Chapter 1 - Summative Assessment

CASE STUDY 1
ON THE COST OF BEING NICE

Bachelor of Science in Accountancy

 Case Study 1 - On the Cost of Being Nice

Background:
This case study is about the advantages and disadvantages of one of the personality types:
The Agreeable people.
The Agreeable people tend to be kinder and more accommodating in social situations but
potentially have lower earnings, and the reasons for that (according to research) are:
 This personality type is less adept in distributive bargaining (which creates a win-win
situation), so they negotiate lower salaries for themselves.
 This personality usually chooses to work in low-salaried jobs.
 This personality doesn’t put effort into emerging as a leader and engages in lower degrees
of proactive task behaviors, and that certainly doesn’t help their paycheck.
The benefits of being agreeable are:
 They are better liked at work.
 Generally happier at work and in life.
 They don’t define a happy life according to earnings.

Answer the questions below using the lessons taught in this Unit. Use your research skills to look
for a better point of view.

Question 1: Is being nice a human behavior or an organizational behavior? Explain why.

The concept of being nice can be viewed as both a human and an organizational behavior. Being
nice is a quality that holds significance in both individual and organizational behavior. Essentially, niceness
is an inherent trait that individuals carry into different facets of their lives, including the professional sphere.
In human behavior, being nice encompasses displaying kindness, politeness, empathy, and compassion
towards others. It is a personal attribute inherent in every individual, shaping their interactions and
responses. Various factors such as personal values, life experiences, and encountered challenges influence
one’s inclination towards niceness. Niceness is a fundamental human quality that carries over into
organizational behavior. Its expression within the workplace is a nuanced interplay between individual
predispositions and the organizational context. Organizations, recognizing the impact of culture, policies,
and expectations, can actively shape and encourage niceness as a positive force within the workplace. By
understanding and appreciating the dual nature of niceness as both inherent and context-dependent,
organizations can foster environments that prioritize collaboration, positivity, and effective interpersonal
relationships.
Moreover, niceness extends beyond personal interactions and manifests within organizational
settings. Organizational behavior pertains to the collective conduct of individuals within a company. Within
this framework, being nice is highly valued as it fosters positive interactions, relationships, and
collaboration among team members. A pleasant work environment, characterized by niceness, elevates
employee morale and contributes to sustained productivity. Organizations with a strong culture of niceness
witness positive behavioral shifts among employees. This translates into effective conflict resolution
strategies and informed decision-making processes that propel organizational growth and development. In
essence, the cultivation of niceness within organizational dynamics serves as a catalyst for fostering
cohesive teamwork and achieving shared objectives. Therefore, being nice can be both human and
organizational behavior that foster not only the individual’s growth but also organization’s growth.
Question 2: Using the goals of OB, explain and predict the tendencies of a “nice employee”.

Organizational Behavior (OB) serves as a crucial field for comprehending the intricacies
of human behavior within the context of organizations. OB aims to explain, predict, and control
behavior within the organization. One important characteristic that often emerges is the tendency
of certain individuals to exhibit niceness in their interactions. When analyzing the characteristics
of a "nice employee" through the lens of OB principles, various tendencies can be anticipated. A
“nice employee” embodies qualities such as kindness, empathy, and cooperation. They possess
strong interpersonal skills, enabling effective communication, relationship-building, and
teamwork. Their understanding and patience contribute to effective conflict resolution, fostering a
harmonious work environment, enhancing the morale and satisfaction.
Predictably, a nice employee contributes positively to the workplace. Enhanced teamwork
and collaboration positively impact overall team performance, and customer satisfaction improves
through empathetic interactions. Their empathetic disposition makes them well-suited for
customer-facing roles, where they excel at understanding and meeting customer needs.
Furthermore, their openness to feedback and willingness to assist others contribute to continuous
learning and improvement. Understanding the tendencies of a nice employee allows managers to
effectively manage and motivate them. Leveraging their strengths in teamwork and
communication, managers can assign them roles that capitalize on these skills. Recognizing and
appreciating their contributions reinforces their positive behaviors and serves as a motivation tool.
The presence of nice employees in an organization has numerous benefits.
However, it’s essential to recognize that while niceness brings about numerous positive
attributes, it can also pose challenges in certain aspects. The proclivity towards prioritizing
harmony may lead to difficulties in being assertive, especially in situations requiring decisive
actions or when conflicts arise. Negotiation skills, vital in certain professional scenarios, might be
underutilized as the individual leans towards maintaining positive relations rather than engaging
in assertive bargaining. Furthermore, when it comes to assuming leadership roles, a nice employee
might face challenges. Leadership often demands a delicate balance between fostering positive
relationships and making tough decisions. The inclination to prioritize harmony over personal
gains might hinder their assertiveness in leadership, potentially impacting their effectiveness in
guiding a team through challenging situations.
In essence, the characteristics of a “nice employee” as predicted by OB principles highlight
the dual nature of niceness bringing about positive contributions to teamwork and interpersonal
relationships while potentially posing challenges in assertiveness and leadership roles within the
organizational context. Recognizing and navigating this balance is crucial for both individuals and
organizations to harness the positive aspects of niceness while addressing potential limitations in
certain professional scenarios.

