Republic of the Philippines

Asian Development Foundation

Tacloban, City

LEARNING INSIGHTS
In
Human Behaviour in
Organization and Filipino
Personality

Submitted By:
JENNEFREN B. PUNDAVELA
MA.ED Social Studies

Submitted To:
DR. OFELIA N. ALCOBER
Professor

A. Nature and Scope, Goals and Importance of Human Behaviour in the Organization
TOPIC 1: Importance, Goals and Nature of People

The most successful business leaders are ones that continuously look for ways
and strategies to drive performance, not just through improving employee productivity, but
also their workplace experience and job satisfaction. This can be achieved by understanding
how employees interact with each other and management, as well as what motivates them.
One way to do this is to study the interrelationship between individual employees, teams, and
management to identify what sets the most effective workers apart. This is essentially what
human behaviour in organization is all about.

Organizational behaviour describes the behavioural dynamics that occur

between groups and individuals in an organizational setting. We have learned that there are
five elements that are key to studying organizational behaviour – people, structure,
technology, social system and environment. Understanding these elements and their dynamic
interrelationships can help business leaders achieve short and long-term goals for improving
employee productivity and success by informing strategies around training, ongoing
development, collaboration and workforce process. Organizational behaviour analyzes the
effect of social and environmental factors that affect the way employees or teams work. The
way people interact, communicate, and collaborate is key to an organization’s success. By
analyzing and understanding these parameters, you can leverage organizational behavior to
improve the effectiveness and efficiency of your workforce. It can also help you achieve the
following organizational and work culture goals. Individual employees respond differently to
various methods of communication and behave in certain ways due to the structure of the
workplace and the organization’s culture, values, and goals. They tend to align better with
teammates and managers who mirror their behavioral strengths. As such, a keen grasp of
organizational behavior can enable middle management to build more effective teams and
communicate better with frontline employees.

Leveraging insights from studying organizational behavior can help you understand whether
your employees respond better to an autocratic or a supportive model of management. This
ensures that you have a firm grasp of the policies, communication channels, and incentives
that will best enable your employees to perform well. One of the key benefits of
organizational behavioral analysis is the creation of a suitable workplace environment for
employees. With many ped steroids for sale employees now working from home, it’s
important for business leaders to create a positive and empowering work setting to facilitate
seamless team communication and collaboration. As such, the study of organizational
behavior is essential for businesses looking to adapt to the disruptions and challenges
resulting from things like the pandemic or shifts in market forces. Employees want to work
for organizations with a positive culture and an appealing work environment. They also want
to get along with other employees and management while working to achieve the
organization’s goals and objectives. The challenge is creating a workplace that fosters trust,
open communication, and seamless collaboration while simultaneously catering to the unique
needs of individual employees or certain functions. Creating a winning people
strategy requires business leaders to define how they interact with and nurture the
development of employees and work culture. It is very much a relationship-focused effort,
and organizational behaviour is the facilitating linchpin. Savvy businesses use data to drive
decision-making around the formation of their corporate structure. Having management
looking over employees’ shoulders at every turn indicates distrust, engenders
micromanagement, and leads to negative workplace culture.

By observing this trend through organizational behavioral analysis, many

enterprises are adopting a flatter, more linear (rather than hierarchical) structure to provide
employees with more freedom over how they perform their tasks or whom they collaborate
with. Such a structure recognizes the unique differences among employees and enables
employees to have a greater voice and contribute to decisions that affect them, their teams,
and the larger organization. It also enables business leaders to build a stronger relationship
rooted in communication, trust, and transparency with their employees. Proactive business
leaders nip problems in the bud before they develop into full-scale confrontations. Measuring
organizational behavior can help with preventive conflict resolution by identifying where and
why your employees are having issues with fellow teammates and management. Behavioral
dynamics can help you understand the cause of a problem, predict its course, and head off
potential consequences before the issue escalates.

The core concept behind the study and application of organizational behavior
is the certainty that a happy and productive workforce results in a successful organization.
Drawing heavily on behavioral/social sciences and psychology, organizational behavior takes
a human-centric approach to facilitating a performance-oriented workforce. As such, a deep
understanding of organizational behavior and why it’s important can help business leaders
increase the effectiveness of their workforce.

TOPIC 2: Human Behaviour and the Dynamic Work of Environment

Organizational dynamics is defined as the process of continuously

strengthening resources and enhancing employee performances. It can also be described as
how an organization manages and promotes organizational learning, better business practices
and strategic management.

Organizational dynamics takes a multi-disciplinary approach to behaviours

within organizations. It examines the ways in which people behave and react to each other in
workplace group settings, as research has shown that such behaviour varies between
professional and private gatherings. Organizational dynamics is concerned with how
supervisors utilize management strategies to manage their departments. The dynamics of
organizational behaviour also consider methods that can be employed to help companies
work more effectively as a whole.

