S1_MNJ_ORGANIZATIONAL BEHAVIOR_International class_2025

Steven Wirawan
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1. Emotions are like sparks—they come quickly, are intense, and usually point at something or someone (like being mad at your boss or happy about a compliment). Moods are more like the weather—they last longer, feel less intense, and aren’t always tied to one clear cause.

2. They can come from a lot of things: our personality, stress, sleep, the weather, or even just the time of day. Relationships and social activities matter too—spending time with friends usually lifts our mood, while conflicts or too much stress can drag it down.

3. When workers have to “act” happy or calm all the time, it can take a toll. On the bright side, it helps customers feel good. But for employees, it can be draining and lead to stress, dissatisfaction, and eventually burnout if they constantly fake emotions.

4. This theory basically says that little events at work shape how we feel, and those feelings then shape how we behave. For example, getting praised might boost your mood and make you more motivated, while harsh criticism might spark anger and make you less engaged.

5. Emotional intelligence is the skill of noticing feelings (yours and others’), making sense of them, and using that understanding to handle situations better. It’s about being aware, staying in control, showing empathy, and getting along with people.

6. Some people just “put on a mask” (surface acting), while others try to really change how they feel inside (deep acting). Others reframe the situation in a more positive way, practice mindfulness, or simply talk it out with someone they trust.

7. Person–job fit is about matching someone’s skills and personality to the actual tasks of a job. Person–organization fit is more about whether someone’s values and style match the overall company culture. Both matter, but in different ways.

8. Personality is basically the collection of traits that makes us who we are and guides how we act. Psychologists often measure it with surveys like the Big Five or MBTI. Personality comes from both nature (our genes) and nurture (our upbringing, culture, and life experiences).

9.
• MBTI: Easy to understand and fun for self-discovery, but not very reliable or scientific.

• Big Five: Backed by research and good at predicting behavior, though it doesn’t cover everything.

• Dark Triad: Useful for spotting negative traits like manipulation or selfishness, but it can feel judgmental and doesn’t explain the whole person.

10. Our personality shows up more clearly when the rules are loose and we can act freely. In “strong” situations with strict rules, everyone tends to behave similarly, so personality doesn’t stand out as much.

1. Emotions and moods are both affective states but differ in intensity, duration, and cause. Emotions are intense, short-lived reactions triggered by specific events, such as anger after unfair treatment or joy after receiving praise. They are often action-oriented and easily expressed through facial expressions or behavior. In contrast, moods are less intense, longer-lasting feelings that are not usually tied to a particular stimulus. A person may feel cheerful, gloomy, or irritable for hours or even days without knowing the exact reason. Thus, while emotions are specific and reactive, moods are more generalized and enduring.

2. Emotions and moods arise from multiple sources, both internal and external. Personality traits influence the likelihood of experiencing certain emotions more frequently, while factors such as stress, sleep, and exercise affect the stability of moods. Time of day and day of the week also play a role, as people often feel more positive mid-day or towards weekends. Social interactions and enjoyable activities tend to boost positive emotions, whereas negative experiences and prolonged stress diminish them. Additionally, demographic factors like age and gender can influence affective experiences, with research showing older individuals often report fewer negative emotions and women generally experiencing emotions more intensely.

3. Emotional labor occurs when employees manage and regulate their emotions to meet organizational expectations, such as a customer service representative maintaining a cheerful demeanor despite feeling stressed. While emotional labor can lead to improved customer satisfaction and smoother workplace interactions, it can also have negative consequences for employees. Continuous suppression of true feelings, especially through surface acting, may cause emotional exhaustion, stress, and burnout. Over time, this mismatch between felt and displayed emotions reduces job satisfaction, lowers motivation, and harms overall well-being. Thus, while beneficial for organizations, emotional labor can create significant psychological strain on workers.

4. The Affective Events Theory (AET) explains how workplace events influence employees’ emotions and, subsequently, their job satisfaction and behaviors. According to this theory, daily events at work—such as receiving recognition, experiencing conflict, or being assigned a new project—trigger emotional reactions that shape attitudes and actions. Positive events tend to increase satisfaction and motivate organizational citizenship behaviors, while negative events often lead to dissatisfaction, absenteeism, or turnover. In essence, AET highlights that emotions are not random but are shaped by workplace events, and these emotional responses play a critical role in shaping overall job performance and commitment.

5. Emotional intelligence (EI) refers to an individual’s ability to recognize, understand, and manage emotions in themselves and others. It involves four main dimensions: self-awareness, self-management, social awareness, and relationship management. Self-awareness allows individuals to identify their emotions and how these affect their behavior, while self-management enables them to control or redirect disruptive feelings. Social awareness involves empathy, or the ability to understand others’ emotions, and relationship management includes building strong, effective interpersonal connections. High emotional intelligence enhances communication, teamwork, and conflict resolution, making it an essential skill in both professional and personal settings.

6. Emotion regulation refers to the ways individuals manage and influence their emotional experiences and expressions. Strategies include cognitive reappraisal, in which a situation is reframed to alter its emotional impact, and suppression, in which outward expressions of emotion are hidden even if they are still felt internally. Mindfulness practices encourage individuals to acknowledge and accept emotions without judgment, reducing their intensity. Additionally, sharing feelings with others provides emotional relief, while physical activities and relaxation techniques such as deep breathing help reduce stress. These strategies are critical for maintaining emotional balance and promoting psychological well-being in the workplace.

7. Person–job fit and person–organization fit are two important concepts that explain how individuals align with their work environments. Person–job fit focuses on the compatibility between an individual’s skills, abilities, and the specific requirements of a job. For example, a detail-oriented person may be well-suited for accounting. On the other hand, person–organization fit emphasizes the alignment between an individual’s values, beliefs, and personality with the culture, norms, and values of the organization as a whole. For instance, a person who values innovation may thrive in a start-up but struggle in a highly bureaucratic organization. Both forms of fit are crucial for job satisfaction and long-term commitment.

8. Personality refers to the unique set of psychological traits, patterns of thought, and behaviors that define an individual’s consistent responses to the environment. It is typically measured using self-report questionnaires such as the Myers-Briggs Type Indicator (MBTI) or the Big Five Personality test, as well as through observer ratings. Personality is shaped by a combination of heredity, environment, and situational influences. Genetic makeup provides the foundation of personality traits, while life experiences, culture, and family shape their development. Situational contexts also influence the expression of traits, meaning that behavior can vary depending on the demands of different environments.

9. The Myers-Briggs Type Indicator (MBTI) is widely used in organizations for self-awareness and team building, but it has been criticized for poor reliability and validity, as well as its forced-choice format that oversimplifies personality. The Big Five Model, which measures openness, conscientiousness, extraversion, agreeableness, and neuroticism, is strongly supported by research and has shown to be a reliable predictor of performance and behavior across different cultures. However, it can also be seen as too broad and reductionist. The Dark Triad, which includes Machiavellianism, narcissism, and psychopathy, provides valuable insight into toxic workplace behaviors and manipulation. Its main weaknesses lie in measurement challenges and the risk of stigmatizing individuals.

10. The extent to which personality predicts behavior largely depends on the situation. In weak situations—those with few rules, limited structure, and low external constraints—individuals have more freedom to act according to their personality traits, making personality a strong predictor of behavior. For example, in a creative role, an extrovert may openly express sociability and energy. In contrast, strong situations—such as highly regulated environments with clear expectations and strict rules—limit personal expression, reducing the influence of personality. For example, military settings require conformity, meaning personal traits have less impact on behavior. Thus, the predictive power of personality depends on situational strength.

npm : 2411011147
1. Emotions vs moods — Emotions are short, intense, caused by a specific event and prompt action; moods are milder, longer, and have no clear trigger.


2. Sources — Work events, personality/ disposition, social interactions, physical/biological states, outside-life events, and organizational context.


3. Emotional labor impact — Surface acting → stress, burnout, lower satisfaction; deep acting → less harmful, may help customers; high demands reduce wellbeing and increase turnover.


4. Affective Events Theory — Daily work events cause emotional reactions that shape job attitudes and behaviors; dispositional affect and work environment moderate effects.


5. Emotional intelligence — Ability to perceive, use, understand, and regulate emotions; measured by ability tests or self-reports; helps teamwork and leadership.


6. Emotion regulation strategies — Antecedent-focused (situation selection, reappraisal) and response-focused (suppression, seeking support); reappraisal typically most adaptive.


