This document summarizes research on personality predictors of job performance. It discusses several studies that have investigated the relationships between the Big Five personality traits (openness, conscientiousness, extraversion, agreeableness, neuroticism) and job performance, with some findings supporting the Big Five as predictors and others finding alternative predictors may be more effective. The document also examines how predictors may differ based on demographic factors like gender and race, as well as job level. Overall, the research presented provides an overview of the debate around using personality traits to predict job performance.
“Exploring the Relationship between Personality and Job Performance” "New App...inventionjournals
This paper investigates the relationship between personality and job performance of the fivefactor model with job performance. Personality psychology is concerned with the analysis and theories surrounded by the personality are related to the five factors. Conscientiousness and extraversion appear to be positively correlated with productivity and performance. Neuroticism and agreeableness are negatively correlated with leadership capabilities. Individuals make high performance on conscientiousness, while individuals missing conscientiousness and having neuroticism tend to perform poorly at work.
Relationship between Personality Traits, Academic Achievement and Salary: An ...iosrjce
Most of the B-Schools in India are facing problems in placing their students. Recruiters claim that
the reason for this is the absence of required skill-sets in the students. The challenge is in identifying the skills
or personality traits which lead to good placements. In this study, personality traits were borrowed from the
psychological concept of OCEAN. Ten traits were short-listed and the objective was to find out if there is a
correlation between them and CGPA (academic achievement) and Salary Obtained during placements. The
study, which was carried out in a reputed B-school in Bangalore (India), revealed that out of these 10 traits,only
confidence has a correlation with salary. The traits which have correlation with CGPA are self-motivation and
confidence. Another aspect that was studied was the efficacy of a program called personality enhancement
program- which forces students to learn from activities like public speaking, presentations etc.It was found that
this program helps students to build their confidence levels and confidence is impacting, both, CGPA as well as
salary. The study also found that there is no correlation between CGPA and Salary. SEM is also corroborating
the above results, which were obtained through regression analysis and ANOVA.
“Exploring the Relationship between Personality and Job Performance” "New App...inventionjournals
This paper investigates the relationship between personality and job performance of the fivefactor model with job performance. Personality psychology is concerned with the analysis and theories surrounded by the personality are related to the five factors. Conscientiousness and extraversion appear to be positively correlated with productivity and performance. Neuroticism and agreeableness are negatively correlated with leadership capabilities. Individuals make high performance on conscientiousness, while individuals missing conscientiousness and having neuroticism tend to perform poorly at work.
Relationship between Personality Traits, Academic Achievement and Salary: An ...iosrjce
Most of the B-Schools in India are facing problems in placing their students. Recruiters claim that
the reason for this is the absence of required skill-sets in the students. The challenge is in identifying the skills
or personality traits which lead to good placements. In this study, personality traits were borrowed from the
psychological concept of OCEAN. Ten traits were short-listed and the objective was to find out if there is a
correlation between them and CGPA (academic achievement) and Salary Obtained during placements. The
study, which was carried out in a reputed B-school in Bangalore (India), revealed that out of these 10 traits,only
confidence has a correlation with salary. The traits which have correlation with CGPA are self-motivation and
confidence. Another aspect that was studied was the efficacy of a program called personality enhancement
program- which forces students to learn from activities like public speaking, presentations etc.It was found that
this program helps students to build their confidence levels and confidence is impacting, both, CGPA as well as
salary. The study also found that there is no correlation between CGPA and Salary. SEM is also corroborating
the above results, which were obtained through regression analysis and ANOVA.
“Study of relationship between employees’ commitment, job satisfaction, job safety, job autonomy and employees’ turnover intention in a Construction Industry”
Impact of Abusive Supervision on Employee Turnover Intention: The Moderating ...ijtsrd
The research was aimed to find out the impact of abusive supervision on turnover intention and to see how the moderating role effect by the abusive supervision and leads toward turnover intention i.e. emotional exhaustion. A total of 60 responses were gathered for the analysis of the study. The analysis has to be done through filling up questionnaires from the respondents. Statistical package of social sciences (SPSS) was implemented to get the result. The result finds that emotion exhaustion moderates the relationship between the dependent and independent variable. The nexus between abusive supervision and turnover intention turn out to be positively significant. An optimistic relation was found between the abusive supervision and the moderating variable. Mr. Sher Alam Khetran | Mr. Sikandar Wali | Dr. Muhammad Yar Khan | Ms. Jawaria Mushtaq"Impact of Abusive Supervision on Employee Turnover Intention: The Moderating Effect of Emotional Exhaustion" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11275.pdf http://www.ijtsrd.com/management/business-administration/11275/impact-of-abusive-supervision-on-employee-turnover-intention-the-moderating-effect-of-emotional-exhaustion/mr-sher-alam-khetran
This is the Topic: performance management Subject : Business Research Method .. please read the file i upload and read it very well before do the work..
Evaluation Of A Paradigm Presentation Dissertation Research SummaryFobbst
This is a summary of the 2009 research study conducted in the field of followership in an international environment in a venue using both followership instruments and conducted strictly through the lens of the follower.
Integrative Approach to Work Psychology and The Integration of Multi Criteria...H.Tezcan Uysal
Abstract
The purpose of this study is analysing the work psychology through a holistic view, so
determining the right choice to designate a strategic management move through multi criteria
decision making method, by performing positive and negative work psychology analysis. In the
study, 221 the positive and negative work psychologies perception oriented to employees were
determined through survey method. The data were processed through correlation and regression
methods and a new set of information was obtained for ELECTRE analysis, a multi criteria
decision making method. Thus, the cycle of ELECTRE analysis was provided by using positive
work psychology outputs as alternative, and negative psychology outputs as criteria. In the result
of the analyses related to the work psychologies of employees, a reasonably significant relation
was determined between the outputs of positive and negative work psychologies. However, this
could not set forth which was the action plan to be implemented by managers. This problem was
solved through ELECTRE analysis. In the result of the ELECTRE analysis performed, it was
determined that, among the outputs of positive work psychology, “job satisfaction” was the most
dominant output to enhance the work psychology.