Healthy workplace dynamics are sometimes ignored in companies' quests for profits
and productivity. But they are not only integral to a company's success—more importantly,
workplace dynamics have a deep, lasting effect on workers' well-being and career trajectory.
Each person’s vision of an ideal work environment may be different. But in general, a
psychologically healthy workplace is one in which co-workers are respectful of each other’s
personalities, ideas, and working styles; work is allocated fairly; and trust exists between co-
workers, particularly between higher- and lower-level employees. Although it’s not always
possible for someone to secure work in a field that is personally meaningful to them,
employees who feel that they are doing work that is interesting, challenging, and rewarding
are more likely to experience healthy workplace dynamics. If, on the other hand, poor
workplace dynamics are not addressed, it can trigger burnout or widespread employee
dissatisfaction. It may also lead to high turnover, which often creates challenges both for
employees who leave and for those who are left behind, not to mention the organization as a
whole. Thus, working toward strong workplace dynamics is in the best interest of workers,
their families, and the company's bottom line. Research suggests that flexibility, autonomy
and a sense of belonging and inclusion at work are the leading drivers of employee happiness.
Compensation and feeling appreciated by superiors also contribute to employee well-being,
but are not as influential as many leaders believe.

TOPIC 3: Organizational Culture

Organizational culture refers to a system of shared assumptions, values, and
beliefs that show employees what is appropriate and inappropriate behavior (Chatman &
Eunyoung, 2003; Kerr & Slocum Jr., 2005). These values have a strong influence on
employee behavior as well as organizational performance. In fact, the term organizational
culture was made popular in the 1980s when Peters and Waterman’s best-selling book In
Search of Excellence made the argument that company success could be attributed to an
organizational culture that was decisive, customer oriented, empowering, and people
oriented. Since then, organizational culture has become the subject of numerous research
studies, books, and articles. However, organizational culture is still a relatively new concept.
In contrast to a topic such as leadership, which has a history spanning several centuries,
organizational culture is a young but fast-growing area within organizational behavior.

Culture is by and large invisible to individuals. Even though it affects all

employee behaviors, thinking, and behavioral patterns, individuals tend to become more
aware of their organization’s culture when they have the opportunity to compare it to other
organizations. If you have worked in multiple organizations, you can attest to this. Maybe the
first organization you worked was a place where employees dressed formally. It was
completely inappropriate to question your boss in a meeting; such behaviors would only be
acceptable in private. It was important to check your e-mail at night as well as during
weekends or else you would face questions on Monday about where you were and whether
you were sick. Contrast this company to a second organization where employees dress more
casually. You are encouraged to raise issues and question your boss or peers, even in front of
clients. What is more important is not to maintain impressions but to arrive at the best
solution to any problem. It is widely known that family life is very important, so it is
acceptable to leave work a bit early to go to a family event. Additionally, you are not
expected to do work at night or over the weekends unless there is a deadline. These two
hypothetical organizations illustrate that organizations have different cultures, and culture
dictates what is right and what is acceptable behavior as well as what is wrong and
unacceptable. An organization’s culture may be one of its strongest assets, as well as its biggest
liability. In fact, it has been argued that organizations that have a rare and hard-to-imitate
organizational culture benefit from it as a competitive advantage (Barney, 1986). In a survey
conducted by the management consulting firm Bain & Company in 2007, worldwide business leaders
identified corporate culture as important as corporate strategy for business success (Why culture can
mean life or death, 2007). This comes as no surprise to many leaders of successful businesses, who
are quick to attribute their company’s success to their organization’s culture. Culture, or shared
values within the organization, may be related to increased performance. Researchers found a
relationship between organizational cultures and company performance, with respect to
success indicators such as revenues, sales volume, market share, and stock prices (Kotter &
Heskett, 1992; Marcoulides & Heck, 1993). At the same time, it is important to have a culture
that fits with the demands of the company’s environment. To the extent shared values are
proper for the company in question, company performance may benefit from culture
(Arogyaswamy & Byles, 1987). For example, if a company is in the high-tech industry,
having a culture that encourages innovativeness and adaptability will support its performance.
However, if a company in the same industry has a culture characterized by stability, a high
respect for tradition, and a strong preference for upholding rules and procedures, the
company may suffer as a result of its culture. In other words, just as having the “right”
culture may be a competitive advantage for an organization, having the “wrong” culture may
lead to performance difficulties, may be responsible for organizational failure, and may act as
a barrier preventing the company from changing and taking risks. In addition to having
implications for organizational performance, organizational culture is an effective control
mechanism for dictating employee behavior. Culture is in fact a more powerful way of
controlling and managing employee behaviors than organizational rules and regulations.
When problems are unique, rules tend to be less helpful. Instead, creating a culture of
customer service achieves the same result by encouraging employees to think like customers,
knowing that the company priorities in this case are clear: Keeping the customer happy is
preferable to other concerns such as saving the cost of a refund.

A strong culture is a common denominator among the most successful

companies. All have consensus at the top regarding cultural priorities, and those values focus
not on individuals but on the organization and its goals. Leaders in successful companies live
their cultures every day and go out of their way to communicate their cultural identities to
employees as well as prospective new hires. They are clear about their values and how those
values define their organizations and determine how the organizations run.
TOPIC 4: Motivation and Rewards

Motivation is the process that initiates, guides, and maintains goal-oriented

behaviors. It is what helps you lose extra weight, for instance, or pushes you to get that
promotion at work. In short, motivation causes you to act in a way that gets you closer to
your goals. In everyday usage, the term "motivation" is frequently used to describe why a
person does something. It is the driving force behind human actions. Motivation includes
the biological, emotional, social, and cognitive forces that activate human behavior.

