Impact of Self-Concept/Perceptions/Mindset On Organizational Effectiveness
Firstly, self-concept has been associated with organizational commitment among employees, which in turn affects organizational effectiveness. According to a study conducted among public employees in Brazil, it was discovered that employees who had higher perceptions of achievements and professional competence are more likely to be more committed to the organizations they work for (Puente-Palacios & Santos de Souza, 2018). Besides, as it is known, every individual’s source of motivation is considered to be distinct. However, more motivated individuals are more likely to show commitment, and as a result, provide great performances, which end up benefiting the organizations they are working for. Therefore, employees who have high perceptions will always help improve organizational effectiveness. However, at times, some individuals struggle with issues such as self-esteem and motivation. In the end, this does harm the organizations since their level of commitment is always low.
Secondly, several studies have shown a close correlation between professional self-concept and job satisfaction impacting organizational effectiveness. According to a study conducted in Brazil, job satisfaction was established to be a predictor for self-concept. In such a scenario, individuals satisfied with their jobs described themselves as less healthy (Souza and Puente-Palacios,2011). As it is known, employees who are satisfied with their jobs are always expected to perform better. Therefore, when most of the employees can perform better, the organization will always be able to achieve its goal, in the end, making profits. However, when the employee performances are bad because of dissatisfaction with their jobs, this puts the organization in a bad position to achieve its goals, one being a profitable entity.
Lastly, self-concept and perception are associated with team effectiveness which is crucial to organizational effectiveness. According to Bentein, Stinglhamber, and Vandenberghe (2004), several results have shown a strong correlation between effective commitment and cohesion and cooperation among team members. Based on this, when there is a greater perception of cohesion within a group, individuals will always be open to commuting with the team. Besides, by commuting to the team, one is also committing to the organization. Moreover, when there is team commitment due to group cohesion, there is always a higher probability of employees satisfied with their jobs and the organization. On the other hand, since organizational effectiveness is significantly dependent on turnover, team commitment is key. When employees are highly committed, they will probably stick around, which is vital to the company, especially if they are better performers. Besides, through better performance, employees can maintain their self-concepts (Pam et al., 2019). However, when there is a lack of team cohesion due to bad self-concept and mindset, this always threatens organizational effectiveness.
Impact of Emotions/Attitudes on Organizational Effectiveness
Employees able to cope with emotional labor has always been vital in organizational effectiveness. First of all, emotional labor refers to the employee’s expression of the desired emotion required by their respective organizations (Hume, 2019). In most cases, employees are always expected to be happy and be good to customers, especially those who work n the retail sector. Therefore, for many employees within a given organization who manages to showcase the desired emotion, this always proves to be significant in making the organization effective. However, there are several cases where certain employees would always struggle to showcase these types of emotions due to experiencing emotional dissonance (Hume, 2019). Besides, such a disparity of emotional dissonance among the employees has always taken a toll on them. As a result, this makes it hard for the given organization to be effective.
On the other hand, employees who struggle to manage the disparity in emotional dissonance are always likely to be dissatisfied with their job. Firstly, some employees find it hard to fake their emotions to safeguard their positions every day. As a result, as time goes by, they find the striation tiring and uncomfortable. In the end, they fail to enjoy their work, which normally makes them dissatisfied with their jobs. As a result, this does affect their commitment and organizational effectiveness, especially If an organization happens to experience a high turnover. Generally, employees struggling to cope with emotional dissonance will always affect their performance, which negatively affects organizational effectiveness.
Also, emotional intelligence has been linked to organizational performance or effectiveness. In this case, emotional intelligence refers to the ability of an individual to perceive, control and evaluate emotions. Therefore, employees who happen to have great emotional intelligence ability are always considered a significant asset for an organization as far as human resources are concerned (Deshwal, 2016). Besides, for many organizations, employees should be able to comprehend their emotions and that of others. Besides, the ability to do this allows teams within organizations to be effective, given that team members will always be able to read the tension. As a result, they will be able to approach the situation well. Besides, in many scenarios, conflicts usually occur due to a lack of emotional intelligence among employees. On the other hand, emotional intelligence can be key for leaders, enabling them to make great decisions. In the end, this would improve the employees’ performances and that of the organization. Therefore, an organization needs to coach its leaders and employees to develop their interpersonal skills in relation to emotional intelligence.
References
Deshwal, P. (2016). Impact of emotional intelligence on organizational performance. International Journal of Advanced Research in Management and Social Sciences, 5(1), 173-182.
Hume, D. (2019). Emotions and moods. In Judge, T, Robbins, & Campbell, T (Eds.), Organizational behavior, (pp.258-297). London: Pearson.
Pam, H. D., Yakubu, I. M., Emmanuel, O. E., & Musa, K. A. (2019). Organizational leadership, workers’ self-concept and employees job performance among employees of NTA. International Journal of Development Strategies in Humanities, Management and Social Sciences,9(1),65-77. http://www.internationalpolicybrief.org/images/2019/MARCH/IJDSH/ARTICLE7.pdf
Puente-Palacios, K., & Santos de Souza, M. G. (2018). Professional self-concept: Prediction of teamwork commitment. Revista de Psicología (PUCP), 36(2), 465-490.
Souza, M. G. S., & Puente-Palacios, K. E. (2011). The influence of professional self-concept on satisfaction with the work team. Psychology studies, 28(3), 315-325. https://doi. org/10.1590/S0103-166X2011000300003
Bentein, K.,Stinglhamber, F & Vandenberghe, C., (2004). Affective commitment to the organization, supervisor, and workgroup: Antecedents and outcomes. Journal of vocational behavior, 64(1), 47-71.
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