The Effect of Personality Traits on Social Identification, Transformational L...theijes
This study aims to establish the role model the effect of personality traits on social identification, transformational leadership and employees performance. To examine the patterns of the effect between the variables used inferential analysis tool that Software SPSS version 21.0. The results of this study indicate that, personality traits that can improve employees performance when incorporating the variables that come into play, namely social identification and transformational leadership in Provincial Government Southeast Sulawesi.
The Role of Mediation of the Organizational Cynicism the Relationship between...IOSRJBM
Questionnaires were applied to the subjects via the face-to-face interview method. The universe of the research is composed of teachers working in Public Primary Schools affiliated to The Ministry of National Education operating in the Central Anatolia Region. 508 questionnaires were delivered to the teachers in this universe and 442 questionnaires were collected. The return rate of the questionnaire is 87%. 32 of the questionnaires were eliminated for various reasons and a total of 410 questionnaires were analyzed. After analyzing the significance and validity of the hypotheses, we have looked at the regression coefficients R which show the relationship between independent variables and dependent variables and R2 which show the change between independent variables and dependent variables.For model 1, the R value is 0.372 and the R2 value is 0.138, the R value for model 2 is 0.308 and the R2 value is 0.095, the R value for model 3 is 0.224, and the R2 value is 0.050. On the other hand, when the results of the research hypotheses are examined it was found a relationship between the variables in the hypotheses from the beta coefficients that indicate the level of relationship between independent variables and dependent variables in three hypotheses. As a result, the hypotheses H1, H2 and H3 are accepted. Previous regression analyzes have shown that the first three conditions have been provided. In order to see whether the fourth condition is also provided, a multiple regression analysis in which dependent variable was job performance, independent variables leader-member exchange and organizational cynicism was carried out. The regression coefficients (Beta values) between the independent variable (leader-member exchange) and the dependent variable (work performance) in H1 and H4 Hypotheses were examined for the effect of the instrument variable. According to this datas, the beta coefficient of H4 (313) was found to be lower than the beta coefficient of H1 (, 182). This suggests that organizational cynicism assumes the role of a partial mediating role between leader-member exchange and job performance.
Relationship of Demographic Variables and Job Satisfaction among Married WomenIJLT EMAS
The purpose of this study was to study the relationship
between job satisfaction and demographic variables among
married women who are working in academics. The research
was descriptive and survey study. In this study, women working
in technical educational Institutes, from Indore were studied. for
this 300 working women(N=300) were chosen as per their work
in the Institutes, teaching or Non-teaching. A socio- demographic
questionnaire were used for the purpose. The findings revealed
that on the basis of the age and qualification , there is no relation
between factors studied (work environment, job security, roles &
responsibility etc.) and job satisfaction and on the basis of
designation, income and experience, researcher found the
relation between factors studied (work environment, job
security, roles & responsibility etc.) and job satisfaction.
La fuerza de voluntad siempre está ahi, si... E-BookDavid Rendón
La Voluntad y tus logros dependen de la comprensión de como nuestro cuerpo requiere de Energía. Es Nutrición para Mentes Brillantes. algo que todos debemos saber ahora. por David Rendón Velarde
“Study of relationship between employees’ commitment, job satisfaction, job safety, job autonomy and employees’ turnover intention in a Construction Industry”
Impact of Abusive Supervision on Employee Turnover Intention: The Moderating ...ijtsrd
The research was aimed to find out the impact of abusive supervision on turnover intention and to see how the moderating role effect by the abusive supervision and leads toward turnover intention i.e. emotional exhaustion. A total of 60 responses were gathered for the analysis of the study. The analysis has to be done through filling up questionnaires from the respondents. Statistical package of social sciences (SPSS) was implemented to get the result. The result finds that emotion exhaustion moderates the relationship between the dependent and independent variable. The nexus between abusive supervision and turnover intention turn out to be positively significant. An optimistic relation was found between the abusive supervision and the moderating variable. Mr. Sher Alam Khetran | Mr. Sikandar Wali | Dr. Muhammad Yar Khan | Ms. Jawaria Mushtaq"Impact of Abusive Supervision on Employee Turnover Intention: The Moderating Effect of Emotional Exhaustion" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11275.pdf http://www.ijtsrd.com/management/business-administration/11275/impact-of-abusive-supervision-on-employee-turnover-intention-the-moderating-effect-of-emotional-exhaustion/mr-sher-alam-khetran
This is the Topic: performance management Subject : Business Research Method .. please read the file i upload and read it very well before do the work..
Evaluation Of A Paradigm Presentation Dissertation Research SummaryFobbst
This is a summary of the 2009 research study conducted in the field of followership in an international environment in a venue using both followership instruments and conducted strictly through the lens of the follower.
Integrative Approach to Work Psychology and The Integration of Multi Criteria...H.Tezcan Uysal
Abstract
The purpose of this study is analysing the work psychology through a holistic view, so
determining the right choice to designate a strategic management move through multi criteria
decision making method, by performing positive and negative work psychology analysis. In the
study, 221 the positive and negative work psychologies perception oriented to employees were
determined through survey method. The data were processed through correlation and regression
methods and a new set of information was obtained for ELECTRE analysis, a multi criteria
decision making method. Thus, the cycle of ELECTRE analysis was provided by using positive
work psychology outputs as alternative, and negative psychology outputs as criteria. In the result
of the analyses related to the work psychologies of employees, a reasonably significant relation
was determined between the outputs of positive and negative work psychologies. However, this
could not set forth which was the action plan to be implemented by managers. This problem was
solved through ELECTRE analysis. In the result of the ELECTRE analysis performed, it was
determined that, among the outputs of positive work psychology, “job satisfaction” was the most
dominant output to enhance the work psychology.
The Effect of Personality Traits on Social Identification, Transformational L...theijes
This study aims to establish the role model the effect of personality traits on social identification, transformational leadership and employees performance. To examine the patterns of the effect between the variables used inferential analysis tool that Software SPSS version 21.0. The results of this study indicate that, personality traits that can improve employees performance when incorporating the variables that come into play, namely social identification and transformational leadership in Provincial Government Southeast Sulawesi.