The scope of the reward systems is broadened enough to include non-financial

rewards, as these are also important to direct and shape the desired employees’ behaviours.
Motivation is the desire to achieve beyond expectations, being driven by internal rather than
external factors. It means to be involved in a continuous striving for improvement.
Motivation, in the context of work, is a psychological process which results from the
interaction between the employee and the work environment and is characterized by a certain
level of willingness. The employees are willing to increase their work effort in order to fulfill
a specific need or desire which they hold. Motivation is frequently understood as ‘the process
that accounts for an individual’s intensity, direction, and persistence of effort toward attaining
a goal’. This definition can be divided into three main parts, where the intensity is related to
the drive or energy behind individual action and effort, the direction refers to how efforts are
correctly channelled into the direction which benefits the organization, and the persistence
deals with how long an individual can maintain efforts to achieve goals. The process of
motivation is initiated by the conscious or unconscious recognition of unsatisfied needs.
These needs create wants, which in turn become desire to achieve or obtain something. In
order to satisfy the needs and wants, goals are created and behaviour are selected in order to
achieve these goals. If the goal is achieved, the behaviour is likely to be repeated when a
similar need emerges. If the goal is not achieved, the same action is less likely to be repeated.

Motivation relay on a certain intrinsic and extrinsic features which are

collaborated with positive results in abundantly devoted employees. Tangible incentives are
functioning in growing performance for assignment and to inspire the smarter thinking. They
support both quality and quantity to accomplish organizational goals. Moreover, factors
related to the rewards and incentives are the most favoured factors for the employee
motivation.
TOPIC 5: Leadership and Empowerment

Leader empowering behavior refers to leaders’ top-down assignment of

responsibilities to subordinates, granting subordinates more decision-making power to
complete their tasks. Research has demonstrated that leader empowering behavior can
promote employee knowledge sharing (Srivastava et al., 2006; Xue et al., 2011; Chuang et
al., 2016). Researchers have also explored the underlying mechanism of the influence of
leader empowering behavior on employee knowledge sharing. For example, Wu and Lee
(2017) applied social exchange theory and revealed that psychological capital played a
mediating role in the relationship between leader empowering behavior and employee
knowledge sharing. Usman et al. (2021) found that empowering leadership affected employee
knowledge sharing through psychological empowerment.

According to SDT, individuals’ autonomous motivation is influenced by the

degree to which their basic psychological needs for autonomy, competence, and relatedness
are satisfied (Ryan and Deci, 2000). The satisfaction of these three basic psychological needs
plays a role in the development toward self-determination (Gagné and Deci, 2005). When
people become self-determinate, they are more likely to share knowledge (Gagné,
2009; Coun et al., 2019). Furthermore, Gagné’s (2009) model showed that several important
human resource management practices, including motivating job design, motivating
managerial styles, and training, enhance need satisfaction. These motivational characteristics
fit well with leader empowering behavior, which highlights the significance of the work,
fosters participation in decision making, expresses confidence in high performance, and
provides autonomy (Ahearne et al., 2005). We believe that empowering behavior may
promote employees’ basic psychological needs satisfaction, facilitate their self-determination,
and in turn promote knowledge sharing. However, to the best of our knowledge, no studies
have investigated the mediating role of self-determination in the relationship between leader
empowering behavior and employee knowledge sharing. Therefore, in this paper, we aim to
investigate whether leader empowering behavior enhances employee self-determination and
further promotes knowledge sharing.
 By fostering employee participation in decision making, leader empowering
behavior provides employees with opportunities to communicate with leaders and other team
members, thus enhancing the satisfaction of employees’ relatedness needs.

TOPIC 6: Individual and Group Behaviour

Organizational behavior is the study of both group and individual performance

and action within an enterprise. This field of study scans human behavior in the working
atmosphere. It determines its effect on job structure, performance, communication,
motivation, leadership, decision making abilities etc. The way an individual behaves and
behavior as a group have two perspectives − internal and external.

Organizational behavior, at this level of analysis massively draws upon

psychology, engineering, and medicine. At the individual level of analysis, organizational
behavior includes the study of learning, perception, creativity, motivation, and personality. In
addition, it also includes the study of turnover, task performance and evaluation, coordinated
behavior, deviant work behavior, ethics, and cognition. Group Level of Analysis
Organizational behavior, at this level of analysis, draws upon the sociological and socio-
psychological discipline. At the group level of analysis, organizational behavior includes the
study of group gesture, intra-group and intergroup dispute and attachment. It is further
extended to the study of leadership, power, norms, interpersonal communication, networks,
and roles. Individual or interpersonal behavior refers to the behaviors of an individual, which
may be internally or externally motivated. Individual behavior can range from mundane tasks
such as brushing your teeth to more complex tasks such as decision-making. Several factors
can influence individual behavior as well including genetics, environment, past experiences,
trauma, personality, or mental health. Group or intrapersonal behaviors refer to the collective
behavior of two or more people either towards one other or those outside of the group. Social
psychologists might look at how a group is formed, what makes a group a group, or how a
group accomplishes its goals. Individual behavior can influence group behavior and group
behavior can influence individual behavior. Additionally, individual behavior
may conform in order to comply with socially acceptable group behavior.

