Research
Effective Employee Performance through Enhanced Agreeableness and Self-image
Fast and frequent change in technology has put the present day employee under pressure. This pressure has impact on employee’s personality dimensions and consequently on employee’s performance. So, one of the most critical issue of modern era is to study the impact of changing psychological dimensions on employee’s performance. This research was aimed to study effects of improved psychological traits like self image and agreeableness on employee performance. Statistical universe for this study was the employees having experience of more than three years from governmental and non-governmental organizations. Employee Performance, Agreeableness and self image among managers were assessed by using the employee performance inventory developed by researchers, Agreeableness Measuring Scale (AMS) (Rishipal & Jain, N., 2012) and The State Self-Esteem scale (SSES) (Heatherton & Policy, 1991) respectively. A cross-sectional and longitudinal study was conducted by using the before and after with control group research design to compare the performance of treatment group consisting of the low performer employees having lower tendency of agreeableness and self-image and control group consisting of the high performer employees having higher tendency of agreeableness and self-image. Control and treatment group were formed by adopting the sampling technique of randomization on availability basis. Before treatment both the control and treatment group were tested. The mean scores for employee performance (EP), agreeableness (Ag.) and self-image (SI) for control group were 24.27, 213.76 and 79.69 respectively whereas the mean scores of test group before treatment for employee performance (EP), agreeableness (Ag.) and self-image (SI) were 10.28, 90.23 and 33.98 respectively. There was significant difference between the pre and post treatment mean scores values of Employee Performance (Meanpre-treatment = 10.28 & Meanpost-treatment = 23.57), Agreeableness (Meanpre-treatment = 90.23
Cognitive Style a Predicator of Managerial Effectiveness: Study of Public and Private Sector Bank Managers in India
This study was conducted to investigate the relationships between cognitive style and managerial effectiveness among different managerial levels of various public and private sector bank’s of National Capital Region (Delhi) and Haryana state of India. Datawas collected by using Cognitive Style test for Field-dependence and Fieldindependence developed by Witkin (1959) and Index of Managerial Effectiveness test devised by Walter W. Hudson(1993). A sample of 300 bank managers of senior, middle and junior level positions from three public and three private sector banks of National Capital Region (Delhi) and Haryana state of Indiawas taken for the study."Both the public and private sector bank managers exhibit higher tendency of field-dependence among the senior managers in comparison to the middle level managers who have relatively greater inclination towards field-independence. Junior level managers of both the public and private sector banks are the highly inclined towards field-independence tendency in comparison to middle and senior level managers. As F-ratio was found significant so Duncan’s multiple comparison of means test was used to examine significant differences among cognitive style means of different groups. The comparisons were made at 0.05 level of significance. The results of Duncan’s multiple comparison of cognitive style means of public bank managers revealed that junior managers and middle level managers differ significantly in their means from senior managers but junior managers did not differ significantly from middle level managers. In case of private sector managers the entire three groups differ significantly in their cognitive style means. Both the public and private sector bank managers exhibit poor tendency of managerial effectiveness among the senior managers in comparison to the middle level managers who have relatively higher degree of effectiveness in management in comparison to senior managers. Junior level managers of both the publ