The Role of Mediation of the Organizational Cynicism the Relationship between...IOSRJBM
Questionnaires were applied to the subjects via the face-to-face interview method. The universe of the research is composed of teachers working in Public Primary Schools affiliated to The Ministry of National Education operating in the Central Anatolia Region. 508 questionnaires were delivered to the teachers in this universe and 442 questionnaires were collected. The return rate of the questionnaire is 87%. 32 of the questionnaires were eliminated for various reasons and a total of 410 questionnaires were analyzed. After analyzing the significance and validity of the hypotheses, we have looked at the regression coefficients R which show the relationship between independent variables and dependent variables and R2 which show the change between independent variables and dependent variables.For model 1, the R value is 0.372 and the R2 value is 0.138, the R value for model 2 is 0.308 and the R2 value is 0.095, the R value for model 3 is 0.224, and the R2 value is 0.050. On the other hand, when the results of the research hypotheses are examined it was found a relationship between the variables in the hypotheses from the beta coefficients that indicate the level of relationship between independent variables and dependent variables in three hypotheses. As a result, the hypotheses H1, H2 and H3 are accepted. Previous regression analyzes have shown that the first three conditions have been provided. In order to see whether the fourth condition is also provided, a multiple regression analysis in which dependent variable was job performance, independent variables leader-member exchange and organizational cynicism was carried out. The regression coefficients (Beta values) between the independent variable (leader-member exchange) and the dependent variable (work performance) in H1 and H4 Hypotheses were examined for the effect of the instrument variable. According to this datas, the beta coefficient of H4 (313) was found to be lower than the beta coefficient of H1 (, 182). This suggests that organizational cynicism assumes the role of a partial mediating role between leader-member exchange and job performance.
Relationship of Demographic Variables and Job Satisfaction among Married WomenIJLT EMAS
The purpose of this study was to study the relationship
between job satisfaction and demographic variables among
married women who are working in academics. The research
was descriptive and survey study. In this study, women working
in technical educational Institutes, from Indore were studied. for
this 300 working women(N=300) were chosen as per their work
in the Institutes, teaching or Non-teaching. A socio- demographic
questionnaire were used for the purpose. The findings revealed
that on the basis of the age and qualification , there is no relation
between factors studied (work environment, job security, roles &
responsibility etc.) and job satisfaction and on the basis of
designation, income and experience, researcher found the
relation between factors studied (work environment, job
security, roles & responsibility etc.) and job satisfaction.
La fuerza de voluntad siempre está ahi, si... E-BookDavid Rendón
La Voluntad y tus logros dependen de la comprensión de como nuestro cuerpo requiere de Energía. Es Nutrición para Mentes Brillantes. algo que todos debemos saber ahora. por David Rendón Velarde
David Rendón Velarde Programa de subsidios a la capacitación conexión empresa...David Rendón
En México, según análisis de David Rendón Velarde, existen cerca de 74 opciones de financiamiento a la capacitación en México, pero que no se aprovechan. David Rendón Velarde es además el autor del libro La Mística del Líder.
What is heat insulation broken bridge aluminium profileOlivia Turner
Heat insulation broken bridge aluminium is also called broken bridge aluminium, insulating aluminium profiles, whose both sides are aluminium alloy, and plastic profiles are in cavity playing a part of thermal insulation, it is vividly said as a “bridge” ( as shown in figure). This innovative structural design, combing the advantage of both of PVC and aluminium alloy, satisfy the adornment effect and the strength requirements.
Conferencia David Rendón Velarde Centro Banamex de la Cd. de MéxicoDavid Rendón
Una exposición brillante de David Rendón Velarde sobre como innovar creando algo que no existe y ser el número 1 en tu sector de negocios y liderazgo. Además, David Rendón Velarde es autor del libro La Mística del Líder.
David Rendón Velarde Seminario Taller en Innovación Estratégica de Negocios.David Rendón
Proceso de genialidades para crear algo que no existe. Enfoque Mind Over Money. Las mentes brillantes tienen el talento de ser líderes de su propia creación en el mundo. David Rendón Velarde.
David Rendón Velarde : Conferencia Nutrición Para Mentes BrillantesDavid Rendón
Cómo nuestra fuerza de voluntad está directamente relacionada con la forma de alimentarnos. Nuevos descubrimientos de la ciencia sobre la relación entre el cuerpo y la mente. Es asombroso. Lo que explica el éxito o el fracaso en nuestra vida. Por David Rendón Velarde
Managerial psychology is a sub-discipline of industrial and organizational psychology, which focuses on the efficacy of individuals, groups and organizations in the workplace. It's purpose is to specifically aid managers in gaining a better understanding of the psychological patterns common among individuals and groups within any given organisation. Managerial psychology can be used to predict and prevent harmful psychological patterns within the workplace and can also be implemented to control psychological patterns among individuals and groups in a way that will benefit the organisation long term.
Running head EMPLOYEE WORK BEHAVIOR 1EMPLOYEE WORK BEHAVIOR.docxtodd271
Running head: EMPLOYEE WORK BEHAVIOR 1
EMPLOYEE WORK BEHAVIOR 6
Capella University
Course: Psy7868 Qual Design and analysis
Unit 4 Assignment 1
Instructor: Rosanne Roberts
February 10, 2020
Employee Work Behavior
Psychologist have conducted numerous studies regarding employee work behavior. Such studies have been geared at assisting managers in shaping employee behaviors in ways that maximize their productivity. Employee behavior is shaped by attitudes, cultural norms and the quality of work interactions. Employee behavioral studies are consequential in understanding the underlying motivations of workers in a work environment. There is a direct correlation between employee and organization behavior. This partly explains why I selected the topic.
