The Relationship Between Work Outcomes and Intelligence

Organizational behavior is the study of how people carry out themselves at their workplace and also how they perform their duties. While at work, different factors influence the actions of employees in the workplace. Such factors include the skills and abilities of an employee, their attitudes, their personality, perception, and values. The above factors explain an individual’s behavior at work. There are also factors that determine the performance of an organization. Such elements are almost similar to the above-mentioned factors, and they include productivity, turnover, and absenteeism. It is always apparent that managers are generally concerned by the quality and quantity of their employee’s work. Employees differ in their behavior during labor, and therefore there is a need for management to find a way of balancing the employees’ behaviors to achieve high productivity. Therefore, the paper below explores the difference in the employees’ behavior towards performance and also the relationship between work outcomes and intelligence.

Factors Influencing Employees’ Behavior

Work Attitudes

Attitude refers to a compilation of feelings, behaviors, and beliefs. The most important position that is directly related to work is job satisfaction. There are also different factors that play an essential role in job satisfaction that include promotion, the job itself, payment and opportunities (Arnold et al. 2005, p.25).

Furthermore, the relationship that exists between the supervisor and workers plus that between co-workers is also crucial in ensuring satisfactory in job performance. A positive attitude is essential since it motivates workers. For instance, an employee who is paid well and at the right time will find himself willingly submitting to his job, unlike the one who is not paid right. An employee who has no positive relationship in the workplace will have no motivating factor and therefore will have a negative attitude that is dangerous to performance and productivity (Arnold et al. 2005, p.25).

Perception

Social perception refers to how an employee views themselves and other.  On the other hand, the real impression is the ability of an employee to interpret information around them. An employee should be given adequate closure so that they can adequately and effectively understand job-related information (Arnold et al. 2005, p.27). An employee with a negative perception will not be able to provide a satisfactory work due to the inability of interpreting data.

Personality

Personality is how an individual carries themselves behaviorally. An organization with employees that have an upright positive character, the outcome of the activities carried out also becomes positive. A positive character behaves in an upright manner and is always obedient and respectful to their employers, fellow employees and even to themselves. Such employees do not start fights since they have a positive relation in the organization; therefore creating conducive environment for themselves and others for high productivity (Arnold et al. 2005, p.27). 

Values

Values can be described as beliefs that are long-lasting, desirable, essential and worthwhile. An individual with positive values is always organized and understands the importance of prioritizing their values (Arnold et al. 2005, p.28). In an organization, any amount that is work related is considered to be the primary value. Therefore such employees will always be trustworthy towards their employers and still bring out their best when it comes to working. However, when two different workers with different values come together; especially the positive and negative values, there usually occurs conflicts due to various disagreements. To resolve the disputes, managers should, by all means, work towards integrating and trying to fit the corporate profits with those of their employees.

Skills and Abilities

A capability is referred to as the manual and technical ability to well perform a given task. In an organization, it is essential for every employee to be well skilled and experienced to provide the desired outcomes. An experienced employee understands what is required of them at a given point and time (Arnold et al. 2005, p.30). They always carry out their daily task under minimal supervision, unlike the unskilled workers who need to be directed from one location to another. Furthermore, a lot of time and material resources of the organization are usually spared when their workers are well trained and skills. For the organization with unskilled employees, a lot of time is spent in training them which would otherwise be used in production hen lowering productivity.

The relationship between work outcomes and intelligence

Following the tremendous quantitative synthesis growth experienced in the cultural knowledge over a couple of years has become empirical evidence about the relationship between work-related results and intelligence. According to studies, an analysis on bivariate Meta explains that intelligence together with its dimensions associates positively with the job satisfaction, adjustments in cross cultures, job performance, transformational leadership, and expatriation intentions (Schlaegel Richter and Taras 2017). Furthermore, tests carried out on the increased validity explore that intelligence and the dimensions explain desirable outcomes which are beyond the emotional intelligence and personality trait effects.

Conclusion

According to the above paper, it is concluded that work satisfaction and the relative outcome does not wholly depend on extra hard work and time extensions but also important factors such as skills, personality, perception, work attitude, and values. When an employee possesses the above traits, then the organization’s outcome will be positive. However, there exist conflicts between the organization and the employee’s attributes. Therefore, every manager should put forth strategies that will enable binding of organizational values and those of employees to improve productivity.

References

Arnold, J., Silvester, J., Cooper, C.L., Robertson, I.T. and Patterson, F.M., 2005. Work     psychology: Understanding human behaviour in the workplace. Pearson Education: 25- 46.

Schlaegel, C., Richter, N. and Taras, V., 2017. Cultural intelligence and work-related outcomes:   A meta-analytic review. In Academy of Management Proceedings (Vol. 2017, No. 1, p.      14152). Briarcliff Manor, NY 10510: Academy of Management.