Social Attractiveness

A large portion of the modern day jobs, at least to an extent, work on social interactions (Hogan & Shelton, 1998). This tied with the fact that contemporary evaluation techniques of job performance assess non-technical attributes of work, such as interpersonal skills , job dedication etc . This emphasizes the growing importance of social skill as a forecaster of job performance. The ability to effectively read, comprehend , and control social interactions has been of interest to behavioural scientists for some time. Thorndike (1920) defined social intelligence as "the ability to understand men and women, boys and girls—to act wisely in human relations" (p. 228). Others at that time proposed similar definitions of social intelligence (e.g.,

Let’s consider the example of knowing the experience of the staff at a large health care system that had gone through severe cutbacks and reorganization. Internal surveys showed that the frontline staff had become so frustrated that they were unable to provide service to their patients with a high level of care. Especially, staff whose leaders were social intelligence reported unattended patient cases more number of times and also emotional exertion which was multiple folds what they had when they worked under rather co-operative supervisors

Social perceptiveness refers to accurately interpreting interpersonal dynamics. Individuals with high social skill are more likely than those low in social skill to perceive and accurately interpret subtle social cues, "read between the lines" (vs. interpret others' comments literally), and identify the true intentions of even high self-monitors. Furthermore, individuals high in social skill are more likely than those low in social skill to effectively use those social perceptions to determine the appropriate timing for an influence attempt, improvise when they perceive that their planned self-presentation strategy is unlikely to work, Social skill has been found to be essential for managerial effectiveness (Kilduff & Day, 1994; Wayne, Liden, Graf, & Ferris,1997). One suggestion is that social skill predicts only those dimensions of job performance that involve interpersonal and extra role behaviour. However, an equally compelling argument is that social skill is fundamental to all aspects of work, and thus it should be a strong predictor of both task and contextual dimensions of job performance. Specifically, social skill affects the quality and the quantity of work (i.e., core task performance) in jobs in which work is accomplished with the assistance of others. For example, workers high in social skill are likely to be