Behavioral psychologists agree that the productivity of entity is premised on the staff behavior. Highly motivated employees tend to exhibit a positive behavior regarding the trajectory of an enterprise. However, psychologists generally disagree on ideal methods of inculcating positive behavior in a work setting. For instance, Abraham Maslow stipulates that business enterprises can positively shape the behavior of their employees by catering for their needs (Neher, 2017). Maslow argued that employees are mainly motivated to seek for job opportunities in order to satisfy necessities like food, security and shelter. An enterprise that adequately meets employee concerns in this arena will have motivated employees who exemplify positive work etiquette. The growing trend towards workaholism is another aspect of staff behavior that psychologists have been studying. Whereas personal attributes like a strive for greater achievement, perfectionism and motivation are responsible for the phenomenon, some studies have indicated otherwise (Andreassen & Pallesen, 2016). The tough economic environment has partially contributed to the trend. Employees are compelled to work overtime or undertake two jobs to make ends meet. This disputes the notion that workaholics are naturally born. Workaholism is an adaptive characteristic to a work environment. Workaholism is closely linked to excessive work patterns. The pattern can be attributed to the emergence of strict organization behaviors that emphasize on work quality and quantity (Kirrane, Breen & O'Connor, 2018). It is thereby common to find employees who work for long hours.
This topic aligns with my psychology specialization in many aspects. First, it provides a rationale for effective exploitation of human effort. The study of employee psychology in the execution of duties is crucial in determining whether an organization has instituted humane policies that encourage employee productivity (Bakker et al., 2013). Employees should not be mechanically exploited like machines. Secondly, employee behavioral studies are vital in explaining why some organization succeed while others fail. The secret lies on how the human resource is applied. The c.
Discussion 2 Predictor Effectiveness in Criterion Measure Estimat.docxelinoraudley582231
Discussion 2: Predictor Effectiveness in Criterion Measure Estimation
After a potential predictor of employee performance is identified, it is necessary to observe its relationship with one or more criterion measure(s) of work related behaviors and/or performance. The criterion measures selected for employee performance predictors usually align with job-related tasks, behaviors, and outcomes. Depending on the specificity of the criterion, an in-depth analysis of the job may or may not be needed. How relevant are organizational factors such as turnover and absenteeism? How relevant is an employee’s personality or credit history? The criterion should dictate what you are measuring. Criterion measures should be selected based on job relevance, the relationship with chosen employee performance predictors, stability, and alignment with organizational outcomes (Society for Industrial and Organizational Psychology, Inc., 2003).
For this Discussion, select two employee performance predictors described in Learning Resources and current literature. Consider how each may or may not be effective in predicting sales performance.
Post a descriptions of the two predictors you selected. Explain which might be the most and least effective predictors of sales performance as a criterion measure. Provide concrete examples and citations from the Learning Resources and current literature to justify your post. 1.5 pages, at least 4 references in APA Style
Example 1:
Descriptions of the two predictors you selected
My options have been narrowed to aptitude testing and the experience listed on the applicant’s resume.
Explain which might be the most and least effective predictors of sales performance as a criterion measure.
Effective personnel assessment involves a systematic approach towards gathering information about applicants’ job qualifications, such as the applicant’s resume. Factors contributing to successful job performance, such as oral communication (interview) or problem solving (aptitude test) are identified using a process called job analysis. Job analysis identifies the duties performed on the job and the competencies needed for effective job performance. Basing personnel assessment closely on job analysis results makes the connection between job requirements and personnel assessment tools more transparent, thereby improving the perceived fairness of the assessment process (U.S. Office of Personnel Management, 2007).
Criterion measurement is the empirical and concrete evidence that can be quantified. The strongest predictor that achieves this would-be aptitude testing. Aptitude testing can be designed to fit the specific jobs; in this case, the salesperson position. Testing can be done on things such as spelling and sentence composition. A salesperson must possess the ability to communicate not only orally, but must also possess the ability to compose and correspond in writing. The aptitude test can be quantified by a score that ranges from 0-100. Appl.
Effect of learning goal orientationon work engagement througEvonCanales257
Effect of learning goal orientation
on work engagement through
job crafting
A moderated mediation approach
Makoto Matsuo
Graduate School of Economics and Business Administration, Hokkaido
University, Sapporo, Japan
Abstract
Purpose – The purpose of this paper is to examine the mechanism by which learning goal orientation (LGO)
promotes work engagement through job crafting (seeking challenges).
Design/methodology/approach – A moderated mediation model was tested using survey data from 266
public health nurses and hospital nurses in Japan.
Findings – The results indicated that job crafting partially mediated the relationship between LGO and work
engagement, and that the mediation effect was stronger when reflection was high (vs middle and low).
Research limitations/implications – Although common method bias and validity of measurement were
evaluated in this paper, the survey data were cross-sectional.
Practical implications – The results suggest that selecting people with a stronger sense of LGO may be a
useful strategy for promoting job crafting and work engagement in an organization. Additionally,
organizations should give employees opportunities to reflect on their jobs and to craft them into more
challenging ones in the workplace.
Originality/value – Although little is known about mechanisms by which LGO promotes work engagement,
this study found that job crafting and reflection play important roles in linking LGO and work engagement.
Keywords Quantitative, Reflection, Work engagement, Moderated mediation, Learning goal orientation,
Job crafting
Paper type Research paper
Introduction
Work engagement, or a positive, fulfilling, work-related state of mind (Schaufeli et al., 2002),
has emerged as a significant construct in the applied psychological and management
literature because it has been shown to promote both well-being and performance in
employees (Saks, 2006; Van De Voorde et al., 2016). The growing interest in work engagement
gives rise to the need for better understanding of its antecedents (Woods and Sofat, 2013).
Although numerous factors have been examined as antecedents (e.g. self-regulation
behaviors, personality traits, psychological meaningfulness, job autonomy), learning goal
orientation (LGO), known as a disposition that intrinsically motivates employees (Cerasoli
and Ford, 2014), may be one of the major determinants of work engagement (Adriaenssens
et al., 2015; Jones et al., 2017) because work engagement constitutes a form of intrinsic
motivation (Demerouti et al., 2015). Despite their importance, little is known, from previous
studies, about the factors that mediate the relationship between LGO and work engagement.
