Selecting for extroversion but rewarding for conscientiousness

The causal effects of extroversion and conscientiousness, two Big Five personality dimensions, were assessed on both selection and work success in a naturally occurring field study. College students (N = 96) completed Neuroticism-Extroversion Openness Five-Factor Inventory personality scales during their freshman year and subsequently provided starting salary and salary growth measures after graduating and joining the labour market. The results revealed that extroversion and conscientiousness had opposite effects: Extroversion was related to starting salary but not salary growth whereas conscientiousness was unrelated to starting salary growth but significantly so to salary growth. An explanation is that extroversion is easily observed during selection because it indicates warmth and high energy whereas it is less helpful on the job because social vitality does not affect work goals and dominance is counterproductive, especially in nonmanagerial, entry-level jobs. Conversely, conscientiousness is difficult to observe during selection, and grade point average (an excellent proxy for conscientiousness) is not requested. However, conscientious employees grow their salaries quicker because they are intrinsically motivated and well organized

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

The relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the sales-directed behavior of their employees. Objective sales data were collected one month later for each store. No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four-variable, three-path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales-directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or socio-psychological capital for non-managerial store employees. Implications for future research and more effective management of retail firms are discusse

Environmental Morale and Motivation

This chapter discusses the role of environmental morale and environmental motivation in individual behavior from the point of view of economics and psychology. It deals with the fundamental public good problem, and presents empirical (laboratory and field) evidence on how the cooperation problem can be overcome. Four different theoretical approaches are distinguished according to how individuals’ underlying environmental motivation is modeled. Specifically, we look at the interaction between environmental policy and environmental morale through the lens of cognitive evaluation theory (also known as crowding theory)