Introduction What am I trying to show? Why? Human behaviour is hard to predict.

t. You can have the best system but how to apply it to each individual is difficult. Human behaviour = Psychology, Sociology & Anthropology. An individual is influenced by Intrisic things (Internal) & Extrisic things (Group, Organisation, Wider Environment) Culture can be from a group, org or external to the org. How do I quote from websites? Is Lloyd C.Blankin still Chairman & C.E.O at GS? yes I am trying to show the difficulties with recruiting training motivating & rewarding.

What can be said about the following at Goldman Sachs Organisation structure & mgt style Leadership Bass' (1989 & 1990) theory of leadership; Lewin ; Eysenck; Cattell
References:

Allport, G.W. & Odbert, H.S. (1936). Trait-names: A psycho-lexical study. Psychological Monographs, 47(211).

Boeree, C.G. (2006). Gordon Allport. Personality Theories. Found online at http://webspace.ship.edu/cgboer/allport.html
3

Cattell, R.B. (1965). The scientific analysis of personality. Baltimore: Penguin Books. Eysenck, H.J. (1992). Four ways five factors are not basic. Personality and Individual Differences, 13, 667-673.

McCrae, R.R., & Costa, P.T. (1997) Personality trait structure as a human universal. American Psychologist, 52, 509-516

Motivation Frederick Herzberg (1923-); Maslow;Douglas McGregor; David Mclelland Learning http://www.emtech.net/learning_theories.htm#Behaviorism1 Culture schein, 1981 three levels of culture Perception Personality Carl Jung, Maslow, Freud

Orientation to work Conflict resolution Gender Diversity Ability Selection Power & Influence http://changingminds.org/explanations/theories/power.htm Marwell and Schmitt (1967), McLaughlin, Cody and Robey (1980) Coersion Waller and Hill (1951) Least Interest Principle French and Raven (1960), Pfeffer (1992), Mintzberg (1983) Power Social Exchange theory
Equity Theory, Reciprocity Norm, Social Norms, Leader-Member Exchange Theory http://www.washington.edu/research/pathbreakers/1978a.html,

References
Thibaut and Kelley (1959), Kelley and Thibaut (1978), Homans (1961), Rusbult (1983)

Format of writingreport on what situation is in GS. Bring in theory eg Weiner attribution theory for motivation Analyse case in gs using that theory

Recruitment
The Goldman Sachs recruitment process involves an applicant undergoing a series of interviews. These interviews are typically Behavioural interviews to assess the applicants competency based on his or her qualifications, experience, Interests, leadership qualities and potential, teamwork skills and orientation. These interviews are also used to assess the applicants compatibility with the firms culture. Goldman Sachs culture is one of extreme hard work and teamwork and all it employees are expected to embrace this culture and spirit. Recruiters therefore pay particular attention to the personality of the candidates to determine whether they would fit into the company. While certain personality traits may be inherited others are shaped by beliefs, gender, ethnicity, social background, age and a host of other variables that can mould an individuals personality. In his discussion of Hans Eysencks theory of Personality types, Mullins (2006,2008) states that personality is a useful predictor of behaviour. But how do we determine personality? We can only infer it from what we observe the person saying or doing. So if a person talks a lot during the interview does it mean he is an Extrovert? or is it just a nervous reaction to the interview process.Or if he appears composed and self assured. Does that tell us he is a confident person or that he just prepared well for the interview? Some people are quite adept at masking their tru feelings or behaviours and may present traits which they know are required by the recruiter.

The applicants are drawn from diverse backgrounds as the company has a recruitment policy that focuses on diversity. The company believes that the best candidates to recruit into their company can be found only by looking across the full spectrum of gender, ethnicity, national origin, sexual orientation, gender identity, religion, culture and level of physical ability. Goldman Sachs is a global company operating in different countries with diverse cultures. It believes that selecting staff from diverse cultures can make it better meet the needs of it global clientele. The current Chairman & C.E.O. Lloyd C.Blankfein declares on the companys official website: Diversity is at the very core of our ability to serve our clients well and to maximize return for our shareholders. Diversity supports and strengthens the firm culture and it reinforces our reputation as the employer of choice in our industry and beyond. that may arise is that behaviour in humans can not be accurately predicted. How an individual responds to an question asked during the interview may not necessarily during recruitment is with regard to the criteria to use in selecting the right candidate. This process is challenging enough when dealing with candidates from similar backgrounds but is complicated further when they are drawn from diverse backgrounds. Each individual has personality traits and characteristics, attitudes and abilities which are unique from others even from those with whom they share similar backgrounds such as ethnic groups or religious beliefs.. However personality traits and characteristics vary from person to person even between people with similar backgrounds. Personality test which assume that personality traits can be drawn into distinct groups which can be used as a basis of measuring and comparing individual personality. An example of such a test is Eysencks Personality Questionnaire which can be used to determine a candidates personality type based on the traits displayed. Eysenck believed that every individual falls into one of four distinct personality types Sanguine, Choleric, Phlegmatic and melancholic.There are also other tests such as or the MBTI which.. There are also psychological tests used to determine intellectual ability (include examples of such tests). During face to face interviews attitude and communication style is among the things that are observed. A lack of appreciation or knowledge of a candidates background could have a negative impact on how he or she is assessed during the interview. In western cultures being assertive & confident may be seen as a desirable in a candidate but in others being demur and humble may be what is acceptable. As mullins points out in quoting Feldman et al.certain differences may in average performance levels between men and woemen and different racial or ethnic groups.feldman the tests may not in itself be unfair but using the test will lead to different outcomes and different proportions of people being selected. .meritocracy recruits the most intelligent people. Whats wrong with that. Do they have emotional inteliggence and personality. People might be itelligent but & have academic excellence which can be compared with other in the org. intelligence is mostly used as a criteria. GS hires very important people. But when recruiting some one can show academic intelligence with compares well with what the org needs but certificates will not show personality. These have limitations however as yes no answer can be GS is perceived

Recuits from worldwide. Commendable.

