APPENDIX A: ASSIGNMENT COVER SHEET

ASSIGNMENT COVER SHEET

Surname Zuma

First Name/s Charmaine Nompilo

Student Number 145580

Subject Organisational Leadership

Assignment Number 3

Tutor’s Name

Examination Venue Johannesburg

Date Submitted 13/11/2020

Submission (√) First Submission x Resubmission

Postal Address
28 Roets Road Beyers Park,

Boksburg

1459

E-Mail charmie.zuma@gmail.com
(Work) +27 84824 7503
(Home)
Contact Numbers
(Cell) +27 84824 7503

Course/Intake Semester 1

Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself.

Date: 13/11/2020

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Signature:
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TABLE OF CONTENTS PAGE

Question 1 3
References 9

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QUESTION 1

1.1
• Extraversion. The extraversion dimension captures our comfort level with
relationships. Extraverts tend to be gregarious, assertive and sociable. Introverts
tend to be reserved, timid and quiet. Robbins and Judge (2012:136). One of the
established finding is that extraverts tend to be effective in jobs involving sales.
Barrick and Mount (1991). The big five personality dimensions and job
performance: A meta-analysis. Personal Psychology,44,1-26.
• So, extroversion is a highly sought-after trait by recruiters of sales and marketing
vacancies.
• Agreeableness. The agreeableness dimension refers to an individual’s propensity
to defer to others. Highly agreeable people are cooperative, warm, and trusting.
People who score low on agreeableness are cold, disagreeable, and antagonistic.
Robins and Judge (2012:136). Agreeable people tend to help others at work
consistently; this helping behavior does not depend on their good mood. Illies,
Scott and Judge (2006). The interactive effect of personal traits and experienced
states on intraindividual patterns of citizenship behavior. Academy of Management
Journal, 49, 561-575. Agreeable people may be a valuable addition to their teams
and may be effective leaders because they create a fair environment when they are
in leadership positions. Mayer et al (2001). The precursors and products of justice
climates: Group leader antecedents and employee attitudinal consequences.
Personal Psychology, 60, 929-963.

• Conscientiousness. The conscientiousness dimension is a measure of reliability. A

highly conscientious person is responsible, organized, dependable and persistent.
Those who score low on this dimension are easily distracted, disorganized, and
unreliable. Robbins and Judge (2012,13). Conscientiousness is the one personality
trait that uniformly predicts how high a person’s performance will be across a
variety of occupations and jobs. Barrick and Mount (1991). The big five personality
dimensions and job performance: A meta-analysis. Personal Psychology,44,1-26.

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 • Conscientiousness is a valuable trait for entrepreneurs. Highly conscientious
people are more likely to start their own business compared to those who are not
conscientious, and their firms have longer survival rates. Certo and Certo (2005).
Spotlight on Entrepreneurship. Business Horizon, 48,271-274.

• Emotional Stability. The emotional stability dimension- often labelled by its

converse- neuroticism- taps a person’s ability to withstand stress. People with
positive emotional stability tend to be calm, self-confident and secure. Those with
a high negative score tend to be nervous, anxious, depressed, and insecure. Robbins
and Judge (2012:136). Neuroticism tends to be harmful to one’s career, as these
employees have lower levels of career success (measured with income and
occupational status achieved in one’s career). People with very high neuroticism
experience a number of problems at work. For example, they have trouble forming
and maintaining relationships and are less likely to be someone people go to for
advice and friendship. Klein, et al (2004). How do they get there? An examination
of the antecedents of centrality in team networks. Academy of Management Journal,
47, 952-963.

Fig 1.1: The Big Five Personality Traits

Source: Goldberg, L.R. (1990). An alternative “description of personality”: The big-five factor
structure. Journal of Personality & Social Psychology, 59,1216-1229.
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 1.2 Job satisfaction is a positive attitude and behavior at workplaces and influence
employees to commit with their job requirements. Vroom (1964). These are the five
fundamental elements of job satisfaction:

• Work Content. The first dimension, work content, speaks to an employee’s

attitude toward their specific job duties and tasks within an organization.
Dissatisfaction occurs when an employee’s job duties are not commensurate with
their experience or talent. For example, a Doctor/Physician who is in a job role that
focuses exclusively on providing patients vaccine. The doctor is likely to be quiet-
dissatisfied in the position because the position only makes minimal use of their
extensive qualification.
• Payment. The dimension of payment refers to an employee’s motivation relative
to their compensation. Compensation is essentially the sum total of all the
remuneration an employee receives in consideration of their work. Compensation
is rarely the most significant source of satisfaction and motivation. A scientist who
lecturers at a university are generally paid far less that what they would make if
employed directly in their field.
• Promotion. Both the lack of opportunity for promotions and the basis for
promotions can cause dissatisfaction. As in the case of pay, promotions should be
based on equitable evaluations of performance and managerial potential. Perception
of unfairness are an important cause of dissatisfaction. In the case of an architect
and accountant, a promotional path is obvious. Employees in these professions
normally join a partnership on the lowest level but with a clear path to becoming a
full partner. On the contrary, a welder and an auto-shop, no matter how good the
welder is at his or her job, there is not a lot of opportunity to be promoted into
different role. This individual becomes restricted to one role.

