Insinuation of deviant intelligence at workplace dynamics a personality adjustment quotient analysis

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International Journal ofBusiness
Management & Research (IJBMR)
ISSN(P): 2249-6920;ISSN(E): 2249-8036
Vol. 4, Issue 4, Aug2014, 33-46
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INSINUATION OF DEVIANT INTELLIGENCE AT WORKPLACE DYNAMICS: A
PERSONALITY ADJUSTMENT QUOTIENT ANALYSIS
G. V. CHANDRA MOULI, JUTURU VISWANATH & D. BABJOHN
Research Scholar, Department of Business Management, Yogi Vemana University, Kadapa, Andhra Pradesh, India
ABSTRACT
Organizational progression factor depends on effectual deployment of resources. It is all about how best the firm
strategies are allied with ever varying business equations. Deviant Intelligence can be defined as distinctly above or below
the norm, affects personality both directly and indirectly. Intelligence needs adjustment with regard to workplace
dynamics. The component of personality in workplace issues is apparently vital. The organizational advancements rest
with optimizing human resource intellectual capabilities utilization through their occupational contributions. This paper is
an endeavor to assess the implications of employee deviant intelligence at workplace adjustment concerns.
KEYWORDS: Deviant Intelligence, Norm, Workplace Dynamics, Human Resource, Intellectual Capabilities
INTRODUCTION
Every business operates under the conditions of risk and uncertainty. Managing those enigmas is considered as a
critical challenge and this degree defines the organizational distinction susceptibility. Human resource efficiencies and
effectiveness protects the organizations from ever changing business environment. A business house always tries to
marginalize the employee occupational contributions to fulfill its ambitions. Similarly in such direction every firm devises
the planning and developing POA‟s (plan of actions) for managing workforce. Organizational performance correlated with
optimizing personnel intellectual capacities at workplace. Understanding the dynamics of workplace assists human
resource departments to address issues and concerns of employees. Modern organizations realized the significance of
human resource valuable presence at workplace. Valuable presence arena decides the organizational affluence in terms of
achieving exultant state and setting „mission impossible‟ benchmark to their competitors. Thus, the workplace considers
intense attention with creating vibrant long lasting impressions on job performances of employees.
Human resource practices are meant for effective utilization of employee services. Still managing workforce
treated as unsolved predicament. It demands the treating personalities. Personality is a broad-spectrumsummation of traits
or characteristics of the person. Thus, it every time draws interest fromthe human resource management philosophers and
thinkers. The Persona factor has the power to change anything at workplace. It is the high impact influential on job
outcomes of the individuals. When personality concept enters it tends to associate with specific behavioral aspects like
abilities, attitudes, beliefs, creativity, determinacy, individual differences, intelligence and learning etc. In most cases the
differentiating element is intelligence. Specifically the intelligence level varies from one to another, a clear uniqueness can
be observed under these kinds of assessments. Probably this scenario explains „the existence of deviance facet‟ in
workplace dynamics. This deviance may be high grade or low grade than norm, influences workforce in creating certain
assumptions and expectations on the organizations. The effects of these may be positive or negative, but all needed is
adjustment. This quotient implies the echelon of commitment and human resource performances.

34 G. V. Chandra Mouli,Juturu Viswanath & D. Babjohn
Impact Factor (JCC): 4.9926 Index Copernicus Value (ICV): 3.0
Generally workplace functionalities considered as a metric for organizational strategic moves. Individuals present
at workplace with self-concepts and self-images toward job and organization. Despite of above the individual differences is
another socio-psychological occupational issue. Employee attitude on professionalism reflects in terms of intellectual
capabilities building and utilization. Significant people are aware of extent of deviation related with job expectations and
outcomes. Deviant intelligence has to accept as a universal phenomenon; all it needs is systematic organizing. Intelligence
results in abilities which are converted into efforts and ends with judgments. Evaluations give a picture on effective task
accomplishments or cause extraction for failures i.e. positive or negative. If the intelligence of an individual correlates with
his/her peers then the implications may be in form of reacting favorably, behaves socially acceptable way, respecting own
abilities, confidence in decisions, acceptance things and reduced self-rejections.