Sometimes we tend to overemphasize internal factors of behavior and

underestimate the influence of the situation. This is called a fundamental attribution error. As
we mentioned earlier, behavior is a primary area of study for psychologists. So it should
come as no surprise that several individual and group behavior theories have formed. Many
of these theories observe how a person's individual behavior is influenced by being in a
group. We are going to take a look at three including facilitation, social loafing, and
deindividuation.

TOPIC 7: Change Management

Change management is a systematic approach to dealing with the transition or

transformation of an organization's goals, processes or technologies. The purpose of change
management is to implement strategies for effecting change, controlling change and helping
people to adapt to change.

To be effective, the change management strategy must take into consideration

how an adjustment or replacement will impact processes, systems and employees within the
organization. There must be a process for planning and testing
change, communicating change, scheduling and implementing change, documenting change
and evaluating its effects. Documentation is a critical component of change management - not
only to maintain an audit trail should a rollback become necessary, but also to ensure
compliance with internal and external controls, including regulatory compliance. To
understand how change management works, it helps to apply its concepts and tools to
specific areas of business. Below are examples of how change management works for project
management, software development and IT infrastructure. Change management plays an
important role in project management because each change request must be evaluated for its
impact on the project. Project managers, or the senior executives in charge of change control,
must examine how a change in one area of the project could affect other areas and what
impact that change could have on the project as a whole. Change management can be used to
manage many types of organizational change. The three most common types are the
following: Developmental change. Any organizational change that improves on previously
established processes and procedures. Transitional change. Change that moves an
organization away from its current state to a new state to solve a problem, such as
implementing a merger and acquisition or automating a task or process. Transformational
change. Change that radically and fundamentally alters the culture and operation of an
organization. In transformational change, the end result might not be known. For example, a
company may pursue entirely different products or markets.
 Companies developing a change management program from the ground up
often face daunting challenges. In addition to a thorough understanding of company culture,
the change management process requires an accurate accounting of the systems, applications
and employees to be affected by a change.

TOPIC 8: Stress Management

Stress management is defined as the tools, strategies, or techniques that reduce

stress and reduce the negative impacts stress has on your mental or physical well-being. A
variety of techniques can be used to manage stress. These include mental, emotional, and
behavioral strategies. When stress management is used regularly and in response to stressful
life events, we can optimize our well-being.

Stress can be acute (e.g., in response to a lion) or chronic (e.g., in response to a

stressful job we've had for years). Stress can come from work, finances, relationships, and a
variety of other places, but stress can also come from inside the body, from illnesses or
inflammation. These stressful events initiate activation of the Hypothalamic-Pituitary-
Adrenal (HPA) axis. And the greater the stress we have, the greater the activation of the HPA
axis. When we get stressed, we may at first feel energized. That’s because cortisol gives us
the energy we need to escape predators or fight disease and inflammation [1]. But when we
are stressed too much, we can start to feel wired. Then after time, we start to feel exhausted.
That's because we were designed to get bursts of energy to chase after our next meal or run
away from a lion. But now in our modern world, we have this kind of ongoing chronic stress
that wears us down over time. This can be devastating for our mental and physical health.
And we may even need a stress detox to remove the built up stress hormones and get our
bodies working properly again. Some of the most important activities for stress management
include optimizing sleep, eating, and exercise. Sleep - Insufficient sleep contributes to greater
HPA axis activation [2]. That's why stress management should include improving duration
and quality of sleep. To start, be sure to block out blue light (from TVs, phones, and
computers) at least 30 minutes before bed [3]. You might also try getting blue-light blocking
glasses or getting a sleep-inducing red light bulb (which improves sleep) for your bedside
lamp. Dieting or restricting calories actually increases HPA activation [5]. So if you’re
aiming to manage stress be sure to eat enough nutritious food to fuel all your body's systems.
Because exercise increases the demand for energy and cortisol, avoid high-intensity exercise
when trying to get your stress under control. Instead, do low-intensity exercise like walking,
swimming, or yoga.

In our modern world, stress management is needed by almost everyone.

Learning how to implement stress management strategies in your daily life can be extremely
helpful in improving your quality of life.

TOPIC 9: Organizational Design

Organization Design is a process for shaping the way organizations are

structured and run. It involves many different aspects of life at work, including team
formations, shift patterns, lines of reporting, decision-making procedures, communication
channels, and more. Organization Design – and redesign – can help any type of organization
to achieve its goals. Sometimes, a large-scale reorganization is necessary. At other points,
more subtle shifts in structures and systems can ensure that an organization continues to
thrive.