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 • Recognition. Recognition is often rated as a far more significant motivator than
compensation. Most employees find a lot of satisfaction in recognition even if it
does not come in the form of a monetary reward. Many employees are motivated
by the simple fact that the people around them are cognizant of their good work.
An employee who receives a certificate of achievement in their work as recognition
may be very satisfied and motivated to strive to achieve more excellence.
• Benefits. Satisfaction with benefits is an especially important consideration for
employers who pay less than many of their competitors. For example, employees
working in government offices do not typically have the highest wages in the job
industry. However, many government jobs offer the best retirement benefits,
medical aid choices, and other forms of compensation.

Fig 1.2: Dimensions of Job Satisfaction

Source: Chelniciuc, A. (2014). Dimensions of Job Satisfaction. [online].

Melbourne: The KPI Institute. Available from http://www.news.kpiinstitute.org
[Assessed 13 November 2020].

1.3
• Motivation: consumer motives lie at the very heart of consumer behavior. When a
consumer is faced with a need/want situation, there occurs an urge within him to
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 act towards fulfillment of the need/want through the problem solving/ decision
making process. So, he is motivated to search for information, either internally from
his memory or externally through commercial, non-commercial and public sources
or through experience of self and others. This desire to search for knowledge and
information about product/service gets intensified with the degree of relevance or
involvement. For example, the marketer can play an important role by identifying
and helping the consumer identify the sub-conscious and hidden motives; triggering
off motives and desires. In both these ways the consumer would be motivated to
search for information as to which product/service would satisfy their needs/wants.
• Cues: a cue may be defined as a weak stimulus that gives strength and direction to
the motives; all the 4P’s could act as cues and give direction to motives; e.g. the
packaging of the product (colorful design, easy to carry, reusable containers), price
(discounts, sales), place (store display, store layout, window dressing) and
promotion (advertisement).
• Response: The behavior of a person constitutes a response; i.e. how a person reacts
to a drive or stimulus, reflects a response. This response could take various forms:
it may be overt and lead to an action; the consumer may decide to buy a
product/certain brand. Or, the response may just be learning from the future e.g.,
he/she may decide to buy at a later date.
• Reinforcement: an action always has a reaction; based on the reaction, the
behavior gets reinforced. If the action (behavior) is followed by a reaction that is
positive or pleasant or rewarding; the action (behavior) gets positively reinforced;
likelihood of repetition of that action (behavior) increases. For example, if a
consumer has a pleasurable shopping experience and wishes to repeat it, this is
called positive reinforcement.

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 Fig 1.3: Elements of Learning.
Source: http://www.slideplayer.com

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REFERENCES

• Barrick, M.R., and Mount, M.K. (1991). The big five personality dimensions and job
performance: A meta-analysis. Personal Psychology,44,1-26.
• Capenter, M.A., Bauer, T., and Erdogan, B. (2016). Principles of Management. Flat
World Publisher, LLC.
• Certo, S.T. and Certo, S.C. (2005). Spotlight on Entrepreneurship. Business Horizon,
48,271-274.
• Chelniciuc, A. (2014). Dimensions of Job Satisfaction. [online]. Melbourne: The KPI
Institute. Available from http://www.news.kpiinstitute.org [Assessed 13 November
2020].
• Klein, K.J., Beng-Chong, L., Saltz, J.L., and Mayer, D.M. (2004). How do they get there?
An examination of the antecedents of centrality in team networks. Academy of
Management Journal, 47, 952-963.
• Goldberg, L.R. (1990). An alternative “description of personality”. The big five factor
structure. Journal of Personality & Social Psychology, 59, 1216-1229).
• Illies, R., Scott, B. A., and Judge, T.A. (2006). The interactive effect of personal traits
and experienced states on intraindividual patterns of citizenship behavior. Academy of
Management Journal, 49, 561-575.
• Mayer, D., Nishii, L., Schneider, B., and Goldstein, H. (2007). The precursors and
products of justice climates: Group leader antecedents and employee attitudinal
consequences. Personal Psychology, 60, 929-963.
• Robbins, S.P., and Judge, T.A. (Ed) (2011). Organizational Behavior (11th edition). New
York, Pearson Education.
• Vroom, V.H. (1964). Work and Motivation. New York, NY: Wiley.