Question 3: What are the ethical challenges that a company might face with an employee
who is “nice” or with a “nice character’?

The presence of employees with a “nice” character, who exhibit kindness, empathy, and
cooperation, can be highly valued in organizations. However, managing such employees also poses
unique ethical challenges. The ethical challenges associated with a "nice" employee underscore
the vulnerabilities they might face within the organizational context. One notable concern is the
potential for exploitation, wherein colleagues or superiors may take advantage of the
accommodating nature of these individuals. This could manifest in the form of additional tasks or
responsibilities being unfairly thrust upon the nice employee, leveraging their willingness to help
and avoid confrontation. Furthermore, the ethical dilemma extends to situations where the
organization may inadvertently contribute to the exploitation. If promotions or salary increases
consistently elude the nice employee due to their less assertive nature, issues of fairness and equity
come to the forefront. The organization must critically evaluate its promotion and reward
mechanisms to ensure that individuals are recognized and rewarded based on merit rather than
personality traits.
Workers who have a “nice” character might be more vulnerable to emotional labor, which
is controlling and regulating one’s emotions in order to accommodate the requirements of others.
This may result in emotional tiredness and possible exploitation if their empathy and generosity
are exploited by superiors or coworkers. Ensuring that the emotional labor of “nice” employees is
recognized and appropriately managed becomes an ethical imperative.
While having “nice” the employees has many advantages for businesses, managing them
morally requires careful consideration. Businesses have to deal with issues of fairness, boundaries,
favoritism, and possible exploitation. By establishing clear guidelines, promoting fairness, and
recognizing the contributions of all employees based on objective criteria, organizations can create
an ethical framework that harnesses the positive qualities of “nice” employees while ensuring a
fair and inclusive work environment for all.
In a broader ethical context, it becomes an organizational responsibility to create an
environment that safeguards against the exploitation or discrimination of nice employees. This
involves establishing transparent and equitable processes for task allocation, promotions, and
salary reviews. Additionally, fostering a culture that values and rewards diverse qualities,
including assertiveness and agreeableness, is essential for promoting ethical behavior within the
workplace.
Ultimately, addressing the ethical challenges associated with nice employees requires a
proactive approach from both individuals and organizations. By cultivating an ethical
organizational culture that values fairness, equity, and appreciation for diverse qualities,
companies can ensure that all employees, regardless of their personality traits, are treated ethically
and afforded equal opportunities for growth and recognition.

Question 4: Do you think employers must choose between agreeable employees and top
performers? Why or why not?