7. P–J fit vs P–O fit — P–J: skills ↔ job demands and needs↔supplies (predicts performance); P–O: values/culture match (predicts commitment and retention).


8. Personality & measurement — Stable patterns of thought/behavior; measured with self-reports (Big Five, NEO), observer ratings; shaped by genes, upbringing, culture, life events.


9. MBTI / Big Five / Dark Triad — MBTI: user-friendly but low reliability/validity; Big Five: strong evidence and predictive power; Dark Triad: flags risky traits but ethically sensitive and complex to use.


10. Situation’s role — In strong situations (clear rules) behavior is shaped by context; in weak situations personality predicts behavior more. Trait-activation explains when traits show up.

Dicka Ajie Pranata

2411011148

1. Differentiate between emotions and moods.
Emotions are intense, short-term feelings that are usually triggered by a specific event or person. Moods are more general, last longer, and often do not have a clear cause.

2. Identify the sources of emotions and moods.
Sources include personality, stress, time of day, social interactions, sleep, weather, daily events, and even age or gender differences.

3. Show the impact of emotional labor on employees.
Emotional labor requires employees to manage and sometimes suppress their true feelings to display organizationally desired emotions. This can lead to emotional exhaustion, stress, and burnout, but when managed well, it can improve customer satisfaction and workplace harmony.

4. Explain the theory of affective events.
The affective events theory (AET) suggests that workplace events trigger emotional reactions, which then influence employees’ attitudes, job satisfaction, and behaviors.

5. Explain emotional intelligence.
Emotional intelligence (EI) is the ability to recognize, understand, and manage one’s own emotions and the emotions of others. It includes skills such as self-awareness, self-regulation, motivation, empathy, and social skills.

6. Identify strategies for emotion regulation.
Common strategies include reappraisal (changing the way one thinks about a situation), suppression (controlling outward emotional expressions), relaxation techniques, seeking social support, and avoiding emotional triggers.

7. Describe the differences between person–job fit and person–organization fit.
Person–job fit refers to the alignment between an individual’s skills, abilities, and interests with the requirements of the job. Person–organization fit refers to the compatibility between an individual’s values and the organizational culture and goals.

8. Describe personality, the way it is measured, and the factors that shape it.
Personality is the set of enduring traits and characteristics that influence how individuals think, feel, and behave. It is measured through self-report surveys and observer ratings. Personality is shaped by both heredity (genetics) and environmental factors such as culture, upbringing, and life experiences.

9. Describe the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI), the Big Five Model, and the Dark Triad.

MBTI: Strength—popular and easy to use. Weakness—low reliability and limited scientific support.

Big Five Model: Strength—strong research evidence, comprehensive, and reliable. Weakness—may oversimplify complex personalities.

Dark Triad: Strength—helps explain negative and manipulative behavior. Weakness—focuses only on undesirable traits.

10. Describe how the situation affects whether personality predicts behavior.
In weak situations, where rules and expectations are minimal, personality strongly predicts behavior. In strong situations, where behavior is heavily guided by rules, norms, or external factors, personality has less influence on behavior.

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1. Emotions vs. Moods

Emotions and moods are both types of affect, but they differ in key ways.

. Cause: Emotions are typically caused by a specific event or person. For example, you might feel angry because a coworker criticized your work. Moods, on the other hand, often have a general or unclear cause. You might wake up feeling grumpy for no apparent reason.

. Duration: Emotions are brief, lasting only for seconds or minutes. Moods are more enduring, lasting for hours or even days.

. Specificity: Emotions are specific and numerous (e.g., anger, fear, happiness, sadness). Moods are more general, usually categorized into broad positive or negative dimensions.

. Expression: Emotions are often accompanied by distinct facial expressions and actions (like smiling when happy). Moods are less likely to be indicated by specific expressions.

In short, think of an emotion as a sharp, intense reaction to something specific, while a mood is a more general, longer-lasting feeling that's not necessarily tied to a particular event.



2. Sources of Emotions and Moods

Several factors can influence our emotions and moods.

. Personality: People have built-in tendencies to experience certain moods and emotions. Those high in neuroticism, for example, tend to experience more negative emotions.

. Time of Day & Day of the Week: For most people, positive affect tends to peak around the middle of the day and toward the end of the week.

. Stress: Even low levels of chronic stress can negatively impact moods.

. Social Activities: Engaging in social activities generally increases positive moods.

. Sleep: Poor sleep quality and quantity can increase negative emotions and reduce alertness.

. Exercise: Physical activity can improve positive moods, especially for those who are depressed.

. Age: Older individuals tend to experience fewer negative emotions and more stable, positive moods.

. Weather: While often believed to be a major factor, the weather's effect on mood is generally small for most people. This is known as an illusory correlation.



3. Impact of Emotional Labor on Employees

Emotional labor is the process of managing feelings and expressions to fulfill the emotional requirements of a job. For instance, a flight attendant is expected to be cheerful and calm, even with rude passengers. This can have significant impacts.

. Emotional Dissonance: This occurs when employees have to project one emotion while feeling another. This internal conflict is stressful and mentally draining.

. Burnout: Constant emotional labor can lead to exhaustion, cynicism, and a sense of ineffectiveness, which are the core components of burnout.

. Stress and Health Issues: The effort required to manage emotions can lead to increased stress, anxiety, and even physical health problems over time.

The primary challenge is the difference between surface acting (hiding your true feelings) and deep acting (trying to genuinely change your feelings). Surface acting is particularly draining and linked to worse health outcomes.



4. Affective Events Theory (AET)

Affective Events Theory (AET) proposes that workplace events cause emotional reactions in employees, which in turn influence their attitudes and behaviors.

The theory's framework is as follows:

. Workplace Events: The work environment (e.g., daily hassles, uplifting moments, interactions with colleagues, feedback) creates events.

. Emotional Reactions: These events trigger positive or negative emotional reactions. Personality and mood can influence the intensity of these reactions.

. influence on Attitudes & Behaviors: These emotions influence job satisfaction and job performance. For example, an accumulation of negative emotional events might lead to decreased job satisfaction, while a single positive event could spark a creative idea (a performance-enhancing behavior).

AET highlights that employees' emotions are not just random occurrences; they are responses to things that happen at work, and these responses have tangible consequences.



5. Emotional Intelligence (EI)

Emotional Intelligence (EI) is the ability to perceive, understand, and regulate one's own emotions and the emotions of others. It's a key indicator of social functioning and job performance, especially in roles requiring significant interpersonal interaction.

EI is generally composed of four key dimensions:

. Perceive Emotions (Self-Awareness): The ability to recognize your own emotions as they happen.

. Understand Emotions (Social Awareness): The ability to comprehend the meaning of emotions, how they combine, and how they affect others. This includes empathy.

. Manage Emotions (Self-Management): The ability to regulate your own emotions, calming yourself when angry or anxious.

. Use Emotions (Relationship Management): The ability to use emotions to facilitate thinking, guide behavior, and manage relationships effectively.

High EI is associated with better leadership, teamwork, and overall job performance.



6. Strategies for Emotion Regulation

Emotion regulation involves identifying and modifying the emotions you feel. Common strategies include:

. Surface Acting: Hiding your inner feelings and faking an emotional expression (e.g., smiling at a customer when you're annoyed). This is generally not effective and can be draining.

. Deep Acting: Trying to modify your inner feelings to match the required emotional display (e.g., trying to find a reason to feel genuine empathy for a customer). This is more effective but still requires effort.

. Cognitive Reappraisal: Re-framing a situation to change its emotional impact. For example, if you're anxious about a presentation, you might re-frame it as an opportunity to share your expertise. This is a very effective strategy.

. Emotional Suppression: Intentionally trying to push away or ignore unwanted emotions. This is often ineffective and can backfire, making the emotion stronger.

. Social Sharing (Venting): Expressing your emotions to others to get support or a new perspective. This can be helpful but can also worsen emotions if it just leads to co-ruminating on the negative.



7. Person–Job Fit vs. Person–Organization Fit

These two concepts focus on matching an individual to different aspects of the work environment.

. Person–Job Fit (P-J Fit): This refers to the compatibility between an individual's personality, knowledge, skills, and abilities and the requirements of a specific job. For example, a creative, detail-oriented person would be a good fit for a graphic design role. High P-J fit is strongly related to job satisfaction and performance in that specific role.

