themselves
than they might get. They cannot make decision to evaluate job to get equal work reward.
Question 5-16: Agreeable individuals tend to be attracted to specific types of occupations and follow
different career paths. What has research indicated in this respect? What are the implications and where
are you more likely to find agreeable employees
The research indicates that agreeable individual personality is more compliant and rule abiding. They just do their
works without any complain and by follow the stipulated rules. Agreeable people can contribute to organizational
performance and engaging in organization citizenship behaviour by doing their job well and help the organization
to success. Agreeable employees can be found when the personal goal and organizational goals is synced. OB
Chapter 4: Case Incident 2: The Clash of Traits (Pages 164)
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