To address this gap, the present research examined the LGO–engagement relationship in
terms of “job crafting” (seeking challenges), conceptualized based on job demands-resources
(JD-R) theory (Demerouti et al., 2001), as well as “reflection,” which plays an important role
in the learning process (Kolb, 19 ...
The Causal Relation Between Job Attitudes and PerformanceA .docxmamanda2
The Causal Relation Between Job Attitudes and Performance:
A Meta-Analysis of Panel Studies
Michael Riketta
Aston University
Do job attitudes cause performance, or is it the other way around? To answer this perennial question, the
author conducted meta-analytic regression analyses on 16 studies that had repeatedly measured perfor-
mance and job attitudes (i.e., job satisfaction or organizational commitment). The effect of job attitudes
on subsequent performance, with baseline performance controlled, was weak but statistically significant
(� � .06). The effect was slightly stronger for commitment than for satisfaction and depended negatively
on time lag. Effects of performance on subsequent job attitudes were elusive (� � .00 across all studies),
which suggests that job attitudes are more likely to influence performance than vice versa.
Keywords: job satisfaction, organizational commitment, performance, organizational citizenship behav-
ior, meta-analysis
Few topics in industrial and organizational psychology have
received as much attention as has the relation between job attitudes
and performance (e.g., Brief & Weiss, 2002; Judge, Thoresen,
Bono, & Patton, 2001; Meyer & Allen, 1997; Mowday, Porter, &
Steers, 1982; Staw, Sutton, & Pelled, 1994). Numerous meta-
analyses (e.g., Cooper-Hakim & Viswesvaran, 2005; Harrison,
Newman, & Roth, 2006; Judge et al., 2001; Meyer, Stanley,
Herscovitch, & Topolnytsky, 2002; Riketta, 2002) have demon-
strated that positive job attitudes, such as commitment and satis-
faction, are accompanied by better work outcomes. Although the
existence of positive correlations is well established, the causal
relationship between job attitudes and performance is still unclear.
Do job attitudes increase performance? Is it the other way around?
Or are the frequently observed correlations between job attitudes
and performance spurious (e.g., due to common causes)? The vast
majority of empirical studies on job attitudes and performance are
mute on these issues because of their cross-sectional designs. The
same is true of the aforementioned meta-analyses. Thus, the long-
standing debate about the causal relationship between job attitudes
and individual performance (e.g., Harrison et al., 2006; Judge et
al., 2001; March & Sutton, 1997; Organ, 1977; Schwab & Cum-
mings, 1970) is far from being resolved.
The goal in this article is to contribute to this debate by provid-
ing the most controlled (to date) meta-analytic test of causal links
between job attitudes and performance. This article is built around
a meta-analysis of panel studies on these two constructs. These
studies permit the extent to which job attitudes predict perfor-
mance to be disentangled from the extent to which performance
predicts job attitudes. In this article, meta-analytic regression anal-
ysis is applied to the aggregated correlations to estimate the unique
effect of job attitudes on performance (with baseline performance
controlled) and the unique ef.
An array of considerations must be made in identifying predictors .docxnettletondevon
An array of considerations must be made in identifying predictors for use as part of a selection process. While professional judgment plays a role, there should be sound empirical, logical, and theoretical evidence for the use of a predictor. A comprehensive knowledge of the job demands, desired outcome levels, and related empirical research collectively can provide such a rationale for selecting and using predictors. Once a predictor is identified, it is necessary to directly observe its relationship with one or more criterion measures of work related activities, behaviors, and performance. Consider how sales organizations may use employee-performance predictors to find suitable candidates for employment (Society for Industrial and Organizational Psychology, Inc., 2003).
Post: descriptions of two predictors used in personnel selection to estimate performance of an employee in sales. Explain how you might validate each predictor and which criterion measure(s) you might use. Provide concrete examples and citations from the Learning Resources and current literature to support your post.
Example 1
The purpose for conducting the validity study must be based on the understanding of the work performed on the job, the needs of the organization, and the rights of current prospective employees. An important step for describing the objectives of the research plan is to conduct a literature review to determine what studies already have been conducted on the construct in question for predicting performance on the job(s) (Drasgow, et., al., 2007, p. 351).
In the case of the salesperson, I have selected the Personality inventory and interview. The personality inventory, such as the Myers-Briggs Type Indicator (MBTI) tests people based on their perceptions and judgements (Myers and Briggs Foundation, n.d). The MBTI gives insight on the test taker’s preferences based on the scores. For instance, the MBTI would determine if the test taker is an introvert or extrovert. This is important information when determining if a person is a suitable candidate for the salesperson position.
Barrick, et., al., (2009) noted that social influence theory proposes that practically every interpersonal relationship involves social influence of some form or another; people aim to influence and are also being influenced (Cialdini & Trost, 1998; Levy, Collins, & Nail, 1998). This “infinite cycle” of communication and exchange of information often leads individuals in the presence of others to express themselves in a manner that will evoke a certain desired reaction from the target (Goffman, 2006). The interview provides the interpersonal relationship, which encourages the exchange of communication and information between the sales candidate and the employer.
The MBTI is concurrent on its validation. The test has been administered over 40 years, and have proven to be both valid and reliable. The only drawback to the MBTI is that it is unethical and .
WHEN POWER MAKES OTHERS SPEECHLESS THE NEGATIVEIMPACT OF LE.docxphilipnelson29183
WHEN POWER MAKES OTHERS SPEECHLESS: THE NEGATIVE
IMPACT OF LEADER POWER ON TEAM PERFORMANCE
LEIGH PLUNKETT TOST
University of Michigan
FRANCESCA GINO
Harvard University
RICHARD P. LARRICK
Duke University
We examine the impact of the subjective experience of power on leadership dynamics
and team performance and find that the psychological effect of power on formal
leaders spills over to affect team performance. We argue that a formal leader’s expe-
rience of heightened power produces verbal dominance, which reduces team commu-
nication and consequently diminishes performance. Importantly, because these dy-
namics rely on the acquiescence of other team members to the leader’s dominant
behavior, the effects only emerge when the leader holds a formal leadership position.