Deviant intelligence has direct impact on behavior, job relationships, self-esteem and self-efficacy. Literally it
effects on personality patterns, called as personality misfit. This mismatch possesses extreme negative affectivities on
social group relationships, isolated self-concept and being psychologically aloof. Personality development is a continuous
process. Intelligence varies from one to one, practically rests with different environmental, psychological and situational
factors. Motivational environment develops the power of positive (POP) and vice-versa. Beyond all these dynamic
business world places many tribulations and stresses the need for developing and rendering creative contributions on
workforce. Intellectual quotient is calculated on intellectual capacities developed or declined at diverse times and ages.
The deviance facet disturbs the workplace expectations and puts an individual in a dilemmatic situate.
Personality adjustment quotient determines the effects of deviant intelligence on workplace concerns. It is a
proactive move on human resources part with respect to optimizing intellectual capabilities and moreover this implies
understanding necessitate at job and organization. Leaning the personality differences and leading individuals towards
personality adjustment quotient maximization rightly answers the personnel problems. The intensity of these issues may be
high or low but ultimately they play a decisive role on personality patterns. For this reason, a comprehensive and critical
assessment on personality adjustment quotient is always an inevitable panorama.
REVIEW OF RELATED LITERATURE
Employee job satisfaction element determines the commitment level and more over creative contributions are
interlinked with perceptions on job fulfillments (Agho A.O., Mueller C.W. & Price J.L., 1993). The organizations should
involve in creating positive impressions among employees, it is a part of image building program. Top performing
organizations will continuously involve in managing those impressions on human resources and intends to improving
performances (Esque, T.J, & Gilmore, E.R, 2003). Workforce intelligence is one the key determinant of organizational
success in the context of organizational structure and design (Csaszar, F.A., 2008). Individual‟s creativeness enhanced
through the allocating appropriate roles and making them manage self, it has a significant impact on developing
proactiveness (Gerhardt, M., Bryan, A. & Newman, R.W., 2009). Job evaluations encapsulate the performance issues.
Personality factor decides the job outcomes and behavioral deviations (Humphrey, R.H, & Berthiaume, R.D, 1993).
Personality adjustment component decides the propensity of individual occupational contributions
(Hurtz, G.M., & Donovan, J.J., 2000). Personality mismatches arises due to different psychological factors interplay.
Personality and performance are interdependent variables in work environment (Westerman, J.W. & Simmons,
B.L., 2007). Personality traits have impact on individual turnover decisions. Personality fit arena influences these
intentions among the employees (Zimmerman, R.D., 2008). Workplace social support enhances the job satisfaction of

Insinuation of Deviant Intelligence at Workplace Dynamics:A PersonalityAdjustment Quotient Analysis 35
workforce. Social acceptance and recognition makes the individuals to perform better and increases understanding degree
(Winskowski, A.M., Engdahl, B.E, & Harris, J.I., 2007). Supervisory mechanism has potential impact on big five model of
personality, assists in managing subordinates (Mark, A.S., 2004). Improving performance and commitment at workplace
conveys information of the organizational sensitivity towards dealing behavioral aspects of human resources
(Colquitt, J, Le-Pine, J, & Wesson, M., 2009). Person-organization fit is the result of socio-psychological right integration.
This area defines the adjustment quotient of individuals with their organization (Kristof, A. L., 1996). Organizational
research is another key component used to assessing personality implications on workplace issues (Keon, T. L., Latack, J.
C., &Wanous, J. P., 1982). Workplace issues involve social exchange process and there is a direct relation with
organizational commitment (Ganzach, Y., Pazy, A., Ohayun, Y., & Brainin, E., 2002).
The role of career related aspects are crucial on person-organization fit degree. Career plans and organizing
possess many implications on organizational development concerns (Gati, I., Garty, Y., & Fassa, N., 1996). Basically
employee skill assessment starts from the employment interview including deviant intelligence. Workplace dynamics
positive power rests with the managing intelligence in a right way, because the people who make the place
(Schneider, B., 1987). Person-environment fit is one of the key aspects in selection process. The organizations look for
people who are able to adapt and being a part of the workplace (Werbal, J. D., & Gilliland, S. W., 1999). There may be
difference in perceptions between person-job and person-organization fit, but ultimately these have a combined impact on
human resources occupational contributions (Kristof-Brown, A. L., 2000). Matching people and organizations is a prime
challenging task infront of the organizations. Selection and socialization processes needs a systematic design and intended
to creative positive impressions (Chatman, J. A., 1991). Personality and performance are closely linked; individuals talent
and quality concerns at workplace demands a perfect personality fit (Robinson, M., D., 2004). Leadership style directly
influences the organizational issues.Ethical perceptions and perspectives assists in shaping personalities intends to perform
effectively and proactively (Guillen, M., & Gonzalez, T., F., 2001).