Organizational design involves implementing organizational structures and

systems that align to an organization's core strategies. Often organization redesign happens
because a business is growing or needs to downsize. However, it may also be because of a
change in leadership, strategy, or due to changes in the organization's wider environment in
which it operates. When organizational design is effective it can have a number of benefits,
including: increased effiency. faster and more effective decision making, improved quality of
goods and services, higher profits, better customer relations, safer working conditions, a
happier, healthier and more motivated workforce, greater preparedness for future challenges.
However, if there are flaws in its design, an organization can suffer serious problems,
including: ineffective problem solving, wasted time, low coordination between different parts
of business, inconsistent quality of work, failures of legal compliance, reputational damage,
low morale, leading high staff turnover, missed target and low performance. Even if a
particular setup was successful in the past, that doesn't mean it will remain so for ever. As
businesses develop, and as the world around them changes, it's vital that they keep a close
eye on the way they're organized.
 Whatever model you're working to, ensure that the management structure is in
place to launch the new design, and to support it in the long term. keep returning to your
reasons for changing. Ongoing analysis of performance measures and business-level results
will show whether your new organization design is working, and alert you whenever further
changes are required. Organization Design is a process for shaping the way your organization
operates, to help you to pursue your strategies and meet your goals. It involves setting up
structures and systems, as well as helping people to adapt to new ways of working.

B. Foundation of Personality
Personality is a sum of physical, mental and social qualities in integrated
manner. On the basis of definitions it may be said that there are two main approaches to the
study of personality: (i) the psychological and (ii) the sociological. The psychological
approach considers personality as a certain style peculiar to the individual. This style is
determined by characteristic organisation of mental trends, complexes, emotions and
sentiments.

The sociological approach considers personality in terms of status of the

individual in the group, in terms of his own conception of his role in the group of which he is
a member. What others think of us plays a large part in the formation of our personality. On
the basis of various definitions it can be said that personality is founded on certain structures.
These are (i), Physiological structure of the organism, (ii) Psychic structure of the organism
and (iii) Social and cultural structure. These structures contribute to the formation of
personality. Individual is born with certain physical and psychological traits or structures.
The physiological and psychological traits react to the social and cultural atmosphere.
Consequently, the personality is made up. We find differences in personality traits of
members of different societies, such as punctuality and cleanliness. Custom, law, religion, art
and ideology furnish values which influence personality. Since these values differ from one
society to other, members of different societies show difference in personality. The value
placed on religious life by Hindus and Muslims in India results in a quite different personality
type when compared with the more practical value placed on religious life Westerners. There
is also variation in personality within a culture. All the members of the society do not have
identical personality. This is due to difference of cultural experiences within a society. A
person is not only exposed to culture general, national culture as it is called. He is also
exposed to the cultures of a particular group within the larger society such as class, religion
and caste. These groups have distinctive culture which differ from group to group. They are
subcultures. The Muslims or tribes of India have a subculture of their own within the larger
framework of the culture of India. Similarly, rural and urban ways of life tend to produce
different kinds of person with different ways of thinking, feeling acting, and perceiving.

No culture observed has been able to yet eradicate the differences in the
temperaments of the persons who compose it. It is always give and take affair.” The
individual receives culture as part of social heritage, in turn, may reshape the culture and
introduce changes which then become part of the heritage of succeeding generations.

C. Physical Attributes of Personality

Physical characteristics are defining traits or features of a person's body. These

are aspects of appearance that are visually apparent to others, even with no other information
about the person. They can include a variety of things. Hair and facial features play a big role
but aren’t the whole picture. Physical characteristics are what you see with the naked eye.
They encompass any way you can describe the physical traits of a person or group of people
based on what you can visually observe.

At its most basic, personality is the characteristic patterns of thoughts,

feelings, and behaviours that make a person unique. It is believed that personality arises from
within the individual and remains fairly consistent throughout life. Examples of personality
can be found in how we describe other people's traits. For instance, "She is generous, caring,
and a bit of a perfectionist," or "They are loyal and protective of their friends." What exactly
makes up a personality? Traits and patterns of thought and emotion play important roles, and
so do these fundamental characteristics of personality: Consistency: There is generally a
recognizable order and regularity to behaviours. Essentially, people act in the same way or in
similar ways in a variety of situations. Both psychological and physiological: Personality is a
psychological construct, but research suggests that it is also influenced by biological
processes and needs. Affects behaviour and actions: Personality not only influences how we
move and respond in our environment, but it also causes us to act in certain ways. Multiple
expressions: Personality is displayed in more than just behaviour. It can also be seen in our
thoughts, feelings, close relationships, and other social interactions. Build characteristics,
when describing the physical characteristics of an individual, one of the first things that will
strike you is their overall build or body type. Height characteristics: Another area of physical
appearance you may consider is how tall a person is. While you can't really determine a
person's exact height without measuring them, chances are you'll notice what general
category best captures their individual height. Complexion characteristics: When describing
someone's skin tone and complexion, there are a number of descriptive words to consider. It's
often necessary to use more than one word to accurately describe a person's complexion.
More skin characteristics: A person's complexion isn't the only characteristic associated with
the appearance of their skin. A number of other traits or features can be described to convey
the appearance of a person's skin.

D. Personal Traits

Personality traits reflect people’s characteristic patterns of thoughts, feelings,

and behaviours. Personality traits imply consistency and stability—someone who scores high
on a specific trait like Extraversion is expected to be sociable in different situations and over
time.