. Person–Organization Fit (P-O Fit): This refers to the compatibility between an individual's values, personality, and beliefs and the culture, norms, and values of the entire organization. For instance, someone who values innovation and autonomy would fit well in a dynamic tech startup but might not fit well in a highly bureaucratic government agency. High P-O fit is a strong predictor of organizational commitment and lower turnover.

In essence, P-J fit is about the task, while P-O fit is about the culture.



8. Personality: Definition, Measurement, and Shaping Factors

Personality is the sum of ways in which an individual reacts to and interacts with others. It's often described in terms of measurable traits a person exhibits.

Measurement

Personality is most commonly measured through:

. Self-Report Surveys: Individuals rate themselves on a series of statements (e.g., "I am outgoing and social"). These are easy to administer but can be prone to faking or inaccurate self-assessment.

. Observer-Ratings Surveys: A coworker or another observer provides an independent assessment of the individual's personality. These ratings are often better predictors of job success than self-reports.

Shaping Factors

Personality is shaped by two primary factors:

. Heredity (Nature): This refers to factors determined at conception. Research on twins suggests that genetics accounts for a significant portion of our personality traits.

. Environment (Nurture): This includes the culture we grow up in, our family, friends, and social groups, and other life experiences. The environment influences how our genetic predispositions are expressed.

Most researchers agree that personality is a result of the interaction between both heredity and environment.



9. Strengths and Weaknesses of Personality Frameworks

Myers-Briggs Type Indicator (MBTI)

+ Strengths: Extremely popular and widely used for self-awareness and team-building. It's intuitive and easy to understand.

- Weaknesses: It is not a valid predictor of job performance. It forces a person into one type or another (e.g., you are either extraverted or introverted, with no in-between), lacks reliability (people often get different results when re-taking the test), and the results are unrelated to job performance.

The Big Five Model

This model proposes that personality can be described by five basic dimensions: Openness to Experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism (OCEAN).

+ Strengths: Has strong research support and has been shown to predict important work outcomes. Conscientiousness, in particular, is a strong predictor of job performance across most occupations.

- Weaknesses: It may not capture all the nuances of personality. The model is descriptive but doesn't offer much insight into why people behave the way they do.

The Dark Triad

This framework describes three socially undesirable traits: Machiavellianism (pragmatic, emotionally distant, believes ends justify means), Narcissism (arrogant, entitled, needs admiration), and Psychopathy (lack of concern for others, lack of guilt or remorse).

+ Strengths: It is useful for understanding counterproductive work behaviors (e.g., bullying, theft, manipulation). It helps explain the "dark side" of personality in the workplace.

- Weaknesses: The terminology can be overly negative and stigmatizing. These traits, while undesirable, can sometimes be associated with short-term leadership emergence or success in certain contexts, which complicates their direct application.



10. How the Situation Affects Personality and Behavior

The extent to which personality predicts behavior depends heavily on the situation. This relationship is best explained by two theories:

. Situation Strength Theory: This theory proposes that the way personality translates into behavior depends on the strength of the situation. Strong situations have clear rules and cues about how to behave, which pressure individuals to act in a certain way, thus masking personality differences. Weak situations are more ambiguous and have fewer cues, allowing individual personality traits to more freely predict behavior.

Situation strength has four elements:

+ Clarity: Cues about work duties are available and easy to understand.

+ Consistency: Cues are not contradictory.

+ Constraints: An individual's freedom to decide or act is limited.

+ Consequences: Decisions and actions have important implications.

For example, behavior during a fire drill (a strong situation) is dictated by rules, not personality. In contrast, behavior at an office party (a weak situation) is more likely to be influenced by personality.

. Trait Activation Theory (TAT): This theory predicts that some situations, events, or interventions "activate" a trait more than others. For example, a job that requires creative problem-solving will activate the trait of "Openness to Experience," making it a relevant predictor of performance in that specific context. A job that offers a lot of social interaction will activate "Extraversion." Essentially, personality traits are most relevant and predictive in situations that provide opportunities for their expression.

Chelsian Adyatama
2411011092

1. Emotions are intense, short-lived feelings that are a direct response to a specific event, like anger after an argument. Moods are less intense, longer-lasting feelings without a clear cause, such as a general feeling of irritability.

2. Emotions and moods are influenced by a combination of factors including personality, time of day, day of the week, stress, sleep, and exercise. These elements can significantly impact a person's emotional state.

3. Emotional labor is the act of managing your feelings and expressions to meet job requirements, like a flight attendant having to be cheerful even when they feel stressed. This can lead to emotional dissonance (faking emotions), which results in burnout and lower job satisfaction.

4. The Affective Events Theory explains that specific workplace events (e.g., a deadline or a promotion) trigger emotional reactions in employees. These emotional reactions then directly influence the employee's attitudes and behaviors, such as job performance or satisfaction.

5. Emotional intelligence is the ability to understand and manage your own emotions and to perceive and influence the emotions of others. It's a crucial skill for effective communication and navigating social situations. The key components are self-awareness, self-regulation, empathy, motivation, and social skills.

6. You can regulate your emotions using strategies like cognitive reappraisal, which involves changing how you think about a situation to alter your emotional response. Other strategies include mindfulness (observing emotions without judgment) and seeking social support.

7. Person–job fit refers to how well your skills and abilities match the demands of a specific job. Person–organization fit is about how well your personal values and beliefs align with the culture and values of a company. Both are crucial for job satisfaction and employee retention.

8. Personality is the unique, stable pattern of thoughts, feelings, and behaviors that makes you who you are. It's typically measured using self-report surveys and is shaped by a mix of heredity (genetics) and your environment (family, culture).

9. The Myers-Briggs Type Indicator (MBTI) is popular but lacks scientific validity and doesn't reliably predict job performance. The Big Five Model is the most widely accepted and scientifically proven framework, with strong links to job performance. The Dark Triad is useful for identifying negative traits like narcissism and psychopathy, which can predict counterproductive behaviors.

10. The situation significantly influences how much personality predicts behavior. In strong situations with clear rules (like a fire drill), personality has little impact on behavior because everyone is expected to act similarly. In weak situations with fewer rules (like a social gathering), personality is a much better predictor of how someone will behave.

Nadiyah Putri Mailika
2491011012

1. Emotions are intense, relatively short-lived psychological and physiological responses that are directly linked to a specific cause, such as an event, person, or situation. They tend to be brief but strong, and often prompt immediate action. For example, fear in response to a threat or anger in response to an insult. Moods, on the other hand, are more generalized, longer-lasting emotional states that lack a specific trigger. They are milder than emotions but can persist for hours or even days, subtly influencing a person’s perception and behavior without them necessarily being aware of it.

2. Emotions and moods can arise from a variety of sources, including personality traits, as some individuals are naturally more inclined toward positivity or negativity. Stress is another major contributor, often intensifying negative emotional states. Physical factors also play a significant role; for instance, lack of sleep can lead to irritability, while regular exercise is known to enhance mood. Social interactions, whether positive or negative, can strongly affect how a person feels, as can the time of day. Many people experience better moods during certain parts of the day. Additionally, environmental factors, such as weather and seasonal changes, can influence emotional states.

3. Emotional labor refers to the effort employees expend to display emotions that are expected by their job, even if these emotions are not genuinely felt. This is common in roles that require frequent customer interaction, such as retail or healthcare. When employees engage in surface acting, faking emotions, it can lead to emotional exhaustion, heightened stress, burnout, and a sense of inauthenticity. Over time, this diminishes job satisfaction and overall well-being. However, if employees practice deep acting, where they make an effort to actually feel the expected emotions, the negative effects are less severe, though the effort can still be mentally draining.

4. Affective Events Theory (AET) proposes that workplace events whether positive, like praise or success, or negative, like criticism or failure, trigger emotional reactions in employees. These emotional responses, in turn, significantly influence job satisfaction, decision-making, and performance. The theory emphasizes that emotions serve as a crucial link between workplace experiences and employee behavior, suggesting that managing the work environment to reduce negative events and promote positive ones can lead to more productive and satisfied employees.

5. Emotional intelligence (EI) is the ability to recognize, understand, and manage one’s own emotions, as well as to perceive and influence the emotions of others. It involves several key skills: self-awareness, or recognizing emotions as they occur; self-regulation, or controlling impulsive feelings and adapting to changing circumstances; empathy, or understanding the emotional needs of others; and social skills, such as building relationships and communicating effectively. High emotional intelligence is linked to better teamwork, leadership, and conflict resolution.