Individual intelligence and its utilization depend on the psychological aspects of personality. Application of
knowledge lies with the personality management in major cases (Parkinson, J., & Taggar, S., 2006). Intelligence concerns
are needed to be rightly addressed at each and every phase of employment. Employee selection process has been
considered as one of the most critical state to assess those deviances which influences the workplace dynamics
(Berneth, J., B., Field, H., S., Giles, W., F., & Cole, M., S., 2006). The organizational differentiating factors like
transformational leadership, creativity and innovativeness play a significant part in lining personalities; they works
exclusively on understanding the concept „deviant intelligence‟ (Gumusluoglu, L., Ilsev, A., 2009). Proactive personalities
are the result of efficient leadership or mentorship. Personality fit with job and organization at all times enhances the
degree of organizational development prospects (Subramaniam, A., Othman, R., & Sambasivan, M.., 2010).
STATEMENT OF THE PROBLEM
Organizational effectiveness associated with human resource involvement and rendezvous. Human resource
engagement goes with many employment factors and particularly with adjustment quotient. Employee occupational
creativity and innovations are the accurate metrics to measure their quality; those are results of managed deviant
intelligence facet of personality fit. Hence, this study is an attempt on noting the impressions of managed deviant
intelligence on work place adjustments.

SIGNIFICANCE OF THE STUDY
Workplace adjustments always occupy a significant role in improving employee loyalty and commitment.
Personality lining as per the organizational requirements is an unavoidable task to any personnel department. Because
managing human intelligence is truly a psycho-social aspect. All sorts of intelligence deviations must be rightly managed.
Anyhow, those deviations may be expected or unsurpassed requires an effective schema to play safe. Deviant intelligence
and workplace adjustments decide the area of personality fit which are exclusively parts of organizational personality
research.
OBJECTIVES OF THE STUDY
The following are the objectives of the study
 To study the impact of deviant intelligence on workplace issues.
 To assess various factors influencing workplace adjustments on performance concerns.
 To ascertain the impressions of the managed deviant intelligence on workplace adjustments and
 To examine the interaction corollary of workplace adjustments and personality fit quotients on enhanced
individual‟s occupational conscientiousness.
HYPOTHESES
The following hypotheses are formulated in order to achieve the above objectives:
 Deviant intelligence will have negative impact on workplace dynamics.
 Workplace adjustments will have positive impact on performance augmentation.
 Managed deviant intelligence will results in optimizing the degree of workplace adjustments and
 Workplace adjustments and personality fit quotients will have positive impact on employee occupational
proactive commitments.
METHODOLOGY
The study is intended to measure influence of deviant intelligence of human resources on work place adjustment
quotient. A descriptive research design taking a survey approach is used. Data is collected fromthe respondents by using
the interview schedule specifically designed for the purpose. A non-probabilistic sampling method, namely convenience
sampling is used in drawing samples for this study. Population consists of IT (Information Technology) employees belongs
to different companies exists in the Electronics City (popularly known as Electronic City), Bangalore.
The population includes various categories of IT Employees like Software Engineers, Senior Software Engineers
and Project Managers. Employees from 7 companies were participated in the survey. A total number of 260 questionnaires
were distributed for this study. Of this number, 227 were returned and 214 were found usable.
The sample included 115 males (53.6%) and 99 females (46.4%). The range of ages of the respondents is from
20 to 55 years. The educational level of the respondents is high with 87% holding bachelors or postgraduate degrees.
Slightly more than half (52.8%) of the respondents reported that they hold the position o f Software Engineers;

whereas 28.4% are Senior Software Engineers cadre; and 18.8% Project Managers. The Experience of the respondents is
ranged from five to twenty three years. Relevant data for the research study was collected through a questionnaire
comprising both open and close ended questions and interview itemwere used.