When we observe people around us, one of the first things that strikes us is
how different people are from one another. Some people are very talkative while others are
very quiet. Some are active whereas others are couch potatoes. Some worry a lot, others
almost never seem anxious. Each time we use one of these words, words like “talkative,”
“quiet,” “active,” or “anxious,” to describe those around us, we are talking about a
person’s personality—the characteristic ways that people differ from one another. Personality
psychologists try to describe and understand these differences. Although there are many ways
to think about the personalities that people have, Gordon Allport and other “personologists”
claimed that we can best understand the differences between individuals by understanding
their personality traits. Personality traits reflect basic dimensions on which people differ
(Matthews, Deary, & Whiteman, 2003). According to trait psychologists, there are a limited
number of these dimensions (dimensions like Extraversion, Conscientiousness, or
Agreeableness), and each individual falls somewhere on each dimension, meaning that they
could be low, medium, or high on any specific trait. An important feature of personality traits
is that they reflect continuous distributions rather than distinct personality types. This means
that when personality psychologists talk about Introverts and Extraverts, they are not really
talking about two distinct types of people who are completely and qualitatively different from
one another. Instead, they are talking about people who score relatively low or relatively high
along a continuous distribution. In fact, when personality psychologists measure traits
like Extraversion, they typically find that most people score somewhere in the middle, with
smaller numbers showing more extreme levels.

There are other important traits that are not included in comprehensive models
like the Big Five. Although the five factors capture much that is important about personality,
researchers have suggested other traits that capture interesting aspects of our behaviour.

E. Psychological Attributes of Personality

Personality, a characteristic way of thinking, feeling, and behaving.
Personality embraces moods, attitudes, and opinions and is most clearly expressed in
interactions with other people. It includes behavioral characteristics, both inherent and
acquired, that distinguish one person from another and that can be observed in people’s
relations to the environment and to the social group.

The term personality has been defined in many ways, but as a psychological
concept two main meanings have evolved. The first pertains to the consistent differences that
exist between people: in this sense, the study of personality focuses on classifying and
explaining relatively stable human psychological characteristics. The second
meaning emphasizes those qualities that make all people alike and that distinguish
psychological man from other species; it directs the personality theorist to search for those
regularities among all people that define the nature of man as well as the factors that
influence the course of lives. This duality may help explain the two directions that personality
studies have taken: on the one hand, the study of ever more specific qualities in people, and,
on the other, the search for the organized totality of psychological functions that emphasizes
the interplay between organic and psychological events within people and those social and
biological events that surround them. The dual definition of personality is interwoven in most
of the topics discussed below. It should be emphasized, however, that no definition of
personality has found universal acceptance within the field. The study of personality can be
said to have its origins in the fundamental idea that people are distinguished by their
characteristic individual patterns of behaviour—the distinctive ways in which they walk, talk,
furnish their living quarters, or express their urges. Whatever the behaviour, personologists—
as those who systematically study personality are called—examine how people differ in the
ways they express themselves and attempt to determine the causes of these differences.
Although other fields of psychology examine many of the same functions and processes, such
as attention, thinking, or motivation, the personologist places emphasis on how these
different processes fit together and become integrated so as to give each person a distinctive
identity, or personality.

The systematic psychological study of personality has emerged from a number

of different sources, including psychiatric case studies that focused on lives in distress.

F. Stress Motivation, Emotional and Mental Health

“Life is full of challenges, stresses and problems to be solved. Emotions exist
as solutions to these challenges, stresses and problems” (Reeve, 2005).

Stress is an emotion that can have a positive or negative outcome. It is caused by a stimulus,
which results in arousal and possible action. Arousal is another emotion that involves
activation and excitation. At high levels of stress and arousal, actions can be inhibited. Thus,
it is important that people have strategies to cope with stress and control arousal to ensure
maximum performance. "Stress is mostly a function of how demanding and controllable the
environment is” (Reeve, J.M. 2005). It can also be “defined in terms of specific
environmental conditions that produce arousal” (Beck, R.C. 2004) or “demands placed on a
person in relation to his or her resources” (Morris, T. 2005). Sometimes people can live in
areas that increase stress levels, such as near an airport where noise triggers arousal and
increases stress. “Stress is a state manifested by the pattern of symptoms that characterizes
the emotional fight-flight reaction” (Beck R.C. 2004). It can be positive, eustress or negative,
distress. Eustress is defined as stress that gives one fulfilment and distress is stress that results
in pain, sorrow, trouble or suffering. Stress can be related to many emotions and disorders
such as anxiety, depression and post traumatic stress disorder. Post traumatic stress disorder
is an example of stress that occurs after a traumatic event. Many war veterans suffer post
traumatic stress disorder which can involve nightmares about the war and intense distress
after something triggers memories of war, such as loud noises. Coping is “anyway that we
may voluntarily try to control stress or anxiety in ourselves” (Beck R.C. 2004) through
problem focused coping or emotion focused coping. Problem focused coping works on
improving the stressful situation, for example removing yourself from an argument with
someone to calm down and reduce arousal and stress. On the other hand emotion focused
coping seeks to make the person feel better, possibly denying there is a problem, such as
going for a run. Lazarus says “coping shapes emotion, as it does psychological stress, by
influencing the person-environment relationship and how it is appraised” (Strongman, K.T.
2006).