6. Emotion regulation involves using strategies to influence which emotions arise, how they are experienced, and how they are expressed. Common strategies include cognitive reappraisal, which involves reframing a situation to alter its emotional impact; situation selection, or choosing to avoid or engage in environments based on their likely emotional effect; and response modulation, which involves managing the physiological or behavioral expression of an emotion, such as through deep breathing or mindfulness.

7. Person–job fit refers to the alignment between an employee’s skills, knowledge, and abilities and the specific requirements of their role. For example, a highly analytical person is well-suited for a data-driven job. Person–organization fit, on the other hand, refers to the compatibility between an employee’s values, beliefs, and personality and the overall culture, mission, and values of the organization. Both types of fit are important: person–job fit affects performance, while person–organization fit influences long-term satisfaction and retention.

8. Personality is the unique and relatively stable pattern of thoughts, feelings, and behaviors that characterize an individual. It is most commonly measured using self-report surveys, such as the Big Five Inventory or the Myers-Briggs Type Indicator, where individuals respond to questions about their preferences and behaviors. Personality is shaped by a combination of genetic factors, which provide a biological predisposition, and environmental factors, such as upbringing, culture, education, and life experiences, which refine and influence how these predispositions are expressed.

9. The Myers-Briggs Type Indicator (MBTI) is user-friendly and popular for team-building and self-awareness, but it lacks strong scientific reliability and validity, and its either/or categories oversimplify personality. The Big Five Model is highly respected scientifically, with traits—Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism—that predict behavior effectively across cultures; however, it can be more complex to interpret and apply. The Dark Triad focuses on three negative traits—narcissism, Machiavellianism, and psychopathy—and is useful for identifying potentially harmful behaviors in organizational settings, but it overlooks positive aspects of personality and is not a comprehensive framework.

10. The strength of the situation greatly influences how well personality predicts behavior. In weak situations, where social norms and rules are unclear or unenforced, personality traits are more likely to guide behavior—for example, in creative or informal settings. In strong situations, where rules, expectations, and consequences are clear and powerful, such as in military or emergency scenarios, situational pressures often override personality tendencies, leading individuals to behave in ways that are required rather than ways that reflect their innate traits.

Raynard Almer Fabrizio (2411011070)
1. Differentiate between emotions and moods
Emotions are intense, short-lived feelings that occur as a direct reaction to something happening at the moment, while moods are less intense, longer-lasting states that often arise from past experiences and may not have a clear cause. Emotions can also be influenced by moods; for instance, being in a bad mood can make someone more easily angered.

2. Identify the sources of emotions and moods
The sources of emotions and moods include personality traits, time of day and day of the week, weather conditions, stress levels, workload, social interactions, sleep quality, physical activity, as well as age and gender differences.

3. Show the impact of emotional labor on employees
Emotional labor, which refers to managing and displaying emotions as part of one’s job, can have both positive and negative impacts. It helps organizations maintain good customer relations and professional image, but it can also cause stress, emotional exhaustion, and burnout if employees constantly suppress their true feelings.

4. Explain the theory of affective events
The theory of affective events states that workplace events trigger emotional reactions, which then influence employees’ attitudes and behaviors. In other words, small daily incidents at work, whether positive or negative, accumulate and shape overall job satisfaction and performance.

5. Explain emotional intelligence
Emotional intelligence is the ability to recognize, understand, and manage one’s own emotions while also being able to perceive and influence the emotions of others. It involves skills such as self-awareness, self-regulation, motivation, empathy, and social skills.

6. Identify strategies for emotion regulation
Strategies for emotion regulation include surface acting, where employees hide their true emotions; deep acting, where they try to change their internal feelings to match the expected display; and cognitive reappraisal, where they reframe a situation to view it more positively. Relaxation techniques, mindfulness, and seeking social support are also common strategies.

7. Describe the differences between person–job fit and person–organization fit
Person–job fit refers to the alignment between an individual’s skills, abilities, and interests with the demands of the job, while person–organization fit focuses on the match between an individual’s values, personality, and goals with the overall culture and values of the organization.

8. Describe personality, the way it is measured, and the factors that shape it
Personality refers to the unique and relatively stable patterns of behavior, thoughts, and emotions that distinguish one individual from another. It is commonly measured through self-report questionnaires and observer ratings, while its development is shaped by both heredity (genetics) and environment (culture, family, and life experiences).

9. Describe the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI) personality framework, the Big Five Model, and the Dark Triad
The MBTI is useful for self-reflection and team building, but it lacks strong scientific validity and reliability. The Big Five Model is widely accepted by researchers as it is empirically supported and provides a comprehensive picture of personality, though it may be too broad for specific predictions. The Dark Triad, which includes narcissism, Machiavellianism, and psychopathy, helps identify negative traits that can harm organizations, but it can also oversimplify complex behaviors.

10. Describe how the situation affects whether personality predicts behavior
The influence of personality on behavior depends on the strength of the situation. In strong situations, such as structured environments with strict rules, personality differences have less impact on behavior. In weak situations, where rules and expectations are unclear, personality traits are more likely to shape individual actions.

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1. Emotions are strong, fast, and short-lived feelings that usually happen because of a specific event, situation, or person. For example, a worker might feel angry after unfair criticism, proud after completing a difficult project, or anxious before giving a presentation. Emotions are very intense and often lead to immediate action, like speaking up, celebrating, or withdrawing. Moods, on the other hand, are weaker but last much longer—sometimes for hours or even days. They don’t always have a clear cause; for example, someone might feel cheerful all day without knowing why, or feel gloomy even if nothing bad happened. Both emotions and moods affect behavior, motivation, and relationships at work, but in different ways. Emotions create short-term reactions, while moods shape the long-term atmosphere or climate in a workplace.

2. Many things influence emotions and moods. Personality plays a role because some people are naturally more positive, calm, or anxious than others. Time of day and day of the week also matter—people often feel more alert and positive in the morning or at the start of the week, and more tired or stressed late in the day or week. Weather can make people feel better or worse, though this effect is usually small. Stress levels strongly affect emotions and moods—high stress can cause frustration, anger, or sadness. Sleep and exercise are important too; well-rested and active people usually feel better. Social interactions shape feelings, since good conversations can boost mood while conflicts can lower it. Even gender identity and cultural expectations can shape how people express and manage emotions. Altogether, these sources explain why feelings change so much from day to day.

3. Emotional labor is when employees must show certain emotions at work, even if they don’t feel them. For example, customer service workers are expected to smile and act friendly even when they are tired or upset. This can be very tiring because employees must control or fake their emotions. Surface acting means pretending to feel emotions, like smiling even when frustrated. This often causes stress, emotional exhaustion, and eventually burnout, because it feels fake and draining. Deep acting means trying to actually feel the emotions, like imagining being in a good mood before serving customers. While this may reduce stress, it still takes effort and energy. Over time, high levels of emotional labor can lower job satisfaction, hurt mental health, and reduce employee engagement. However, when supported properly, it can also help create a positive experience for customers and clients.

4. The theory of affective events explains how workplace events trigger emotional reactions that then affect employees’ attitudes and performance. For example, when a manager praises an employee in front of the team, the event causes pride and happiness, which then improves motivation and teamwork. On the other hand, a negative event, like unfair criticism, can create anger or sadness, lowering focus and performance. The theory shows that emotions act as the link between workplace events and long-term outcomes like job satisfaction, commitment, and turnover. This means managers should not ignore “small” events—daily interactions, feedback, and team dynamics all matter because they build up over time to shape employee well-being and effectiveness.

5. Emotional intelligence is the ability to notice, understand, and manage emotions in yourself and others. It includes skills like being aware of your own feelings, recognizing how others feel, controlling negative emotions, and using emotions to guide decisions and build relationships. For example, a manager with high emotional intelligence might sense that a team member is stressed, and instead of pushing harder, they offer support and encouragement. This helps improve trust, teamwork, and performance. People with high emotional intelligence can stay calm under pressure, communicate more effectively, and resolve conflicts in a positive way. That is why emotional intelligence is often seen as just as important as technical skills in leadership and team roles.

6. Emotion regulation means controlling how we feel and express emotions. One common strategy is reappraisal, where we change the way we think about a situation. For example, instead of seeing criticism as an attack, we can see it as advice to improve. Another strategy is suppression, where we hide emotions—like keeping calm even when we feel angry. While useful in some situations, suppression can cause stress if overused. Other helpful strategies include mindfulness, relaxation, and physical activity, which help calm emotions naturally. Talking to others about feelings can also reduce negativity. Good emotion regulation helps people avoid being controlled by emotions, stay professional at work, and keep healthy relationships.

