Several studies have assessed the effects of observable disparities between people in workgroups or teams. Such differences tend to occur in terms of gender, ethnicity, and age in various examples. In this respect, these dimensions currently comprise surface-level diversity. The integration of this form of diversity has always assumed significance in most organizations. In fact, most firms establish a focus on these aspects in respect to the profits or losses that they may bring to the organization depending on the way they are managed. However, the focus on surface-level diversity has caused aversion from disparities that are particularly unobservable to the untrained eye. Even though such attributes are unseen and possibly subjective, they maintain a considerable impact on cohesion as well as efficiency in the workplace. These aspects constitute deep-level diversity, which “represent differences that can be learned only through extended interaction with others” (McWilliams & Williams, 2012, p. 257). Illustrations of this form of diversity involve disparities within attitudes, personality, values, and convictions.
In reference to deep-level diversity, the respective discourse pays attention towards the disparities evident within the personality of a person. The personality of an individual mainly comprises the characteristics and traits that he or she possesses and exhibits. In generic terms, a personality is composed of a series of character traits and qualities. Every person possesses a different personality. This has been particularly established by the dimensions set in response to the comprehension of the main character qualities that the average individual possesses. As such, five major personality dimensions have been created. Rationally, the selected dimensions of personality are evident among most people. These comprise extraversion, conscientiousness, emotional stability, openness to experience, and agreeableness (McWilliams & Williams, 2012). The aspects that are mentioned above constitute the main traits that are evident in every person.
In terms of the application within the real world, the use of personality dimensions via interaction among individuals offers an effective platform for upholding diversity within the organization. By recognizing that disparities between people are not particularly significant, it is still impossible to reject the effects of unobservable differences in the workplace. Accordingly, each of the five main dimensions of personality may be unobservable to the untrained eye. Nonetheless, through the course of interactions that take place among different people, it is possible to take note of the different innate characteristics of personality that people possesses with respect to the five main dimensions. The modern workplace has been at the forefront of factoring in deep-level diversity significantly. Nowadays, employees may gain recruitment into a firm based on their overall personality as well as the character traits that they exude when interacting as individuals (McWilliams & Williams, 2012).
One formidable illustration involves the selection of potential employees by employers during recruitment exercises. In such activities, applicants are usually provided with a platform that they can use to express themselves. In fact, most of the questions that they are asked are open-ended questions. In this respect, applicants can answer the questions that they are asked more openly. Within such situations, employers are capable of understanding and gathering information concerning the applicant based on the character traits and qualities they exhibit. Rather than focus ideally on physical appearance, the inclination towards personality dimensions provide employees with the ability to interview and select preferable candidates, especially those with positively appealing character traits. In the end, the workplace has evolved into a setting that is capable of recognizing the unobservable differences that exist among individuals in relation to their different personalities.
McWilliams, A., & Williams, C. (2012). MGMT. South Melbourne, VC: Cengage Learning Australia.
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