The questionnaire consists of 26 items related to the personality psychodynamics aimed to get respondents
perception related to the deviant intelligence of human resources on workplace adjustments. Respondent‟s opinions are
carefully recorded and tabulated. The Survey was conducted from March 2014 to May 2014. The tabulated data is
analyzed with various statistical tools like Mean, Standard Error, Median, Standard Deviation, Sample Variance, Kurtosis,
Skewness, Range, Minimum, Maximum, Simple Percentages, Weighted Averages (Descriptive Statistics), Pearson
Correlation Coefficients, Multiple Linear Regression (Associative Statistics), ANOVA (Comparative Statistics) and
Chi-square Test (Frequency Statistics).
ANALYSIS
Table 1.1: Impact of Deviant Intelligence on Workplace Issues: Aspect 1.1: Workplace Innovations
Aspect: Workplace Innovations
Mean 3.5
Standard Error 0.5
Median 3.5
Mode 5
Standard Deviation 1.58113883
Sample Variance 2.5
Kurtosis -0.895238095
Skewness -6.16791E-17
Range 5
Minimum 1
Maximum 6
Source: Primary data from field survey
Note: S.E – Standard Error; S.D – Standard Deviation; S.V – Sample Variance;
Table 1.1 shows the following values for the workplace innovations variable of the deviant intelligence facet:
The mean Value is 3.5. The standard deviation is 1.58. Variance is square of standard deviation which is 2.5. The value of
kurtosis and skewness are -0.8952 and -6.1679 respectively which shows data is not normally distributed. Range which is
defined as the highest minus lowest is 5. The minimum value in this data set is 1 while maximum value is 6.
Aspect 1.2: Job Influencing Variables Assessment (JIVA)
Aspect: JIVA
Mean 4.1
Standard Error 0.849182614
Median 3.5
Mode 4
Sample Variance 7.211111111
Kurtosis 1.609367363
Skewness 1.28758842
Range 9
Minimum 1
Maximum 10
Table 1.2 shows the following values for the valued job influencing variables assessment quotient of the deviant

intelligence facet: The mean Value is 4.1. The standard deviation is 2.68. Variance is square of standard deviation which is
7.2. The value of kurtosis and skewness are 1.6093 and 1.2875 respectively which shows data is not normally distributed.
Range which is defined as the highest minus lowest is 9. The minimum value in this data set is 1 while maximum value
is 10.
Aspect 1.3: Occupational Judgments
Aspect: Occupational Judgments
Mean 4.8
Median 4
Mode 4
Kurtosis -0.649566779
Skewness 0.771241619
Range 9
Minimum 1
Maximum 10
Table 1.3 shows the following values for the Occupational Judgments variable of the deviant intelligence facet:
The mean Value is 4.8. The standard deviation is 3.2249. Variance is square of standard deviation which is 10.4. The value
of kurtosis and skewness are -0.6495 and 0.771 respectively which shows data is not normally distributed. Range which is
defined as the highest minus lowest is 9. The minimum value in this data set is 1 while maximum value is 10.
Aspect 1.4: Social Relationships
Aspect: Social Relationships
Mean 4.3
Median 4
Mode 5
Range 9
Minimum 1
Maximum 10
Table 1.4 shows the following values for the Social Relationships variable of the deviant intelligence facet:
The mean Value is 4.3. The standard deviation is 2.6687. Variance is square of standard deviation which is 7.1222.
The value of kurtosis and skewness are 1.1966 and 1.0452 respectively which shows data is not normally
distributed. Range which is defined as the highest minus lowest is 9. The minimum value in this data set is 1 while
maximum value is 10.

Aspect 1.5: Achievement-Orientation
Aspect: Achievement-Orientation
Mean 4.4
Median 4
Mode 5
Range 10
Minimum 1
Maximum 11
Table 1.5 shows the following values for the Achievement-Orientation variable of the deviant intelligence facet:
The mean Value is 4.4. The standard deviation is 2.9135. Variance is square of standard deviation which is 8.4888.
The value of kurtosis and skewness are 2.1643 and 1.3234 respectively which shows data is not normally distributed.
Range which is defined as the highest minus lowest is 10. The minimum value in this data set is 1 while maximumvalue is
11.