7. Person–job fit means how well an individual’s skills, abilities, and personality match the needs of the job. For example, a person who is highly detail-oriented might fit well in accounting, while someone outgoing might fit better in sales. Person–organization fit means how well a person’s values and personality match the culture of the company. For example, someone who values teamwork and collaboration will feel more comfortable in a company that promotes cooperation. Both types of fit are important. If the fit is good, employees are more satisfied, motivated, and less likely to quit. If the fit is poor, employees may feel stressed, disengaged, and eventually leave.

8. Personality is the pattern of stable behaviors, thoughts, and feelings that make each person unique. It is usually measured through surveys and tests that look at traits such as conscientiousness, extraversion, or openness. Personality is shaped by both heredity and environment. Heredity refers to genetic factors that influence basic tendencies, while environment includes culture, family, education, and life experiences that shape how personality is expressed. For example, someone might be naturally shy (heredity) but become more confident over time through supportive social experiences (environment). Understanding personality helps managers assign the right people to the right jobs and build stronger teams.

9. The Myers-Briggs Type Indicator (MBTI) groups people into 16 personality types, such as introvert vs. extrovert or thinker vs. feeler. It is popular in workplaces because it is easy to understand and encourages self-reflection, but it is not very reliable—results can change for the same person over time, and it does not predict job performance well. The Big Five Model is much stronger scientifically, focusing on openness, conscientiousness, extraversion, agreeableness, and neuroticism. These traits are stable and have been shown to predict job success, especially conscientiousness. The Dark Triad—Machiavellianism, narcissism, and psychopathy—are socially negative traits that may bring short-term benefits, like confidence or manipulation skills, but usually harm relationships, ethics, and long-term success. Each framework has its strengths and weaknesses, and managers must use them carefully.

10. Whether personality predicts behavior depends on the strength of the situation. In strong situations, rules and expectations are clear, so personality matters less. For example, in a military drill, everyone must follow strict commands, so individual differences matter little. In weak situations, with few rules, personality shows more strongly. For example, in a brainstorming meeting with no structure, an extroverted person may dominate the discussion, while an introverted person may stay quiet. This shows that context shapes whether personality traits influence behavior. Managers must consider both personality and the situation when predicting how people will act.

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1.Emotions and moods are closely related but not the same. Emotions are intense, short-lived feelings that arise in response to a specific event or person. For example, if you receive praise from your boss, you may feel joy or pride, while if someone insults you, you may feel anger. Emotions are usually very brief, lasting only seconds or minutes, and they are often expressed through facial expressions, body language, and tone of voice. On the other hand, moods are more generalized states of feeling that are less intense but last much longer than emotions. Unlike emotions, moods are not always tied to a clear cause. For example, someone might feel gloomy or cheerful throughout the day without knowing exactly why. Moods tend to be more diffuse and harder to recognize in physical expression, but they shape how we respond to events and how we interact with others. Essentially, emotions are short, specific reactions, while moods are broader, more enduring affective states.

2. Emotions and moods arise from multiple sources, both internal and external. One source is personality, since some people are naturally more positive, optimistic, or prone to negative feelings than others. Another source is time of day and day of the week—many people feel more energetic in the morning or happier on weekends. Weather can sometimes play a role, although the impact of weather is often smaller than people think. Stress is a strong source of negative moods and emotions, as ongoing pressure or conflict drains energy and increases irritability. Social interactions are another important factor; having supportive conversations or feeling appreciated can create positive emotions, while conflict or rejection can lead to negative feelings. Finally, biological factors such as sleep, exercise, and age also matter, since people who are well-rested and physically healthy usually experience more stable moods and more positive emotions compared to those who are deprived or physically unwell.

3. Emotional labor refers to the process of managing emotions to meet the expectations of a job. Many professions, such as customer service, hospitality, or healthcare, require employees to display emotions that may not reflect how they actually feel. For instance, a flight attendant may have to smile and remain cheerful even if they are tired or upset. This kind of emotional regulation can have both positive and negative effects. On the positive side, it helps create pleasant interactions with customers, builds loyalty, and strengthens organizational reputation. However, on the negative side, it can be draining for employees. Constantly suppressing genuine feelings and faking positive emotions can lead to emotional exhaustion, burnout, and reduced job satisfaction. It can also harm mental well-being because employees may feel disconnected from their true selves. Over time, this mismatch between felt and displayed emotions can lower motivation and increase turnover.

4. The affective events theory suggests that workplace events play a critical role in shaping employees’ emotions, which then influence their attitudes and behaviors. According to this theory, daily experiences—whether big or small—trigger emotional reactions that accumulate and impact job performance and satisfaction. For example, receiving unexpected praise from a manager might spark joy, which then improves motivation and commitment. On the other hand, a negative event such as being unfairly criticized might lead to anger or frustration, which in turn reduces productivity and increases the likelihood of conflict. The theory highlights that emotions are not random but are tied to specific events, and over time, these emotional reactions influence broader outcomes like organizational commitment or turnover. In essence, affective events theory explains how the day-to-day emotional experiences of employees can shape long-term workplace behavior.

5. Emotional intelligence, often called EI, is the ability to recognize, understand, and manage one’s own emotions while also being able to recognize and influence the emotions of others. It includes several components: self-awareness, which is knowing what you feel and how it affects you; self-regulation, which is the ability to control impulses and remain calm under pressure; motivation, which is the drive to achieve goals beyond immediate rewards; empathy, which is understanding and sharing the feelings of others; and social skills, which involve managing relationships, resolving conflicts, and building connections. Emotional intelligence is considered vital in workplaces because it improves communication, teamwork, and leadership effectiveness. Someone with high emotional intelligence can handle stress more effectively, create positive relationships, and navigate difficult situations with empathy and tact.

6. Emotion regulation refers to the ways individuals influence which emotions they experience, when they experience them, and how they express them. One common strategy is cognitive reappraisal, where people reframe a situation to see it in a more positive or neutral light. For example, seeing criticism as an opportunity to improve rather than as a personal attack. Another strategy is suppression, which involves hiding or holding back emotions, though this can be harmful in the long run because it uses up mental energy. Mindfulness practices are also effective, as they help individuals stay present and reduce overreaction to stressful situations. Additionally, seeking social support from friends, colleagues, or mentors provides emotional relief and perspective. Healthy lifestyle habits like exercise, proper sleep, and relaxation techniques also regulate emotions by reducing stress and improving overall mood stability.

7. Person–job fit refers to how well an individual’s skills, abilities, and interests match the demands of a particular job. For instance, a person who enjoys working with numbers and has strong analytical skills may be a great fit for an accounting role. When there is good person–job fit, employees are usually more satisfied, motivated, and productive. On the other hand, person–organization fit focuses on the alignment between an individual’s values, beliefs, and personality with the culture, values, and mission of the entire organization. For example, someone who values creativity and flexibility would thrive in an innovative startup but might struggle in a rigid, bureaucratic organization. While person–job fit affects short-term performance and satisfaction, person–organization fit influences long-term commitment, loyalty, and cultural harmony.

8. Personality refers to the consistent patterns of thoughts, feelings, and behaviors that make each person unique. It is what drives how individuals react in different situations and interact with others. Personality is usually measured using standardized assessments, such as self-report questionnaires, structured interviews, or observer ratings. Popular models like the Big Five Personality Traits and the Myers-Briggs Type Indicator are often used for this purpose. Several factors shape personality, including genetics, which influence traits like introversion or emotional stability, and environment, such as family upbringing, culture, and life experiences. In short, personality reflects both our natural tendencies and the ways life shapes us, creating a unique blend that guides how we act and react in the world.

9. The Myers-Briggs Type Indicator (MBTI) is one of the most widely known personality tools, and its main strength lies in its accessibility and usefulness for self-reflection. It helps individuals understand their communication style and teamwork preferences. However, MBTI has been criticized for its lack of scientific reliability and validity, since people often get different results when retaking the test, and it doesn’t strongly predict workplace performance. The Big Five Model, by contrast, is highly respected in psychology because it identifies five broad traits—openness, conscientiousness, extraversion, agreeableness, and neuroticism—that are stable and consistent across cultures. Its main strength is that it has strong research support and can reliably predict workplace behavior and performance, but some argue that five dimensions may oversimplify the complexity of personality. The Dark Triad—narcissism, Machiavellianism, and psychopathy—focuses on socially undesirable traits. It helps explain toxic, manipulative, or self-serving behaviors in organizational contexts, but its weakness is that it highlights only the negative aspects of personality and can be misused if applied too broadly. In short, MBTI is popular but limited, the Big Five is scientifically sound and practical, and the Dark Triad is useful for understanding negative traits.