Employers need not make an exclusive choice between agreeable employees and high
performers. Even though agreeable individuals might be seen as less assertive in typical leadership
positions, they bring crucial attributes like collaboration, teamwork, politeness, kindness,
friendliness, contributing to a positive work environment. It is feasible to cultivate a working
culture that embraces both agreeable qualities and outstanding performance. In fact, a diverse
workforce, incorporating various personalities, often results in a more innovative, creative, and
dynamic work atmosphere.
In conclusion, instead of considering agreeable traits and top performance as incompatible,
organizations stand to gain by acknowledging and appreciating both sets of characteristics.
Establishing a workplace culture that promotes the amalgamation of diverse personalities and
skills enables companies to construct robust, adaptable, and high-achieving teams. The crucial
aspect lies in achieving equilibrium that harnesses the strengths of each individual, nurturing a
collaborative and inventive environment.

Question 5: 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?

Individuals with agreeable traits might encounter challenges in managerial and decision-
making positions due to their tendency to prioritize harmony and consensus over assertiveness and
making tough decisions. This inclination could impede their capacity to navigate difficult choices
or offer constructive criticism. In environments where leadership demands decisive actions, this
inclination can be a drawback. The impact on their earning potential is notable, given that
managerial roles often come with higher salaries. To address this gap, organizations may need to
offer supplementary training and support to assist agreeable individuals in cultivating the essential
skills for leadership roles.
Creating a workplace environment that appreciates diverse leadership styles enables
agreeable individuals to contribute their unique strengths, such as collaboration and positive team
dynamics. By doing so, organizations not only bridge the gap in leadership effectiveness but also
promote a culture that values the richness of different personalities and skills. Ultimately, the goal
is to strike a harmonious balance that leverages the strengths of each individual, fostering a
collaborative, innovative, and thriving work environment.
In conclusion, while agreeable traits may present challenges for individuals in managerial
and decision-making roles, organizations have the opportunity to foster a balanced and inclusive
leadership culture. Recognizing the value of both assertiveness and agreeableness is essential for
building resilient and high-functioning teams. Rather than viewing agreeable qualities as
impediments to leadership, organizations can invest in supplementary training and support to help
individuals develop the necessary skills for managerial positions.

Question 6: 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

Research suggests that individuals who possess agreeable traits, such as kindness and
cooperativeness, often lean towards occupations that align with their social nature. These
individuals are inclined to pursue careers involving frequent interpersonal interactions, teamwork,
and positive work environments. Professions in customer service, healthcare, counseling, human
resources, and collaborative roles are particularly appealing to agreeable individuals. The
implications of this trend are significant for both employers and individuals. Agreeable employees
thrive in roles where their interpersonal skills can be effectively utilized, contributing to positive
team dynamics and a supportive work culture. Occupations that prioritize empathy and
cooperation, especially those involving customer interactions, are well-suited for individuals with
high agreeableness scores.
As for the likelihood of finding agreeable employees, industries and professions
emphasizing collaboration and people-centric activities are more likely to attract them. Sectors
like social work, education, healthcare, and non-profit organizations tend to have a higher
representation of individuals with strong agreeable traits. Additionally, industries that value team
synergy and prioritize positive workplace cultures are likely to have a higher concentration of
agreeable employees. Understanding the career preferences of agreeable individuals is valuable
for organizations aiming to enhance team dynamics and cultivate positive workplace
environments. By acknowledging and leveraging the strengths of agreeable employees, employers
can create work environments that foster cooperation, employee satisfaction, and overall
organizational success.
In conclusion, the research suggests a clear pattern of agreeable individuals being drawn
to occupations that emphasize collaboration and support. While this aligns with creating positive
work environments and fostering strong interpersonal relationships, it also poses challenges related
to potential lower earning potential in certain sectors. Organizations should recognize the value of
agreeable traits in enhancing teamwork and cooperation while considering strategies to ensure
equitable compensation for individuals contributing significantly to the overall well-being of their
colleagues and clients. Striking a balance between valuing agreeableness and addressing potential
financial disparities is essential for creating inclusive workplaces that leverage the strengths of
diverse personality types.
Submitted To:
Prof: Fatima Mynabelle D. Beldia- Daria, Ph.D

Submitted By:

Erica V. Florentino

Charlene Grace A. Escalada