Table 2: Factors Influencing Workplace Adjustments on Performance Issues
Factor
Yes No Weighted
[2] [1] Average χ2
Value
Ethical Conscientiousness 196 18 1.92 8.10072
Functional Behaviors 192 22 1.90 7.11562
Job Loyalty 203 11 1.95 4.48417
Readiness to Change 185 29 1.86 5.92126
Proactiveness 199 15 1.93 5.32434
Note: df = 1, χ2at 0.05 Level of Significance = 3.841
Table 2 visibly shows the various factors which decide the degree of workplace adjustments with regard to
performance apprehensions. The weighted average for all the factors is almost equal. Nevertheless, on the basis of weights
personality adjustment quotient consist the following progression job loyalty (1.95), proactiveness (1.93), ethical
conscientiousness (1.92), functional behaviors (1.90) and readiness to change (1.86). The calculated values of Chi-squares
are greater than tabulated value of Chi-square at 5% level of significance. Therefore, it can be concluded that there is a
momentous relationship between the managed workplace adjustments and performance issues.
Table 3: Impressions of the Managed Deviant Intelligence on Workplace Adjustments:
Table 3.1: Interaction Effects between Managed Deviant Intelligence and Workplace Adjustments:
Anova: Two-Factor With Replication
Managed Deviant Intelligence Group 1 Group 2 Group 3 Total
Count 4 4 4 12
Sum 111 59 38 208
Average 27.75 14.75 9.5 17.33333
Variance 673.5833 84.91667 33 280.0606
Workplace Adjustments
Count 4 4 4 12
Sum 99 51 32 182
Average 24.75 12.75 8 15.16667

Table 3: Contd.,
Variance 560.25 74.91667 38 237.7879
Total
Count 8 8 8
Sum 210 110 70
Average 26.25 13.75 8.75
Variance 531.3571 69.64286 31.07143
ANOVA
Source of Variation SS df MS F P-value F crit
Sample 28.16667 1 28.16667 0.115385 0.738027 4.413873
Columns 1300 2 650 2.662722 0.097047 3.554557
Interaction 2.333333 2 1.166667 0.004779 0.995233 3.554557
Within 4394 18 244.1111
Total 5724.5 23
The calculated F is 0.004 while the critical F value is 3.55. For testing row effect, the computed of F is 0.12 while
the critical F is 4.41. There is no significant difference in responses across the groups. For testing the column effect, the
computed F is 2.66 while critical F is 3.55. Since calculated F is less than the critical F. This implies that there is no
significant difference in responses across the groups.
Table 3.2: Impact of Deviant Intelligence on Job Satisfaction and Performance
Management Issues: Multiple Linear Regression Analysis
Regression Statistics
Multiple R 0.998388
R Square 0.996779
Adjusted R Square 0.995859
Observations 10
ANOVA Significance
df SS MS F F
Regression 2 3387.454 1.693.727 1083.172 1.9E-09
Residual7 10.94572 1.563674
Total 9 3398.4
Coefficients Standard Error t Stat P-Value Lower 95% Upper 95%
Intercept 1.942976 0.61137 3.178068 0.015532 0.497315 3.388637
X1 0.794463 0.243212 3.261544 0.01374 0.219358 1.369568
X2 0.307474 0.247552 1.24206 0.254212 -0.27789 0.892842
The regression line is Y = 1.9429+0.7944X1 (Job Satisfaction) +0.3074X2 (Performance Management Issues).
When the values of X1 and X2 are zero, on an average, the value of the dependent variable (Y (Deviant Intelligence)) will
be 1.9429. The interception of 0.7944 coefficient is when X1 increases by 1 percent on an average, Y will increase by
0.030 percent keeping X2 constant. Similarly, keeping X1 constant when X2 increases by 1 percent on an average, Y will
increase by 0.30 percent. R2
=0.99, which means that independent variable X1 and X2 explain 99 percent of total variation
in dependent variable Y. The adjusted R2
is 0.99 which shows that when degrees of freedom lost taken into account, both
the variables together explain only 99 percent total variation in Y. Standard error of estimate is equal to 1.250. It is the
dispersion around the regression line. SSR = 3387.454, SSE = 10.945 and SST = 3398.4. From these figures, R2
can be
obtained. The F-statistic is 1083.17 and associated p-value is 1.9E-09. The Standard error of intercept and slope
coefficients are 0.6113, 0.2432 and 0.2475 respectively. The t-statistics are 3.1780, 3.2615 and 1.2420 respectively.