10. Personality traits influence behavior, but they don’t operate in isolation—situations play a key role in shaping how traits are expressed. In what psychologists call “weak situations,” where rules and expectations are loose, personality traits are more visible. For example, in an unstructured meeting, an extroverted person may naturally take the lead while an introverted person may stay quiet. In “strong situations,” however, where there are clear rules, norms, and pressures, personality has less influence because behavior is constrained. For instance, in a courtroom or military drill, people tend to act according to the rules rather than their natural tendencies. This means that while personality can predict behavior, the strength of that prediction depends on the level of freedom and structure in the situation. In short, personality matters most when situations are flexible, but in highly structured environments, rules often override individual differences.

1. Emotions are intense, short-lived feelings triggered by specific events (e.g., anger after unfair treatment). Moods are less intense, longer-lasting, and not always linked to a particular event (e.g., feeling generally happy or gloomy).

2. Sources include personality traits, time of day, day of the week, stress levels, social interactions, sleep, exercise, and even weather or cultural background. These external and internal factors influence how people feel at work.

3. Emotional labor managing feelings to display organizationally desired emotions can cause stress, burnout, and reduced job satisfaction. However, when managed well, it improves customer service and strengthens workplace relationships.

4. The Affective Events Theory (AET) suggests that workplace events trigger emotional reactions, which influence employees’ job satisfaction and performance. Positive events enhance motivation, while negative events increase stress or turnover.

5. Emotional intelligence (EI) is the ability to recognize, understand, and manage one’s own emotions and the emotions of others. High EI supports teamwork, leadership, conflict resolution, and overall workplace effectiveness.

6. Common strategies include cognitive reappraisal (changing how we view a situation), suppression (hiding feelings), mindfulness, stress management, and practicing empathy. These help employees stay professional and balanced.

7. Person job fit focuses on matching individual skills and abilities to job requirements, ensuring performance efficiency. Person–organization fit emphasizes alignment between an individual’s values and the organizational culture, supporting long-term satisfaction and commitment.

8. Personality is the consistent pattern of thoughts, emotions, and behaviors. It is measured using self-report surveys, observer ratings, and personality frameworks (like MBTI or Big Five). Factors shaping it include heredity, environment, culture, and life experiences.

9. Answer
• MBTI: Strength popular and easy to understand. Weakness low reliability and poor prediction of job performance.
• Big Five: Strength scientifically validated and predicts performance well. Weakness less detailed in capturing personality nuances.
• Dark Triad (narcissism, Machiavellianism, psychopathy): Strength helps identify toxic behaviors in organizations. Weakness negative focus and may stigmatize individuals.

10. Personality predicts behavior more strongly in weak situations (where rules are unclear, and individual choices matter). In strong situations (where rules, norms, and incentives are strict), personality influence is weaker because behavior is shaped more by context.

Azizah Fitria Arifin
2411011094

1.
Differentiate Between Emotions and Moods
Emotions are intense feelings that usually have a clear trigger, like being angry when someone cuts us off in traffic or being happy when we get good news. They come quickly, are short-lived, and often show physically (like smiling, frowning, or raising your voice). Moods, on the other hand, are more general, last longer, and don’t always have a clear cause, we might just wake up feeling low or cheerful without knowing why. In short, emotions are sharp and specific, while moods are broad and lasting.

2.
Identify the Sources of Emotions and Moods
Emotions and moods can come from many things. Personality plays a role since some people are naturally more positive or negative. Time of day also matters, many people feel fresher and more positive in the morning, then decline as the day goes on. Weather sometimes influences moods (like feeling gloomy when it’s raining for days). Stress from work, family, or finances can trigger negative moods. Social interactions, whether supportive or toxic, affect how we feel too. Even sleep, age, and gender can shape our emotional baseline. For instance, a lack of sleep can make people irritable, while good rest makes them calmer and more balanced.

3.
Show the Impact of Emotional Labor on Employees
Emotional labor happens when workers have to manage their feelings to fit job expectations, like call center agents who must sound cheerful no matter what, or flight attendants who keep calm under pressure. The downside is that constantly faking emotions can drain people mentally and emotionally. It can lead to stress, burnout, dissatisfaction, and lower well-being if they’re always “putting on a mask.” On the positive side, when managed well, it can improve customer service and build a positive workplace image. But in the long run, employees need support systems to avoid exhaustion.

4.
Explain the Theory of Affective Events
Affective Events Theory (AET) says that our daily workplace experiences, big or small, trigger emotional reactions that shape our attitudes and behaviors. For example, a compliment from a manager can make someone feel proud and motivated, while unfair criticism can cause anger and reduce performance. The key idea is that work isn’t just about tasks; the little events at work create emotions, and those emotions strongly influence job satisfaction, decision-making, and performance. So, managers should pay attention to how everyday interactions affect their employees.

5.
Explain Emotional Intelligence (EI)
Emotional Intelligence is the ability to understand and manage emotions, both our own and other people’s. It includes being aware of our emotions, controlling impulses, motivating yourself, showing empathy, and handling social relationships wisely. Someone with high EI can stay calm under stress, resolve conflicts better, and inspire others. In workplaces, EI is often more important than just IQ because it helps with teamwork, leadership, and customer service. In short, EI is about being “smart with emotions,” not just smart with logic.

6.
Identify Strategies for Emotion Regulation
Managing emotions is crucial both at work and in personal life. Some strategies include:

- Cognitive reappraisal: Changing how you think about a situation to reduce negative emotions (e.g., seeing criticism as a chance to grow instead of an attack).
- Suppression: Holding back visible signs of emotion (though overusing this can be harmful).
- Relaxation techniques: Deep breathing, mindfulness, or meditation to calm the mind.
- Physical activity: Exercise helps release tension and lifts mood.
- Social support: Talking to friends or colleagues to process emotions.
- Time management: Reducing stressors by organizing tasks better.

7.
Describe the Differences Between Person, Job Fit and Person, Organization Fit
Person, Job Fit is about how well our personal abilities, knowledge, and skills match the demands of the job. For example, an analytical person working as a data scientist would likely experience a good person–job fit. On the other hand, Person–Organization Fit is about how well our values, personality, and goals match the company’s culture. For instance, a creative and innovative person might thrive at a startup but feel out of place in a very rigid, bureaucratic organization. Both fits matter because a mismatch can lead to stress, dissatisfaction, or turnover.

8.
Describe Personality, the Way It Is Measured, and the Factors That Shape It
Personality refers to the unique and relatively stable patterns of thoughts, emotions, and behaviors that make a person who they are. It’s usually measured using self-report questionnaires (where people answer about themselves) or observer-ratings (where others describe someone’s traits). Personality is shaped by both nature and nurture: genetics give us certain tendencies, but environment, culture, experiences, and upbringing shape how those traits develop. For example, someone may have a genetic tendency toward introversion, but growing up in a supportive, social family might make them more outgoing than expected.

9.
Strengths and Weaknesses of MBTI, Big Five, and Dark Triad

- MBTI (Myers-Briggs Type Indicator): It’s widely used, simple to understand, and helpful for team-building. But it has low scientific reliability and validity; people can get different results at different times.
- Big Five Personality Model (OCEAN): Considered the most scientifically valid. It measures five traits: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. It’s stable, reliable, and widely used in psychology and HR. The weakness is that it’s broad, so it doesn’t capture every detail of personality.
- Dark Triad (Narcissism, Machiavellianism, Psychopathy): This framework helps understand “toxic” or manipulative behaviors in workplaces. It’s useful in identifying potential risks in leadership or hiring. However, it only focuses on negative traits, so it’s not a complete view of personality.

10.
Describe How the Situation Affects Whether Personality Predicts Behavior
Personality doesn’t always show in behavior. It depends on the situation. In weak situations (where there are fewer rules, less structure, and more freedom), people’s personalities shine through more clearly. For example, in a flexible workplace, extroverts may naturally take the lead in discussions. In strong situations (where rules and expectations are strict, like in the military or in formal procedures), people’s behavior is more controlled by the situation than their personality. This means that while personality is important, context and environment play a huge role in how people act.