Three studies offer consistent support for this argument. The implications for theory
and practice are discussed.
Organizations make extensive use of teams when
structuring and allocating work projects. Given the
increasing prevalence of teams in modern organi-
zations and the complexities involved in group dy-
namics, questions about how to ensure high levels
of collective learning and effective decision mak-
ing, along with other key determinants of team
performance, have captured extensive attention
from researchers and practitioners alike (Martin &
Bal, 2006). One important area of inquiry into team
effectiveness is the issue of how the degree of hier-
archy within a team can affect team performance.
This question is relatively understudied, but some
extant literature suggests that steeper hierarchy has
a diminishing effect on team learning and team
performance in general. For example, in a qualita-
tive field study, Edmondson (2003) found power
differences in teams to be negatively associated
with team learning, and Eisenhardt and Bourgeois
(1988), using a case-based methodological ap-
proach, found that power inequality in teams in-
creases political conflict and diminishes team per-
formance. Similarly, other field-based research has
shown that when teams are characterized by
steeper hierarchies, team members are less likely to
learn from member differences (Bunderson, 2003a,
2003b). The negative effect of hierarchy on team
performance suggested by these field-based studies
may be surprising in light of evidence of the many
positive effects of hierarchy: in particular, working
in a hierarchical setting can be motivating for some
individuals, and hierarchy also has been shown to
increase coordination and cooperation (see Ander-
son and Brown [2010] and Halevy, Chou, and Ga-
linsky [2011] for recent reviews). Given the multi-
ple benefits of hierarchical contexts, why have
previous field-based findings demonstrated a neg-
ative effect of power differences on team learning
and performance?
An answer to this question requires an investiga-
tion of the micromechanisms by which hierarchy
can affect leadership dynamics and team perfor-
mance. In this article, we argue that.
Catherine GA values-based organization is comprised of emplo.docxcravennichole326
Catherine G
A values-based organization is comprised of employees that share the same core values of an organization. This form of structure operates under a different approach than the traditional structure which is more mechanical. A values-oriented organization structure is fashioned by a clear set of regulations and guidelines that assist in decision-making and generate a sense of togetherness. In a values-driven culture, workers find an alliance between their values and the organization’s values which produce a unified and motivated workforce (Tsa, 2011). Therefore values, attitudes, and personalities of employees play a significant role in work satisfaction and motivation.
According to Berg and Feij (2003), “Personality is not only relating to job performance criteria but is a determinant of attitudinal on effective job outcomes such as job satisfaction (p326).” It is crucial to hire applicants are the correct fit for a business (Berg & Feij, 2017). The idea that “happy workers are productive workers” was established in the 1930s and 1940s, mainly as an outcome of the Hawthorne studies at Western Electric. Based on those assumptions, managers concentrated on working conditions and the work environment to make employees happier. Then, in the 1980s, an analysis of the research proposed that the relationship between job satisfaction and job performance was not unusually high. A review of 16 studies that assessed job performance and satisfaction over time also linked job satisfaction to job performance and suggested the relationship mostly works one way: Satisfaction was a probable justification of better performance, but higher performance was not a factor of higher job satisfaction. It is not evident whether satisfaction causes productivity or productivity causes satisfaction. In other words, if an individual does a good job, they will by nature feel right about it. Also, higher productivity should increase your recognition, your pay level, and your likelihood of promotion. Cumulatively, these rewards, in turn, increase your level of satisfaction with the job. Satisfaction and commitment can lead to high levels of performance for some people, while for others, high performance is satisfying. When data were examined for satisfaction and productivity within organizations, it was discovered that organizations with more satisfied employees incline to be more efficient than organizations with less happy employees (Values, attitudes, and their effects in the workplace, n.d.).
Personality has an impact on all areas of a person's performance, even on reactions to situations at home as well as on the job. Not every personality is appropriate for every job position, so it's vital to identify personality traits and match employees with the tasks that relate to their characters. This can lead to higher productivity and job satisfaction while assisting the business to function more efficiently (Munroe, n.d.). It has been proven even when subordinate ...
Catherine GA values-based organization is comprised of emplo.docx
LITERATURE REVIEW
1. 1
Personality Predictors and Job Performance
Personality Predictors and Job Performance
Alex Larson
San Diego State University
PSY 497 – Dr. Conte
2. 2
Personality Predictors and Job Performance
One of the most important and relevant topics in industrial and organizational psychology
is job performance. Job performance is not as simple as many would assume and is much more
than just outputs and numbers. In reality, job performance starts with a complex network of
determinants and predictors, one of the most famous and well recognized being the “Five Factor
Model.” The five traits, “openness to experience,” “conscientiousness,” “extraversion,”
“agreeableness,” and “neuroticism,” have been used as the key personality predictors for job
performance (McCrae & John, 1992), but how effective are these predictors? Are the
correlations between these and job performance strong enough to be conclusive, or are there
better and more effective ways to evaluate personality predictors of job performance in the
workplace? What else is able to help accurately predict job performance? Analysis of recently
published, peer-reviewed articles gives an insightful look to help answer these questions and
helps provide direction for future research.