It shows that only variable X1 is significant at 10 percent level. The other independent variable is not significant at all.
The confidence interval of Y-intercept term at 5% significance level lies between 0.49 and 3.38. The confidence interval
for slope coefficient of X1 at 5% significance level is 0.21 and 1.36. The confidence interval for slope coefficient X2 at 5%
significance level is -0.277 and 0.89.
Table 4: Pearson Correlation Coefficients to Personality Adjustment Quotient in Optimizing
Human Resource Occupational Contributions (under Managing Deviant Intelligence Context)
S.No. Personality Adjustment Notion
Optimizing Human Resource Occupational
Contributions (Order of Significance)
1 Social Attitudes 0.99897402 (5)
2 Learning Facet 0.99994501 (2)
3 Emotional Intelligence 0.99823636 (6)
4 Self-esteem 0.76385729 (11)
5 Work Motivation 0.98618688 (8)
6 Mentorship Effectiveness 0.96676992 (9)
7 Comprehensive Training Programs 0.89541373 (10)
8 Values and Beliefs 0.99992561 (3)
9 Challenging Job Roles 0.99977590 (4)
10 Empathy 0.99566139 (7)
11 Personality Match +1 (1)
Table 4 evidently shows the correlations between the personality adjustment quotient and optimizing human
resource occupational contributions. All the components of personality adjustment notion established a significant
relationship with managed deviant intelligence. The order of significance is as follows: personality match (+1, confirming
perfecting correlation) learning facet (0.99994501), values and beliefs (0.99992561), challenging job roles (0.99977590),
social attitudes (0.99897402), emotional intelligence (0.99823636), empathy (0.99566139), work motivation (0.98618688),
mentorship effectiveness (0.96676992), comprehensive training programs (0.99977590) and self-esteem (0.76385729).
RESULTS AND DISCUSSIONS
Majority of the respondents opined positively about deviant intelligence influence on workplace adjustments.
In fact it is a psychological issue related to the personality factor. The factors like occupational judgments, achievement
orientation, social relationships, job influencing variables assessment and workplace innovations possess sky-scraping
impact on employee personality adjustment quotient. The performance issues are interlinked with the concept of
personality fit. The workplace dynamics always demands the optimal adjustment degree from the individual part.
Job loyalty has been considered as the most essential element with regard to workplace adjustments criteria. The facets like
human resource proactiveness, ethical conscientiousness, functional behaviors and readiness to change decides the
personality adjustment quotient degree on organizational successful proceedings.
Most of the examinees accepted the interaction effects between the managed deviant intelligence and workplace
adjustments. It is interplay between the socio-psychological perceptions of the individual. Deviant intelligence performs an
influential role on the workplace dynamics. A perfect interaction between these two elements enhances the scale of human
resource right integration with the job and organization. Job satisfaction and performance management issues can be
rightly aligned through managing personality adjustment quotient. Job involvement and responsibility fulfillments demand
the proactive personality analysis. The perceptions of the respondents towards the typical workplace aspect „personality
match‟ (with job and organization) rated high. They believed in the concept of psychological contact with the organization

than a mere financial one. Social attitudes including social acceptance and recognition reflects the existing state of
workplace adjustments. They have behavioral implications on human resource functionalities at critical moments.
Respondents felt that the learning helps them in performing better and even brings perfect integration with the
organizational intensive drives. Emotional intelligence helps in understanding better the concept of personality adjustment
quotient.
Respondents considered the self-esteemas a key fascia which motivates themtowards work adjustments. Mentors
influence is high on the employee behavioral modifications. Examinees recognized the need for having comprehensive
training programs to have stable career progress. The elements like values and beliefs, challenging job roles and emphatic
attitude decides the workplace adjustment quotient degree. The three population groups namely software engineers, senior
software engineers and project managers expressed same opinions and feelings toward personality adjustment with regard
to job and organization. Occupational issues and concerns are majorly interlinked with the functional behaviors and
balancing deviant intelligence. The responses of the employees presented many questions and demanded rational solutions
to ensure sustainable human resource competitive advantage. All the above mentioned findings stressed the importance of
managing the personality adjustment quotient of human resources at workplace.