Fazira Ulima Tsany
2411011128

1. Emotions are intense feelings that are short-lived and usually connected to a specific event or person, such as joy when receiving recognition or anger when facing unfair treatment, while moods are less intense but more lasting states that often have no clear cause, shaping how a person experiences the day in a more general way, like feeling cheerful or gloomy without knowing exactly why.

2. The sources of emotions and moods come from both within the individual and from the environment, as personality, daily stress, and social interactions strongly influence emotional states, while physical conditions such as sleep, health, and even the time of day also play a role, and external factors like weather or personal experiences outside of work often shape the general mood that employees carry into their professional lives.

3. Emotional labor, which is the effort to display emotions that a job requires even when they do not match inner feelings, can create positive outcomes such as better customer service and smoother teamwork, but it also places heavy demands on employees because constantly managing or faking emotions leads to exhaustion, stress, and eventually burnout, especially when workers feel they must sacrifice authenticity in order to meet professional expectations.

4. The theory of affective events explains that workplace events trigger emotional reactions which then shape attitudes and behaviors, meaning that even small positive moments such as praise from a supervisor can build motivation and satisfaction, while negative moments such as a disrespectful message can create frustration and reduce performance, showing that organizations are not just systems of tasks but also emotional environments where everyday interactions have lasting effects.

5. Emotional intelligence refers to the ability to understand, manage, and use emotions in effective ways, which involves being aware of one’s own feelings, regulating them appropriately, recognizing the emotions of others, and building healthy relationships, and it is seen as a vital skill in modern organizations because people with high emotional intelligence are able to navigate conflict, create trust, and inspire others in ways that purely technical skills cannot achieve.

6. There are several strategies that individuals use to regulate emotions, such as surface acting, where one displays emotions without truly feeling them, or deep acting, where one tries to change inner feelings to match required expressions, along with cognitive reappraisal, which involves reframing how one thinks about a situation in order to alter its emotional impact, and other methods like mindfulness practices or openly sharing emotions with trusted people can also help manage emotional experiences in healthier and more sustainable ways.

7. Person–job fit describes the degree to which an individual’s skills, abilities, and interests align with the specific tasks and responsibilities of a role, while person–organization fit focuses on whether an individual’s values, beliefs, and attitudes are compatible with the overall culture and mission of the company, and while the first is essential for performance and efficiency, the second is equally important for long-term satisfaction and commitment, since a mismatch in either area can lead to disengagement and turnover.

8. Personality is the consistent pattern of thinking, feeling, and behaving that defines an individual and distinguishes them from others, and it is often measured through self-report questionnaires that ask people to rate their own traits or through observer ratings where others describe the person’s behavior, while factors that shape personality include genetic inheritance, family upbringing, cultural background, and unique life experiences, all of which combine to form a personality that is both stable and flexible across time.

9. MBTI is widely used because it is simple, popular, and useful for self-reflection, but its scientific reliability is weak since results can change and it divides people into fixed categories, while the Big Five Model is the most respected framework among researchers because it measures five core dimensions of personality with strong evidence for reliability and prediction of workplace behavior, although it is often considered too technical for casual users, and the Dark Triad, which measures narcissism, Machiavellianism, and psychopathy, provides valuable insight into harmful traits that can damage organizations, but it must be used carefully because labeling someone with these traits can easily lead to stigma and misuse.

10. Personality does not always determine behavior in the same way, since in weak situations where rules and expectations are unclear people are free to act according to their own personality traits, making behaviors like extraversion or conscientiousness more visible, but in strong situations where strict rules, structures, and social pressures exist, external demands override personal tendencies, which means that context plays a powerful role in deciding whether personality will truly guide behavior or be overshadowed by environmental control.

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1. Emotions are short, strong feelings caused by a specific event (like anger after an argument).
Moods last longer, are less intense, and don’t always have a clear cause (like feeling sad or cheerful without reason).

2.Emotions are short lived, intense reaction that come from, daily activities, social interactions, meanwhile moods are longer lasting and less intense and can come from a combinatiom of factors such as stress, not enough sleep, menstrual moods for woman

3.When employees must show certain emotions at work (like smiling at customers) often, it can cause increased stress, burnout, and reduced job satisfactation, this happens because suppressing true emotiojs for a long time consumes e,otional resources that can lead to fatigue and burn out

4. Its about how positive or negatve Work events trigger emotional reactions, and those emotions influence attitudes (like job satisfaction) and behaviors (like performance).

5.Emotional inteligense is the ability to recognize, understand, and manage your own emotions, and also understand and influence others’ emotions.

6. People can manage emotions through: rethinking the situation, controlling responses, seeking support, relaxation, or avoiding triggers.

7.Person–Job Fit: how well someone’s skills and personality match the job.
Person–Organization Fit: how well someone’s values and personality match the company culture.
8.Personality is a person’s consistent way of thinking, feeling, and behaving. It’s measured using tests and shaped by heredity (genetics) and environment (life experiences).

9.MBTI: easy to use but not very reliable or scientific.
Big Five: widely accepted, reliable, and backed by research.
Dark Triad (Machiavellianism, Narcissism, Psychopathy): explains negative traits that may harm relationships at work.

10.Strong situations (with strict rules or expectations) limit how much personality affects behavior. Weak situations (with freedom) allow personality to show more clearly.

dwi junia fariz
2451011029




1. Differentiate between emotions and moods.

Emotions are powerful, short-term reactions usually sparked by a particular event or individual. Moods are broader, last for a longer period, and often arise without a clear or direct cause.

2. Identify the sources of emotions and moods.

Factors that shape emotions and moods include personality traits, levels of stress, the time of day, interactions with others, sleep quality, weather, daily occurrences, as well as age and gender differences.

3. Show the impact of emotional labor on employees.

Emotional labor involves employees regulating or hiding their genuine feelings to show emotions that align with workplace expectations. This effort can result in fatigue, stress, and burnout. On the positive side, when managed effectively, it can enhance customer satisfaction and foster a harmonious work environment.

4. Explain the theory of affective events.

According to the affective events theory (AET), experiences at work generate emotional responses, which then affect employees’ attitudes, job satisfaction, and behavior.

5. Explain emotional intelligence.

Emotional intelligence (EI) refers to the ability to identify, interpret, and manage both one’s own emotions and those of others. It consists of skills like self-awareness, self-control, motivation, empathy, and interpersonal communication.

6. Identify strategies for emotion regulation.

Ways to manage emotions include reappraisal (changing how a situation is viewed), suppression (holding back visible emotional reactions), practicing relaxation techniques, seeking help or support from others, and staying away from situations that trigger strong emotions.

7. Describe the differences between person job fit and person organization fit.

Person job fit is the degree to which an individual’s knowledge, abilities, and interests match the demands of a job. Person organization fit is the extent to which an individual’s values and beliefs align with the culture, mission, and goals of the organization.

8. Describe personality, the way it is measured, and the factors that shape it.
Personality is the collection of stable traits and tendencies that guide how a person thinks, feels, and behaves. It can be assessed through self-reported questionnaires or evaluations by others. Personality develops from both genetic inheritance and environmental influences, such as upbringing, cultural background, and personal experiences.

9. Describe the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI), the Big Five Model, and the Dark Triad.
MBTI: Advantage easy to understand and widely used. Limitation lacks consistency and strong scientific support.
Big Five: Advantage highly reliable, evidence-based, and broadly applicable. Limitation may oversimplify personality traits.
Dark Triad: Advantage useful in explaining manipulative or harmful behavior. Limitation emphasizes only negative aspects of personality.

10. Describe how the situation affects whether personality predicts behavior.
In weak situations, where there are few rules or expectations, personality plays a major role in shaping behavior. In strong situations, where norms, rules, or external factors strongly guide behavior, the influence of personality is reduced.