In the lifetime of a human being obstacles are encountered that create stressful
situations. The way people respond to these situations is different for each individual. Stress
can increase one’s performance and can in turn teach them how to cope in different
situations.

Mental health includes our emotional, psychological, and social well-being. It

affects how we think, feel, and act. It also helps determine how we handle stress, relate to
others, and make healthy choices. Mental health is important at every stage of life, from
childhood and adolescence through adulthood.

Although the terms are often used interchangeably, poor mental health and
mental illness are not the same. A person can experience poor mental health and not be
diagnosed with a mental illness. Likewise, a person diagnosed with a mental illness can
experience periods of physical, mental, and social well-being. Mental and physical health are
equally important components of overall health. For example, depression increases the risk
for many types of physical health problems, particularly long-lasting conditions
like diabetes, heart disease, and stroke. Similarly, the presence of chronic conditions can
increase the risk for mental illness. A mental hygiene movement had formed in the United
States in 1908. Its goal was to advocate for people who were "mentally sick," or people who
had psychiatric conditions, in a more humane way as historically, people with mental
illnesses were abused, neglected, and lacked adequate care. Though stigma surrounding
mental illness still exists, more and more people have realized the importance of receiving
treatment—like psychotherapy—for maintenance of their mental well-being, regardless of
whether they have a mental illness. Additionally, an abundance of research has found that
positive mental health is linked with improved quality of life, including better productivity,
closer social connections, higher educational achievement, and improved relationships. A
person's ability to enjoy life is frequently used as an indicator of mental health and wellness.
It is often defined as the degree to which a person enjoys the most important aspects of their
life. Some factors that have been found to play an important role in life satisfaction include
the absence of feeling ill, good relationships, a sense of belonging, being active in work and
leisure, a sense of achievement and pride, positive self-perceptions, a sense of autonomy, and
feelings of hope. Social support is important for positive mental health. Loneliness is linked
with both physical and mental health issues including cardiovascular disease, depression,
memory problems, drug misuse, alcohol misuse, and altered brain function

The ability to bounce back from adversity has been referred to

as resilience. People who are resilient also tend to have a positive view of their ability to cope
with challenges and seek out social support when they need it. Those who are more resilient
are better able to not only cope with stress but to thrive even in the face of it.

G. The Moral and Spiritual Aspect of Personality

is the guiding principles

and standards that define and
measure choices we make in
life. It
defines the right and wrong in
the behaviour or conduct of
man with his fellowman.
These are
the set of emotional rules we
follow to help us in making the
right decision in life, at home
and
in our personal relationships.
is the guiding principles and
standards that define and
measure choices we make in
life. It
defines the right and wrong in
the behaviour or conduct of
man with his fellowman.
These are
the set of emotional rules we
follow to help us in making the
right decision in life, at home
and
in our personal relationships.
is the guiding principles and
standards that define and
measure choices we make in
life. It
defines the right and wrong in
the behaviour or conduct of
man with his fellowman.
These are
the set of emotional rules we
follow to help us in making the
right decision in life, at home
and
in our personal relationships.
is the guiding principles and
standards that define and
measure choices we make in
life. It
defines the right and wrong in
the behaviour or conduct of
man with his fellowman.
These are
the set of emotional rules we
follow to help us in making the
right decision in life, at home
and
in our personal relationships.
is the guiding principles and
standards that define and
measure choices we make in
life. It
defines the right and wrong in
the behaviour or conduct of
man with his fellowman.
These are
the set of emotional rules we
follow to help us in making the
right decision in life, at home
and
in our personal relationships.
is the guiding principles and
standards that define and
measure choices we make in
life. It
defines the right and wrong in
the behaviour or conduct of
man with his fellowman.
These are
the set of emotional rules we
follow to help us in making the
right decision in life, at home
and
in our personal relationships.
An individual may have moral
values that are derive from
society and government,
religion, or
self. When moral values are
derive from society and
government, they may change
as the laws
and morals of the society.
An example of the impact
changing laws on moral
values may be
illustrated in the case of
marriage vs. <living together=.
It was rare to see couples live
together
without being married in the
1950s and 1960s. In the 890s,
couples that set up a family
without
marriage are nearly as
plentiful as traditional
married couples. Aside from
their increasing
number, they are also more
accepted by other individuals
in our society now.
Living a moral life is synonymous with spirituality. So, in a broad sense, when
I talk about morality, I am defining spirituality. Spirituality has everything to do with
morality.
Morality is everything that spirituality is. Being moral allows us to live
honestly and purely in a world that doesn’t always take notice. Keeping morality close to us
in the hub of everyday life, serves to remind us that morality and spirituality can pave the
way for us to be happy, content and at peace. Being moral and spiritual helps us to stay
grounded in a world that is less than perfect, morally and spiritually. It is something we
should all practice. Morality and spirituality, if continually practiced, will make us better
people. As long as we know right from wrong and have a conscience, we may follow a moral
compass. Without basic rules surrounding morality, there will always be chaos in our homes
and in our lives. We’re not all instinctively moral, but we can choose to be moral. It is all a
question of how we choose to relate and behave towards other people and in society. We
should want to care about others and ourselves. We should want to have empathy,
compassion and tolerance. We should want to follow and incorporate moral tolerance. We
need to strive to understand how our conscience plays its part in our moral compass. If the
conscience alerts us to something that it knows is wrong, we should choose to change our
behaviour. It is our conscience that challenges us to change how we see other people and how
moral we will be. Teaching morals shouldn’t be just a parental concern and responsibility, it
should also be a common responsibility. Since children spend so much time in school, it is
important schools reinforce the morals children are taught by their parents, assuming parents
are teaching their children morals. Schools don’t raise awareness on compassion, tolerance
and empathy as well as other initiatives, including how to communicate and practice such
values in everyday life. Schools often teach facts and figures, but may fail to encompass any
real method of learning that help a student take their first steps into the world. As children we
should be made aware of our moral compass. Children should be taught morality by their
parents and then it should be reinforced through education, in a way that allows them to think
for themselves.
Schools sadly don’t have the time or resources, to continually re-evaluate
morality, but it’s easy to see why these morality is crucial in everyday life.