PRACTICAL IMPLICATIONS AND CONCLUSIONS
Deviant intelligence influences the personality of the individuals directly and indirectly. The keen understanding
of this concept assists the organizations and employees in answering critical workplace enigmas. The deviant intelligence
takes birth from the person‟s characteristic pattern of adjustment to life. So, it commands the individual judgments at
workplace. It effects on peer relationships. The intelligence deviations may be above or below the norm, influence the
workplace dynamics at each and every phase in the context of organizational accomplishments. Job performance and
satisfaction of the employees rest with many factors like situations, environment, personal life, past experiences at
workplace and efforts Vs results. Intellectual capabilities of the human resources materialized only when they are rightly
associated with adjustments at workplace. At this momentum the discussions on the term personality is imperative.
Intelligence is a complex of separately timed, developing functions. Optimizing employee occupational contributions
concept can be materialized through emphasizing more on personality adjustments by the human resource administers.
The employee physical conditions affects the use of intelligence, thus special focus is required. Dysfunctional behaviors
are the results of the emotional problems. It is central to manage emotions at various phases of the employment by both
employer and employee. Organizations must make sure the presence of healthy competitive climate and flexible appraisal
mechanisms.
Workplace adjustments factor is influenced by the personality patterns of the human resources. The characteristics
like anxiety, rigidity, negativism, hostility and anger of personality affects the employee career advancements
unconstructively. Re-designing personnel policies are highly importunate to address effectively the incorporating
achievement-orientation attitude through balancing effects on behaviors. Priority must be given to the development of
professional values. The proactive organizational culture helps the employee in finding best ways to maximize the
adjustment degree at workplace. Self-superiority complex adversely impinge on the personality match factor; this tendency
create a base for many typical workplace problems. It has to be considered as an attitudinal defect and immediate measures
like counseling sessions, personality development programs and inclusive human resource practices should be
implemented as per the organizational requirements.

Early recognition of deviant intelligence levels at workplace minimizes the underutilization of employee
capacities. The qualities like situational reasoning, positive imaginations and learning nature lessen the chances of
personality mismatch. The initiatives from the organization side like developing impressive moral of code of conduct and
workplace ethical conscientiousness determines the personality adjustment quotient arena. The organizational dynamics
like communication style, socialization process, analyzing job demands, politics, mentoring and loyalty improvement
programs are highly predisposed by the personality adjustment quotient. Organizational creativity sustains through the
managing deviant intelligence of the employees. Intelligence below or above norm creates individual differences;
adjustments in this concern enhances the group cohesiveness and efficacy. Personality adjustment quotient not only reveals
the human resource integration with organizational development allied activities but also personal attention paid on career
growth issues. Human intelligence can be rightly directed through the emphasizing more on personality research and
mapping. Rectifying those identified deficiencies transforms the organization into a learning center.
The perfect interlining between the self-interests and occupational achievements occurs through the personality
fit. Organizations should perform the strategic evaluation of value addition through intelligence development and
utilization. The human resource management practices must focus on mounting empathetic attitude. Concerning for others
and organization helps in self-analysis and estimating ways for purposive intelligence contributions in form of valuable
presence at workplace. Crafting unique schema for managing deviant intelligence with respect to workplace dynamics
ensures personality adjustment at all the phases of the employment. Hence, the required fascia is personality assessment
which is truly a paradigm shift in terms of proactive organizational proceedings and transformations.
SCOPE FOR FURTHER RESEARCH
The present work is limited to studying influence of deviant intelligence on workplace dynamics besides time and
financial constraints. So, there is mammoth scope for exploration in this area like Personality Consciousness, Personality
Patterns and Learning, Changes in Personality, Intellectual Development, Emotional Deprivation, Social Deprivation,
Coping with Personality Sickness and Self-Acceptance etc. This study also communicates the human resource practitioners
about impact and influence level of personality adjustments on workplace dynamics and thus, would take respective
measures. Further, it enables the human resources to identify the professional challenges facing and pertinent ways to
address them. What is more, it helps as a basis for further research in this arena.
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