Naila Anjani Maulida
2491011015

1. Emotions are short-lived, intense feelings that are usually triggered by a specific event or person. For example, anger after being insulted or happiness after receiving praise are emotional reactions that have clear causes. Moods, on the other hand, are more general, last longer, and are not always linked to a particular event. For instance, someone may feel cheerful or gloomy throughout the day without a clear reason.
2. Emotions and moods can come from several sources. Personality plays a role in determining how often and how intensely a person experiences certain emotions. Time of day and day of the week can also affect mood, as people are often happier later in the day and on weekends. Weather has some effect, while stress typically lowers positive emotions. Social activities, quality of sleep, and exercise all influence how people feel, and research shows that age and gender can also shape the way emotions are experienced and expressed.
3. Emotional labor refers to the effort of managing and displaying emotions to meet job expectations, such as smiling when dealing with customers. While it can lead to positive outcomes like improved customer satisfaction and smoother workplace interactions, it also has negative consequences. Employees may experience stress, emotional exhaustion, and even burnout when the emotions they are required to show differ from the ones they truly feel.
4. The affective events theory explains how specific events in the workplace influence employees’ emotional reactions, which then affect their job attitudes and behaviors. For example, being praised by a supervisor may cause positive emotions that increase motivation and performance, while experiencing unfair treatment could trigger negative emotions that reduce job satisfaction and engagement. This theory highlights the important role emotions play in shaping workplace outcomes.
5. Emotional intelligence (EI) is the ability to recognize, understand, and manage one’s own emotions as well as the emotions of others. It involves several components, including self-awareness, self-regulation, motivation, empathy, and social skills. Individuals with high EI can handle stress more effectively, communicate better, build stronger relationships, and make more thoughtful decisions, making it an important skill in both personal and professional life.
6. There are several strategies people use to regulate emotions. Cognitive reappraisal involves reframing a situation to see it in a more positive light, which can reduce negative feelings. Suppression means hiding outward signs of emotions, though it may create internal stress. Other strategies include practicing mindfulness to stay present, sharing emotions with others for relief, and engaging in physical activities or relaxation techniques to restore balance.
7. Person job fit refers to how well an individual’s skills, abilities, and knowledge match the requirements of a specific job. A good fit ensures effective performance and productivity. Person–organization fit, in contrast, focuses on the alignment between a person’s values, personality, and the culture of the organization. This type of fit influences long-term satisfaction, commitment, and overall well-being at work.
8. Personality can be defined as the unique and relatively stable pattern of thoughts, feelings, and behaviors that characterize an individual. It is often measured through self-report surveys, observer ratings, or standardized tools such as personality tests. Personality is shaped by a combination of heredity, environment, and situational factors. Heredity provides a genetic foundation, environment shapes behavior through culture and experiences, and situations influence how certain traits are expressed in different contexts.
9. The Myers-Briggs Type Indicator (MBTI) is widely used and easy to understand, helping with self-awareness and team building. However, it has weaknesses such as low reliability and poor ability to predict job performance. The Big Five Model, which measures openness, conscientiousness, extraversion, agreeableness, and neuroticism, is strongly supported by research and is a good predictor of workplace behavior, though it does not capture all traits. The Dark Triad, consisting of Machiavellianism, narcissism, and psychopathy, is useful for explaining negative and manipulative workplace behaviors, but it focuses mainly on harmful personality aspects and is less useful for personal development.
10. The ability of personality to predict behavior depends on the situation. In weak situations, where there are few rules and greater freedom, personality traits strongly influence how people act because individuals can express themselves more openly. For example, in creative jobs, traits like openness or extraversion are more visible. In strong situations, such as the military or highly structured organizations, strict rules and clear expectations limit personal expression, so personality plays a smaller role in determining behavior.

1. Emotions are intense feelings directed at a specific person or event. They are typically short-lived and have a clear cause. And
Moods are less intense feelings than emotions and often lack a specific stimulus. They are more general and can last for a longer duration, from hours to days.

2. Personality: Some people are naturally more positive or negative.
Stress: High stress levels can lead to negative emotions and moods.
Sleep: Lack of sleep can lead to increased negative emotions and irritability.

3. For the positive impact
Customer Relations Improved : Employees who can effectively manage their emotions can provide better customer service.
For the negative impact
Reduced Job Satisfaction: The discrepancy between felt and displayed emotions can lead to dissatisfaction with the job.

4. The Affective Events Theory proposes that employees react emotionally to things that happen to them at work, and these reactions influence their job attitudes and behaviors.

5. Emotional Intelligence is a person's ability to Perceive emotions in oneself and others,
Understand the meaning of these emotions , and
Regulate one's own and others' emotions.

6. Strategies for emotion regulation include:
Emotional Suppression: Hiding or not expressing emotions. This can be effective in the short term but may lead to emotional exhaustion.
Mindfulness: Being present and aware of your emotions without judgment.
Social Sharing: Talking about your emotions with others.

7. Person-Job Fit: This describes how well a person's skills, knowledge, and abilities match the demands of the job. A good PJ fit leads to higher job satisfaction and performance.
Person-Organization Fit: This describes how well a person's values align with the organization's culture. A good PO fit leads to higher organizational commitment, lower turnover, and a more positive work environment.

8. Personality is the sum total of ways in which an individual reacts to and interacts with others.
It can be measured by Self Report and observer Surveys: Individuals answer questions about their own traits and behaviors and how others rate their personality .
The factor that shaped personality is hereditary and the environment

9. MBTI:
Strengths: Easy to understand, widely used in professional development and team-building, and provides a good framework for self-discovery.
Weaknesses: Not scientifically validated, a dichotomous model (either/or) that doesn't capture the full spectrum of traits, and results can be inconsistent over time.
Big Five Model:
Strengths: Empirically validated, a continuous model that allows for a wide range of traits, and it is a strong predictor of behavior.
Weaknesses: May not be a complete model of all personality traits, and the five factors are broad and may not capture the nuances of individual behavior.
Dark Triad:
Strengths: A useful framework for identifying potentially problematic personality traits, especially in leadership and organizational contexts.
Weaknesses: Focuses only on negative traits and may oversimplify the complexity of a person's character.

10.The power of the situation can significantly influence whether personality predicts behavior. This is often explained by Situational Strength Theory.
Strong Situations: In strong situations, the environment provides clear cues about what is expected and appropriate behavior. This leaves little room for individual differences, and personality is a less reliable predictor of behavior. (e.g., a highly structured job with strict rules).
Weak Situations: In weak situations, there are few behavioral cues, and individuals are free to act more according to their personalities. In these situations, personality is a more reliable predictor of behavior. (e.g., a job with a lot of autonomy and freedom).

Ghiffari Izza Wibisono
2411011079

Emotions vs Moods
Emotions are strong, short, and usually have a clear trigger (e.g., happy after getting praised). Moods are weaker, last longer, and often don’t have a clear reason (e.g., feeling down all day).

Sources of Emotions & Moods
They can come from personality, stress, sleep, exercise, time of day, social interactions, and even age or gender.

Emotional Labor
At work, sometimes we need to smile even when stressed. Good for customers, but if done too much it can cause exhaustion, stress, and burnout.

Affective Events Theory
Small events at work (praise, conflict, new project) influence emotions → those emotions affect satisfaction and performance.

Emotional Intelligence
The ability to understand and manage emotions in yourself and others. Includes self-awareness, self-management, empathy, and relationship skills.

Emotion Regulation
Ways to handle emotions: reframe the situation (reappraisal), hide expressions (suppression), practice mindfulness, share feelings, exercise, or relax.

Person–Job Fit vs Person–Organization Fit
P–J Fit: how well your skills match the job.
P–O Fit: how well your values and personality match the company culture.

Personality
Unique traits of each person. Measured with MBTI, Big Five, etc. Influenced by genetics, environment, and situations.

Personality Models

MBTI: popular but not very reliable.

Big Five: more valid and predicts performance.

Dark Triad: explains toxic traits (manipulation, narcissism, psychopathy).

Situational Strength
Personality shows more in flexible situations (e.g., creative work). In strict environments (e.g., military), rules matter more than personal traits.

Rafi Yodi Rinaldi
2491011013

1. Emotions are brief and specific, while moods are longer and less focused.
2. Sources include personality, stress, sleep, social interactions, and life events.
3. Emotional labor can cause stress, fatigue, and lower job satisfaction.
4. Affective Events Theory says workplace events trigger emotions that influence behavior.
5. Emotional intelligence is the ability to understand and manage emotions in yourself and others.
6. Strategies include reappraisal, suppression, mindfulness, and seeking support.
7. Person–job fit is about matching skills to tasks; person–organization fit is about matching values to culture.
8. Personality is measured by assessments and shaped by genes and environment.
9. MBTI is easy but lacks accuracy; Big Five is reliable; Dark Triad shows negative traits.
10. Personality predicts behavior more in weak situations than in strong ones.