(2)Employees are entitled to know of their potentials and capabilities. This is necessary to help them judge themselves and know where they need to adjust to create a difference in what they do. When an authority makes a decision, on hiring or firing an employee, the employee should be able to know why the authority did it. If it sounds unfair, then the employee should fight back but in a proper way. Learning and decision-making are aspects that help employees gain job knowledge and how they use that knowledge to make accurate judgments on the job (Colquitt, LePine, & Wesson, 2012). With such knowledge, they can use it to know what they did wrong or right and eventually perpetuated the decision made by the authority.
(3) While an organization is training its employees, it makes sure it trains them in all ways. Training may be formal or informal. Formal training may include things that are practically done. For example, teaching someone how to create a movie. Such kind of information can be transferred easily. However, other trainings are usually informal; people learn them through working on their behavioral response (Colquitt et al, 2012). This kind of training is occurs naturally. For example, it is not easy to train someone to be polite, but the person can learn if guided by a counselor or someone close to him. In the end, the employee will learn slowly and know the importance of respecting other people.
(4) Big five dimensions of personality involves testing a person’s personality and psychological status especially in a workplace and know the future state of an organization. The dimension tests the following: openness to experience, conscientiousness, extraversion, agreeableness and emotional stability. Openness to experience determines looks into characteristics such as imagination and insight. People with remarkable imagination and insight are considered to have a wide range of interests. Conscientiousness determines the level in which a person thinks about the work done. The employee works to meet organizational goals and not only being self-centered (Colquitt et al, 2012). In addition, it considers how a person’s behaviors towards achieving personal and organizational goals. Those with high conscientiousness dimensions are considered organized and mindful of details. There is another trait known as agreeableness. This personality dimension includes elements like trust kindness, affection and other social oriented traits. Such elements are vital as they determine how an employee can relate with fellow colleagues. Neurotism is an essential trait too as it determines the emotional stability of an individual or an employee to be. Those with high traits of neurotism usually experience emotional instability and get so anxious most of the time. At times, they become so moody and irritated, and they can be rude to their colleagues who try to help them. Extraversion is a trait that characterizes people who are highly social, talkative and assertive. Such people make the working environment quite appealing to be in. They cheer people up however; they can irritate those who hate jokes. Considering all these traits an employee with high of conscientiousness is highly influential especially in meeting organizational goals. Reason being, they are mostly motivated and do their work with perfection. Most of them remain committed to their jobs for longer periods and are reliable all the time (Colquitt et al, 2012).
(5) Employees have different potentials and capabilities (Colquitt et al, 2012). The knowledge they have depend on the experience they have on the particular job .Others have unique talents that when combined with certain professions the result is usually remarkable. When an employer finds a given employee so beneficial to the company, the employer always makes sure to keep the employee at all cost. This may be through salary increment or given a higher rank. However, some employers usually find ways of taping the knowledge so that if they fail to keep the employee, they would have someone for replacement purposes. Some companies usually organize workshops in which these employees are encouraged to present how certain issues are done. The same employee may be requested to teach fellow colleagues on how he comes out with achievements all the time. Through job rotation, the other employees can learn from the best employee of the month and work according to the principles shown.
As a blockbuster manager, there are several questions that I would impose while undertaking the hiring process in case the Knoros. These questions would be based on certain factors. The questions are entitled to examine the applicants experience in the job sector, emotional stability, and coordination with fellow workers In addition the interview questions would, determine how committed the applicant is regarding the position applied for , and the contribution the applicant will have towards achieving the goals of the organization .
The following are some of the questions that could be included in the interview questionnaire.
What type of movies do you like? Which is your favorite movie and why? What type of working environment would you prefer? Do you feel comfortable working with strangers? What is your aim for applying for this position? Why should we consider you better than they consider the other applicants? Are you flexible enough to work at nights and on weekends? How long can you works in one shift? How would you resolve a difficult situation if faced with one? Are you flexible to relocate at any time? What are you passionate about?
How do you evaluate personal success? In case, these questions are answered well, then the interviewee may have an opportunity to work with the store.
However, by use Knoros big five scores, there are certain potentials I would consider in given profile while hiring at blockbuster. The decision would be based on the big five personality traits, which include openness to experience and conscientiousness. In addition, extraversion, agreeableness and emotional stability are essential aspects to consider while undertaking the personality test. The results will be determined by evaluating all questions carefully before answering them. The test taker should answer those questions in the most sincere way but still portraying the best personality. Questions answered by selecting strongly agree should reflect the person’s personality in the end. An MBITI data would be valuable in determining personality or psychological type of the test taker from the 16 personality types.
The Kronos personality test may not necessarily reveal the desired results. The test taker usually answers questions with the aim providing appealing results so that the applicants stands out and ensure their success. Kronos personality test is associated with various weaknesses. For example, Concept of personalities is not clearly revealed as a person’s personality can change over time. Controlled Response perpetuates a person to answer questions with the aim of wanting outstanding results over others. In addition, the questions may be too complicated and many to describe. In the end, the one taking the test will only answer questions to finish the test. Cultural influences make Test takers to answer with the most culturally and socially acceptable responses. However, it is not what the person may feel like doing when situated in the same environment. These responses only prove in the eyes of their employer that they are honest, yet they may not be. These weaknesses can affect the future progress of the store.
Therefore, certain issues can be reconsidered while taking the test to make it more effective. Few questions should be included in the test and the test taker should be allowed to give reasons to support the answer given. This will make the test taker more open and give genuine reasons. The test results should also include practical once that clearly determine whether the test taker is genuine or not. If all these were considered then it would be easier to determine the best person to hire.
Reference
Colquitt, J., LePine, J., & Wesson, M. (2012). Organizational behavior: Improving performance and commitment in the workplace. (2nd ed.). McGraw-Hill/Irwin.