Some articles with relevant information have reoccurring and underlying themes to them
such as gender, and Gonzales-Mulé, DeGeest, Kiersch, and Mount (2013) specifically categorize
and analyze gender differences for predictors of job performance. Workplace aggression for both
men and women is the target of their work (Gonzales-Mulé, DeGeest, Kiersch, & Mount, 2013),
and with good reason after Pearson and Porath (2005) found that one in eight people who
recently resigned left as a result of aggression and disrespect. Two-hundred and twelve
participants with entry-level positions were selected from a human resources management class
for the study, and personality measures, pleasantness, calmness, and interpersonal
counterproductive work behaviors were measured through a survey and tested for both men and
women (Gonzales-Mulé, DeGeest, Kiersch, & Mount, 2013). Through statistically significant
evidence, they found females to be more agreeable, pleasant, and calm, while males were more
3. 3
Personality Predictors and Job Performance
emotionally stable but also showed higher levels of interpersonal workplace counterproductive
work behaviors (Gonzales-Mulé, DeGeest, Kiersch, & Mount, 2013). More evidence reveals
men have a higher probability of acting aggressively in the workplace (Gonzales-Mulé, DeGeest,
Kiersch, & Mount, 2013), a result which supports Darwin’s Sexual Selection Theory, where
males must fight and compete for mates of the opposite sex in a process known as intra-sexual
selection (Mota, 2010), and Social Role Theory, which questions women’s role in the workplace
due to their lack of aggression compared to males (Dulin, 2007). The researchers also found that
pleasantness and calmness have more validity than the Five Factor Model when predicting
interpersonal counterproductive work behaviors, and emotional stability, agreeableness, and
pleasantness all differ based on gender alone when predicting counterproductive work behaviors
and aggression (Gonzales-Mulé, DeGeest, Kiersch, & Mount, 2013). This is just one finding
suggesting that the Five Factor Model may not be the best predictor of job performance, and
future research has already been proposed to examine pleasantness and calmness more closely as
predictors compared to Five Factor Model specifically, and to also research other forms of
workplace aggression, such as direct aggression compared to gossip or rumors Gonzales-Mulé,
DeGeest, Kiersch, & Mount, (2013).
Another theme found in literature is race, specifically black and white differences for
predictors of job performance (Bobko & Roth, 2013). Bobko and Roth analyze the level of
validity of standardized subgroup differences as predictors (2013), as well as adverse impact, a
legal issue regarding discrimination of protected groups in the workplace (Hough & Ployhart,
2001). They do this by reviewing previously published literature on differences in personnel
selection test scores, and overall differences and pre-assumptions made due to race (Bobko &
Roth, 2013). They have found that inaccurate estimates of black and white standardized
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Personality Predictors and Job Performance
subgroup differences may be the cause of adverse impact in the workplace, and subgroup
differences fluctuate depending on what skills and abilities are targeted by certain tests (Bobko &
Roth, 2013). This means that overall job performance could be affected simply by how the
personalities of potential employees are evaluated during the selection process, as the differences
between white and black employees increase when certain tests target cognitive abilities, as
opposed to a decrease when targeting social skills. Bobko and Roth have concluded differences
between groups may not be as large as predicted sometimes and may not be as small as predicted
other times, and certain tests have commonly made the wrong assumption when it comes to these
differences (2013). Some factors may seem miniscule and irrelevant in the big picture, but when
it comes down to it, even the smallest factor if overlooked can be the cause of something major
such as adverse impact in the workplace. Different tests targeting specific personality predictors
such as the “Big Five” separate employees right off the bat, and the larger difference leads to
potential adverse impact, which can decrease motivation and performance for those being
affected by it (Bobko & Roth, 2013). It is unclear if race is a predictor of performance in the
workplace, but race is clearly a factor, especially if it is making a difference as early on as the
hiring process. Personality tests and other forms of evaluation need to make sure they are not
causing this separation and unnecessarily skewed data, because if one’s personality is to be a true
predictor of performance, then it can’t be swayed by miscalculations and race before the
selection process is even finished.
One last theme has to do with one’s rank, and whether a managerial position influences
performance compared to an entry-level or more basic position in the organization (Huang,
Zabel, & Palmer, 2014). Due to changing technologies, economies, and business structures
(Huang, Zabel, & Palmer, 2014), adaptation is key for both employees and organizations to
5. 5
Personality Predictors and Job Performance
succeed (Bhattacharya, Gibson, & Doty, 2005), and “Big Five” predictors relate to adaptive
performance just as with other types of performance (Huang, Zabel, & Palmer, 2014). Their
experiment focuses on emotional stability and extraversion, but Huang, Zabel, and Palmer touch
on all five factors in their work. Openness to experience could be advantageous to adaptation in
the workplace as it leads to a variety of innovative ideas to help solve problems (Nettle, 2006),
agreeableness is an important aspect of interacting with others in the workplace but really
depends on the environment (Nettle, 2006), and conscientiousness helps long-term planning and
striving towards one’s goals as it can be linked to one’s drive and determination (Denissen &
Penke, 2008). Extraversion enables one to boldly seek rewards but really depends on the
environment (Nettle, 2006), and the ability to remain emotionally stable regardless of what
comes a worker’s way is needed in “fight or flight” situations. An organization would much
rather select someone who is able to stand their ground and “fight” for their organization (Nettle,
2006). Huang, Zabel, and Palmer took 18 managerial samples and 53 employee samples from a
total population of 7,535 from a range of work fields and conducted a meta-analysis examining
extraversion and neuroticism. After running the tests, their conclusions fell in line with previous
research as emotional stability and extraversion proved to enhance one’s adaptive performance,
and both are stronger in managers rather than employees (Huang, Zabel, & Palmer, 2014). This
ambition and drive to be proactive and successful, while also keeping calm, helps one see
changes approaching, react accordingly, and seize opportunities (Pulakos, Arad, Donovan, &
Plamondon, 2000). The business world is very competitive, but organizations can give
themselves the upper hand by selecting managers and employees who exhibit these qualities.
Managers have more chances to show their proactive potential, and being able to adapt quickly
and without fear can lead to overall success for the company (Huang, Zabel, & Palmer, 2014).
6. 6
Personality Predictors and Job Performance
Thanks to their research, future studies can be made in regards to other personality traits outside
of the “Big Five,” and also how well personality traits are able to predict cognitive abilities and
its relation to adaptive performance in the workplace.