H. Individual Differences on Organizational Behaviour

Individual differences are the ways in which people differ from each other.
Every member of an organization has its own way of behavior. It is important for managers
to understand individual differences because they influence the feelings, thoughts, and
behavior of employees.

Industrial and organizational (I/O) psychology has a long-standing tradition of

concern for individual differences. Our training, research, and theory often include attentionto
stable individual differences. Some of the most successful applications of psychology in
organizations (for example, assessment centers, vocational counseling, tools for
personnelselection) rely on information aboutindividual differences. However, until recently,
most research on the roles of individual differences in organizations was very narrowly
focused, with a great deal of attention given to ability-performance relationships andrelatively
little given to other individual differencesor potential criterion variables. Research ontheroles
of individual differences in understanding behavior in organizations has changed
substantially in thelast five to ten years. I/O psychologists are now considering a much wider
range of individual difference variables and are linking them to a muchwiderrange of
potential outcomes. The purpose of this book is to review what we know (existing research),
what we think it means (theory), and what we still need to know (future research directions)
about the roles of individual differences in understanding and determining behavior in
organizations. 60s to the mid 1980s can be roughly categorized as (1) research on the
relationship betweenscores on written ability tests andjob performance and (2) otherresearch.
The first category has, for the last thirty years, received the lion’s share of attention (for
example, even in the currentedition of the Handbook ofIndustrial and Organizational
Psychology, Ackerman and Humphreys’s chapter on individual difference theory [1990] is
concerned almostsolely with cognitive ability); and systematic theory or research ontheroles
of other individual difference variables, or even on the influence of cognitive ability on
dependentvariables other than performance on the job orin training, has until recently been
rare.

The good newsis that managers are probably used to the inherent disconnect
between any one of their decisions and organizational performance; they understand that
there are multiple contributions to the ways their organizations behave and multiple
determinants of the effectiveness of their organizations.

I. Strengths and Weaknesses of the Filipino Character and

Personality

Filipinos have been described as friendly, outgoing, sensitive, easily offended,

nosy, garrulous, direct, hospitable, feisty, irreverent, good natured, clever, witty, gregarious,
happy, generous, easy to laugh, gracious, easy to befriend, casual, fun loving, sensitive and
hospitable. Personal and family honor are stressed, as well as dignity and pride. Education is
highly valued and families make great sacrifices to educate their children. Hiya (shame) is
instilled in Filipinos at an early age. To be shamed is the greatest form of disgrace. Filipino
culture developed over centuries in tandem with and in response to Western culture
introduced by the Spanish and later Americans.

Filipinos are generally more easy going than other Asians. A survey conducted
by the Hong Kong-based Political and Economic Risk Constituency (PERC) ranked Filipinos
as "the easiest people in Asia to get along with." In the 2006 Happy Planet Index (HPI) by a
British think-tank New Economics Forum (NEF), the Philippines ranked 17th out of 178
countries, far ahead of the United States, which ranked 150. According to NEF, this report is
“an index of human well-being and environmental impact”, which moves beyond crude
ratings of nations according to national income, measured by gross domestic product to
produce a more accurate picture of the progress of nations based on the amount of the Earth’s
resources they use, and the length and happiness of people’s lives.” In the report, a list has
been provided about the ranking of the countries. The NEF study measured life satisfaction,
life expectancy and environmental footprint, which is the amount of land required to sustain
the population and absorb its energy consumption. Filipinos have a strong sense of family
and community They are very gregarious and like to talk and hang out with family and
friends. They love to fool around, gossip, make jokes and tease one another. Rumors spread
quickly. Some say Filipinos are happy-go-lucky people who are often pessimistic about today
but always optimistic that tomorrow will be better.

Social organization generally follows a single pattern, although variations do

occur, reflecting the influence of local traditions. Among lowland Christian Filipinos, social
organization continues to be marked primarily by personal alliance systems, that is, groupings
composed of kin (real and ritual), grantors and recipients of favors, friends, and partners in
commercial exchanges.