Assessment One

HRMM055

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Contents
Introduction................................................................................................................................3
Personality and Individual Differences......................................................................................3
Employee motivation and Organisational Behaviour................................................................3
Impact of personality on employee motivation and organisational behaviour..........................3
Impact of individual differences on employee motivation and organisational behaviour.........3
Conclusion..................................................................................................................................5
Reference....................................................................................................................................6

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Introduction
The present assessment report is intended in evaluating the impact of personality and
individual differences on employee motivation and organisational behaviour. In regard to
this, brief reviews on the concepts of the individual personality differences apart from
employee motivation and organisational behaviour are included in the report. Theories and
models related to the underlying concepts are also elucidated in the report.

Personality and Individual Differences

Employee motivation and Organisational Behaviour

Impact of personality on employee motivation and organisational behaviour

Impact of individual differences on employee motivation and organisational behaviour
The individual differences that can make alterations on the motivation are physical abilities,
religion, attitude, perception, confidence, values, self-esteem, perceived competence, social
skills and levels of knowledge as well. Kim et al. (2017) noted that it becomes the
responsibility of the management to give due consideration on the differences in the
behaviour of the individuals. The three major individual differences that can cause significant
impacts on their motivation are the personality, attitudes and values. Every organisation are
comprised of personalities with differences. Hence Sackett et al. (2017) mentioned that the
managers who are efficiently able to recognise and realise these differences can provide them
with the most efficient services and thereby making them the most productive and best
possible outcomes. For instance, a person who has excellent communication skills and
becomes friendly and chatty with people easily can be designated for the customer service
positions in a company as they can easily make use of their skills and flourish in the position
as well. Hence, Hitka et al. (2019) pointed out that when the employees are assigned to jobs
and tasks in accordance to their skills, they become comfortable and more motivated to their
work thereby efficiently delivering productivity.
It could also be understood the way they can be motivated by the personality type. In the
same way, the individual differences can be pointed based on the dimensions like
introversion and extroversion apart from the stability-neuroticism pair. Kuranchie-Mensah
and Amponsah-Tawiah (2016) observed that employees possessing emotional stability are
found to have a contributing approach to motivation. They accept motivation in a positive

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sense and get influenced by such motivational programs as well. In contrast to this, people
who do not have emotional stability and show aggressive nature are observed to resist
motivational activities and show reluctance towards them as well. Zhao and Pan (2017)
illustrated that extroverts are found to sense motivational activities and programs within the
organisation positively while introverts do not get motivated or encouraged by any of the
rewards or appreciations provided to them. Instead, they remain in their confined walls and
do not expose their talents to others even if they are offered with favourable situations and
circumstances.

On the other hand, motivation activities in the form of physical and monetary terms are more
accepted by people who are quite rebellious and aggressive. On the other hand, mere word
appreciations motivate people who are less aggressive. Relating to the two-factor theory
included in the report, Idowu (2017) noted that some people might consider motivation as an
inevitable factor without which the employees cannot work to their levels. While some others
are encouraged by the motivational programs through which they can perform much better
than they showcased before.

Additionally, the individual differences in the employees result in remarkable influences on

organisational behaviour as well. The organisational behaviour can be best understood by the
culture and structure that the company follows in carrying out its functionalities. The
employees itself represent the culture and working atmosphere of an organisation. Bennedsen
et al. (2019) included that it is an indispensable fact that diverse people include the employee
workforce of an organisation and it is fundamentally important for the entire workforce of the
company to follow the principles of inclusiveness and equality to result in a productive
working atmosphere. Moreover, the individual differences within the employees can result in
different behaviours and attitudes of the people towards the organisation and other
employees. Kuvaas et al. (2017) disclosed that the presence of friendlier and cooperating
employees makes the working atmosphere in an organisation more productive and
comfortable. All the employees feel more relaxed and fostering when it is comprised of
employees who support and coordinate their work proficiently.

Taking into consideration of the Maslow’s hierarchy of needs, the basic need that an
employee expects from their organisations is adequate remuneration and return for their
contribution towards achieving the organisational goals. At the same time, when the job is
stress-free and tensionless for the employees, they are much more satisfied with their job. In

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the same way, the employees always assure their security and safety within the workplaces
(Kim et al., 2017). Robust communication among the employees and management can
promote relationships and bonds between the employees, and the management will, in turn,
make employees more dedicated and trusting towards the organisation, performing to their
maximum devoid of a fear of being laid off without any prior notice. The healthy interactions
and conversation among the employees and with the management as well create a sense of
belonging and value for the employees. This can also be evident when they are included in
the development of final decisions for certain strategic aspects of the organisation. At the
same time, when they experience this value and consideration from their employers, they feel
self-esteemed and confident in continuing with the job at the workplace. All these sensations
can create a dedicated mentality of the employees towards attaining the organisational goals.
Irrespective of the differences and diversity in the employees, when they are engaged in their
tasks equally and fairly, subject to proficient human resource management practice, they feel
more satisfied. They, therefore, showcase excellent attitude behaviour at the workplace
(Sackett et al., 2017). Thus it can be pointed out that individual differences notable influence
the employee motivation and organisational behaviour.

Conclusion

Through the current report, the impacts of individual differences and personalities of
employees on their motivation and organisational behaviour were discussed with the use of
supporting theories and models. It was observed that personalities and individual differences
have significant impacts on employee motivation and organisational behaviour.  

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Reference
Kim, A., Kim, Y., Han, K., Jackson, S.E. and Ployhart, R.E. (2017) Multilevel influences on
voluntary workplace green behavior: Individual differences, leader behavior, and coworker
advocacy. Journal of Management, 43(5), pp.1335-1358.

Sackett, P.R., Lievens, F., Van Iddekinge, C.H. and Kuncel, N.R. (2017) Individual
differences and their measurement: A review of 100 years of research. Journal of Applied
Psychology, 102(3), p.254.

Hitka, M., Rozsa, Z., Potkány, M. and Ližbetinová, L. (2019) Factors forming employee
motivation influenced by regional and age-related differences. Journal of Business
Economics and Management, 20(4), pp.674-693.

Kuranchie-Mensah, E.B. and Amponsah-Tawiah, K. (2016) Employee motivation and work

performance: A comparative study of mining companies in Ghana. Journal of Industrial
Engineering and Management (JIEM), 9(2), pp.255-309.

Zhao, B. and Pan, Y. (2017) Cross-cultural employee motivation in international

companies. Journal of Human Resource and Sustainability Studies, 5(4), pp.215-222.

Idowu, A. (2017) Effectiveness of performance appraisal system and its effect on employee
motivation. Nile Journal of Business and Economics, 3(5), pp.15-39.

Bennedsen, M., Tsoutsoura, M. and Wolfenzon, D. (2019) Drivers of effort: Evidence from
employee absenteeism. Journal of Financial Economics, 133(3), pp.658-684.

Kuvaas, B., Buch, R., Weibel, A., Dysvik, A. and Nerstad, C.G. (2017) Do intrinsic and
extrinsic motivation relate differently to employee outcomes?. Journal of Economic
Psychology, 61, pp.244-258.