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WOULD YOU TRY TO CHANGE SOMEONE'S PERSONALITY? Individuals differ in terms of their personality scores and these differences contribute to effective performance It is not

WOULD YOU TRY TO CHANGE SOMEONE'S PERSONALITY?

Individuals differ in terms of their personality scores and these differences contribute to effective performance It is not always possible to identify personality traits successfully during the hiring process and sometimes there are simply not enough people with the "right" personality traits available. So: Should organizations try to shape their employees to be more aware, enjoyable, open, emotionally stable and outgoing? Is there a potential ethical problem with exercising this kind of control over workers? Some evidence suggests that people's basic temperament is largely fixed by biology and in this case, attempts to change the personality mostly lead to frustration and dissatisfaction. An employee who tends to view things negatively is unlikely to suddenly become an optimist just because an administrator pushes him to read self-help books and take on meditation. Also, such efforts can send a strong message of disapproval – no one would want a manager saying, "You don't like the way you are, you have to change!" Employees who are forced into work environments that do not conform to their dispositions are also likely to experience high levels of psychological stress. On the other hand, it is possible to change the way the personality is expressed. Helen Fisher biological anthropologist points out that despite the importance of biology, the environment always shapes biology. " Someone who is not particularly open to experience may be comfortable with new job assignments if they are properly framed. Someone who is not very conscientious can show organization and sense of duty, if adequate environmental supports such as checklists and formalized goals are reinforced in their place of employment. And the personality changes a little bit over time. As people age, their awareness and pleasability scores increase dramatically and the neurotic decreases considerably (the results of openness and extroversion are more complex). So what can managers do to accommodate employee personality differences while getting the most out of it? One strategy is to focus on results and allow employees to determine their own way to achieve them. Both an extrovert and an introvert might be able to produce a very high quality report, even if the extrovert is going to want to collaborate and discuss during the writing process, while the introvert prefers to solve the problems alone. Managers can also try to assign employees to activities that best suit their personality type.

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