SourcingSpider

Self-handicapping is a cognitive strategy by which people avoid effort in the hopes of keeping potential failure from hurting self-esteem.

It was first theorized by Edward E. Jones and Steven Berg last, according to whom self-handicaps are obstacles created, or claimed, by the individual in anticipation of failing performance.

Self-handicapping can be seen as a method of preserving self-esteem but it can also be used for self-enhancement and to manage the impressions of others. 

This conservation or augmentation of self-esteem is due to changes in causal attributions or the attributions for success and failure that self-handicapping affords. 

There are two methods that people use to self-handicap: 

1. Behavioral and

 2. Claimed self-handicaps. 

People withdraw effort or create obstacles to successes so they can maintain public and private self-images of competence.

Self-handicapping is a widespread behavior amongst humans that has been observed in a variety of cultures and geographic areas.

 For instance, students frequently participate in self-handicapping behavior to avoid feeling bad about themselves if they do not perform well in class.

 Self-handicapping behavior has also been observed in the business world. The effects of self-handicapping can be both large and small and found in virtually any environment wherein people are expected to perform.

If people believe that they are going to fail, they create obstacles and excuses to justify their failures. There are many real world applications for this concept. 

For example, if people predict they are going to perform poorly on tasks, they create obstacles, such as taking drugs and consuming alcohol, so that they feel that they have diverted the blame from themselves if they actually do fail. In addition, another way that people self-handicap is by creating already-made excuses just in case they fail.

Source: HR Groups

Cultural fit is best understood when you consider it within the context of your organization’s culture and how your organization’s culture was formed. A potential employee may express and exhibit the characteristics, language, and values that exist within the current organizational culture – or not.

You want to hire only candidates whose belief and behavior systems appear congruent with your organizational culture.

Few Questions you can ask to assess a candidate on Cultural Fit.

• Why do you want to work here?
• What’s your ideal work environment?
• Tell me about a time you made a mistake. How did you address it and what did you learn?
• What inspires you?
• What are your hobbies?
• What type of culture do you thrive in?
• Describe yourself in three words.
• What values are you drawn to and what’s your ideal workplace?
• What’s your favourite aspect of your current position?
• How would you describe our culture based on what you’ve seen?
• Talk about a time you worked as part of a team.
• What do you like best about our company?
• How do you define success?
• What best practices would you bring with you from another organization?
• Tell me something about you that isn’t on your CV

Inputs from Undercover recruiter.

 MPS ( Motivating Personal Score) is a metric evaluators use to evaluate the capacity of a job to motivate. 

The model underlying the metric – Hackman and Oldham’s Job Characteristics Model, which principally positioned  that it is the job itself that determines motivation — was developed to reflect the psychological state of the worker, characteristics of the job as well as characteristics on the part of workers that determine responses to jobs. 

It is frequently used by managers to redesign jobs to increase motivation.

It considers motivation in terms of five aspects, viz. 1.Autonomy,

2. Feedback, 

3. Identity, 

4. Significance, 

5. Variety. 

These five 👆factors are supposed to have bearing upon three psychological states – experienced meaningfulness, experienced responsibility for outcomes and knowledge of actual results. 

Meaningfulness is supposed to arise from three components: an appropriate level of variety in application of skills, ability to identify oneself with the task, and the significance of the task itself in terms of its wider impact. 

Responsibility is identified primarily in terms of independence and discretion in scheduling and determining procedure.

Knowledge of outcomes results from feedback, possibly from any quarter of stakeholders, and both quantitative and qualitative.

A highly motivating job, that is one with a high MPS, is one that maximizes the impact in terms of the three psychological states. 

The MPS is the multiplication of the meaningfulness, autonomy and feedback components. 

Should a job’s MPS be low, job rotation and job enrichment are avenues the HR management must take up. 

Employees in leadership roles are likelier to have higher MPS than those in line functions.

These six domains—personal leadership, relationship leadership, contextual leadership, inspirational leadership, supportive leadership, and ethical leadership—together create a comprehensive and dynamic model of leadership activities,

This view of leadership behaviors as encompassed by the six domains includes not only intellectual aspects of leadership but also emotional and reflective aspects that encompass individual leaders, their relationships with others, and their ties to a larger community. 

Thisallows the model to speak to leaders and students of leadership at multiple levels. 

On an individual level, it motivates people to explore their own leadership potential. 

On a team level, it encourages team members and team leaders to reflect on interpersonal relationships, including their skills in developing emotional connections with others and their willingness to both support and challenge others as needed. 

On an organizational level, it provides leaders with a contextual platform to accept the responsibilities of being a leader capable of inspiring a sense of communal pride.

The framework is also noteworthy for its focus on behaviors, its integrative and dynamic conceptualization of leadership, and its grounding in a diverse range of scholarly disciplines.

For detailed study on Six Model Leadership. Please refer any of the link below 👇

https://research.vu.nl/files/2242043/197066.pdf 

http://users.homebase.dk/~simk/Year3/The6DomainsofLeadership.pdf