What would be the problem with regard to oppositional culture (Fordham & Ogbu, 1986). Organisation structure & mgt style Leadership Culture schein, 1981 three levels of culture Perception Personality Orientation to work Conflict resolution Gender Diversity Ability Selection Power & Influence

Training
Goldman Sachs places a lot of emphasis on training its diverse work force. Training initiatives such as the Goldman Sachs MBA camp gives an opportunity for newly recruited staff to learn about the company and the Financial services industry (lool for other training initiatives) Problem formal structures of learning may not produce the desired result because people learn in different ways. C (Elliott & Dweck, 1988; Dweck & Leggett, 1988; Dweck, 1989) oppositional culture (Fordham & Ogbu, 1986). Organisation structure & mgt style Culture Perception Personality Orientation to work Conflict resolution Gender Diversity Ability Power & Influence

Motivating
Money can bbe a motivator & gs employees are highly paid in the industry but to a point not only motivator. People feel stifled in certain areas. Work life balance is none exsistent so while some people will be happy to work for high profile coy. Others feel its

too great a sacrifice.Stress is very high too much expecyation. Maslows highrach. The lower need have been well addressed at gs but people might feel actulaisationmay not only come from work but also in theire personal life & of they dont have one thenthey will leave. Office politics lead to people being demotivated check out the blog.Locus of power . if feel Attribution theory (Weiner, 1980, 1992) MASLOWS (Schunk, 1982, 1983) (McCombs, 1984; Forsterling, 1985; Licht & Kistner, 1986; Zimmerman, 1989). oppositional culture (Fordham & Ogbu, 1986). Organisation structure & mgt style Culture Perception Personality Orientation to work Conflict resolution Gender Ability Power & Influence locus of control (Lefcourt, 1976). Malone and Lepper (1987) have defined intrinsic motivation more simply in terms of what people will do without external inducement. Intrinsically motivating activities are those in which people will engage for no reward other than the interest and enjoyment that accompanies them. Malone and Lepper have integrated a large amount of research on motivational theory into a synthesis of ways to design environments that are intrinsically motivating. This synthesis is summarized in Table 5.1. As that table shows, they subdivide factors that enhance motivation into individual factors and interpersonal factors. Individual factors are individual in the sense that they operate even when a student is working alone. Interpersonal factors, on the other hand, play a role only when someone else interacts with the learner. These are discussed in detail on the following pages.

Table 5.1. The Factors That Promote Intrinsic Motivation.

Description Factor Related Guidelines 1. Set personally Challenge

People are best motivated when they are working toward personally meaningful goals whose attainment requires activity at a continuously optimal (intermediate) level of difficulty. meaningful goals. Make attainment of goals probable but uncertain. Give enroute performance feedback.

2.

3.

4. Relate goals to
learners' self esteem.

1. Stimulate Curiosity
Something in the physical environment attracts the learner's attention or there is an optimal level of discrepancy between present knowledge or skills and what these could be if the learner engaged in some activity. sensory curiosity by making abrupt changes that will be perceived by the senses.

2. Stimulate
cognitive curiosity by making a person wonder about something (i.e., stimulate the learner's interest).

1. Make clear the Control

People have a basic tendency to want to control what happens to them. cause-andeffect relationships between what students are doing and things that happen in real life. Enable the learners to believe that their work will lead to

2.

powerful effects.

3. Allow learners to
freely choose what they want to learn and how they will learn it.

1. Make a game
out of learning.

Fantasy

Learners use mental images of things and situations that are not actually present to stimulate their behavior.

2. Help learners
imagine themselves using the learned information in real- life settings.

3. Make the
fantasies intrinsic rather than extrinsic.

1. Competition
Learners feel satisfaction by comparing their performance favorably to that of others.

2.

3.

Competition occurs naturally as well as artificially. Competition is more important for some people than for others. People who lose at competition often suffer more than the winners profit.

4. Competition
sometimes reduces the urge to be helpful to other learners.

1. Cooperation Cooperation
Learners feel satisfaction by helping others achieve their goals. occurs naturally as well as artificially. Cooperation is more important

2.

3.

for some people than for others. Cooperation is a useful real-life skill.

4. Cooperation
requires and develops interpersonal skills.

1. Recognition Recognition
Learners feel satisfaction when others recognize and appreciate their accomplishments. requires that the process or product or some other result of the learning activity be visible.

2. Recognition
differs from competition in that it does not involve a comparison with the performance of someone else.

Rewarding
Organisation structure & mgt style Culture Perception Personality Orientation to work Conflict resolution Gender Power & Influence