it's about case study
Case Incident 1 THE NICE TRAP? In these pages we've already noted that one chenside of agreeableness is that agreeable people tend to have lower agreeable employees for other reasons They are more levels of career success. Though agrecableness doesn't ap- pleasant to be around, and they may help others in way pear to be related to job performance, agreeable people that aren't reflected in their job performance. While thar do earn less money, Though we're not sure why this is my loumer point seems fair enough-agreeable people are bet it may be that agreeable individuals are less aggressive in ter hiked-it's not clear that agrecable individuals actually negotiating starting salaries and pay raises for themselves. help people more. A review of the "organizational citizens Yes there is clear evidence that agreeableness is come- ship" literature revealed a pretty weak correlation between thing employers value, Several recent books argue In favor an employee's agreeableness and how much he or she of the "power of nice" (Thaler & Koval, 2006) and "the helped others. kindness revolution" (Horrell, 2000). Other articles in the Moreover, a 2008 study of CEO and CEO candidates re business press have argued that the sensitive, agreeable vealed that this contradiction applies to organizational CEO-as manifested in CEOs such as GE's Jeffrey Immels leaders as well. Using ratings made of candidates from an and Boeing's James McNerney-signals a shift in business eurcutie search firm, these researcher studied the per sonalities and abilities of $10 CEO candidates for compa culture (Brady. 2007), Narayana Munily, chief mentor of nies involved in buyout and venture capital transactions. Infosys, and Am Aga, former chairperson of Therimax, are They found that what get a CEO candidate hired is no also known to be kind and caring toward their employees In what makes him or her ellective. Specifically, CEO cards many circles, individuals desiring success in their careers dates who were rated high on "nice" traits wich an respect are exhorted to be "complimentary," "Lind, " and "good" ing ouden, developing othen, and framwork were more (for example, Schillinger, 2007). likely in be hired. However, these same characteristics Take the example of 500-employee Lindblad Expeditions especially teamwork and respecting others for venture cap It emphasizes agreeableness in its hiring decisions The VP of tul CEO:-made the organizations that the CEOs bed bear HR commented, "You can teach people any technical skill, but you can't teach them how to be a kindhearted, generous minded person with an open spirit" Questions 50. while employers want agreeable employees, agree I. Do you think there is a contradiction between what able employees are not better job performers, and they employers want in employees (agreeable employers) are less successful in their careers. One might explain this and what employees actually do best (disagreeable apparent contradiction by noting that employers sale employees)? Why or why not? sroom.google.com/u/0/c/OcOMjcMz14MDda t a search 2. Often, the effects of personality depend on the sinn 3. In some research we've conducted, we've found the ton. Can you think of some job situations in which the negative effects of agreeableness on earnings agreeableness is an important virtue? And in which it stronger for men than for women (that is, being agreeable hurt men's earnings more than some Why do you think this might be the case