Huang, Zabel, and Palmer’s work not only revealed personality traits for successful
managers, but also for employees who are truly ambitious and have a desire to propel the
company and themselves upward (2014). This proactive personality has also been researched by
Bakker, Tims, and Derks in order to see how well it is able to predict work engagement and job
performance (2012). Proactive personality is the willful manipulation of one’s situation in order
to create beneficial change in one’s surroundings (Buss, 1987), predicts organizational
citizenship behaviors (Greguras & Diefendorff, 2010), and boosts overall effectiveness as a
result of positive attitude (Crant, 2000). A manager is not always around to motivate, assist, and
encourage each individual employee, so it is up to that employee to do it for themselves. This
proactive behavior should increase work engagement and job performance, and Bakker, Tims,
and Derks investigated through data analysis (2012). They selected 95 dyads for a total of 190
subjects from organizations in the Netherlands and conducted an online questionnaire through
email where those selected first rated themselves and then their counterparts afterwards. Results
revealed proactive personality as well as work engagement to be predictors of job performance,
as employees who exhibit these qualities are more resourceful and rise to meet the demands of
the organization (Bakker, Tims, & Derks, 2012). Crafting one’s job will lead to enhanced work
engagement and this engagement will then predict better performance, something which can help
an organization’s human resource management and organizational development in the future
(Bakker, Schaufeli, Leiter, & Taris, 2008). Although Bakker, Tim, and Derks’s study
successfully helped explain the positive correlation between proactive personality and job
7. 7
Personality Predictors and Job Performance
performance (2012), they also revealed and that there may be a better predictor of job
performance than personality traits such as the Five Factor Model. It is not necessarily one’s
personality, but the actions as a result from their personality which determine performance
because personality predictors mean nothing until the employee acts proactively (Daniels, 2006).
Overall proactive personality and the resulting actions account for more than the “Big Five” is
able to when job performance is truly broken down to its simplest and smallest factors (Crant &
Bateman, 2000). All of these aspects are intertwined together and result in better, more accurate
predictions of job performance, but the research has exposed weakness in the “Big Five.”
Although some of the previous articles have shown a slightly better predictor than the
“Big Five,” its validity still holds strong from countless prior studies. It has proven to predict job
performance for employees and managers, but what about those at the very top of the
organization? Colbert, Barrick, and Bradley examine top management team personality and
leadership as predictors of organizational financial performance and effectiveness (2014).
Decisions to lead an organization are not made by one individual, but rather an entire team of
executives (Hambrick, 2007), and their personalities will have influence on these decisions and
outcomes. However, they chose to analyze the CEO and TMT separately to first find the
individual influence of both and then combine the results for the overall team (Colbert, Barrick,
& Bradley, 2014). A final sample of 94 CEO’s and 507 TMT members was collected from
United States’ credit unions and the National Credit Union Administration, and “Big Five”
personality traits were self-rated on a five-point scale by the individuals. Performance was
measured through financial ratios one year later, and a path analysis was conducted to see the
correlation. Data and statistics show conscientiousness, emotional stability, and openness to
experience, for both the CEO and overall team, to help predict greater performance financially
8. 8
Personality Predictors and Job Performance
(Colbert, Barrick, & Bradley, 2014). If a company’s overall goal is to profit, then this finding is
extremely important and reveal what is necessary for a CEO and TMT to be effective leaders.
This transformational leadership encompasses these traits and helps teams plan more effectively,
work more vigorously, and endure through adversity (Colbert, Barrick, & Bradley, 2014).
Conscientiousness, emotional stability, and openness to experience can be categorized as task-
oriented, while extraversion and agreeableness can be categorized as interpersonally-oriented
(DeRue, Wellman, Nahrgang, & Humphrey, 2011). The task-oriented traits result as the most
influential predictors (Colbert, Barrick, & Bradley, 2014), as conscientiousness and emotional
stability directly relate to both organizational performance and commitment at almost any level
of occupation for both individuals and teams (Barrick, Mount, & Judge, 2011), and openness to
experience helps boost one’s own leadership effectiveness as well as team performance (Judge,
Bono, Ilies, Gerhardt, 2002). Colbert, Barrick, and Bradley’s work has laid a foundation for
future research in both individual and team efforts, possibly to uncover mediators and
moderators of performance, and to also investigate negative individual influence from executives
on an organization if the rest of the team exhibits the positive personality traits discussed above
(2014). But, for now, they have reconfirmed aspects of the Five Factor Model as strong
predictors of performance in the workplace.
While Colbert, Barrick, and Bradley’s research resulted in some of the “Big Five” as
more influential and predictive than others (2014), Judge, Rodell, Klinger, Simon, and Crawford
specifically designed their research to break down and analyze each of the “Big Five” traits in
order to try to help solve the debate between broad or faceted measures of each trait as better
predictors of performance in the workplace (2013). The generally accepted and most popular
structure of the traits is the six-facet NEO approach, where each trait is broken down into six
9. 9
Personality Predictors and Job Performance
facets to better describe the trait (Costa & McCrae, 1992). Two issues fueling the debate are the
“bandwidth fidelity dilemma,” which compares and contrasts “multidimensional but unreliable”
and “reliable but unidimensional” aspects of predictor-criterion validity (Cronbach & Gleser,
1965) and the discussion over “construct correspondence,” which theoretically presumes specific
motives should best predict specific behaviors and broad motives should best predict broad
behaviors (Harrison, Newman, & Roth, 2006). However, neither of these issues have really
helped solve the debate surrounding these different perspectives on broad and narrow traits.
Something which is relevant though is DeYoung, Quilty, and Peterson’s contribution to the
literature by presenting a 10-facet structure of the “Big Five” (2007). Rather than six facets per
trait, they proposed each could be simplified into two, with “industriousness and orderliness” for
“conscientiousness,” “compassion and politeness” for “agreeableness,” “volatility and
withdrawal” for “neuroticism,” “intellect and aesthetic openness” for “openness to experience,”
and “enthusiasm and assertiveness” for “extraversion” (DeYoung, Quilty, & Peterson, 2007).
Judge, Rodell, Klinger, Simon, and Crawford’s goal (2013) was to replicate DeYoung, Quilty,
and Peterson’s work (2007), create a 6-2-1 framework, and use meta-analysis of the data to
determine the best predictors of overall, task, and contextual performance (Judge, Rodell,
Klinger, Simon, & Crawford 2013). They assessed the correlation between narrow traits to job
performance and broad traits to job performance independently using Costa and McCrae’s
framework of thirty total facets (1992) and then treated these with factor analyses to produce just
ten factors like DeYoung, Quilty, and Peterson (2007), and combined both the previous research
and their own meta-analysis to produce their results. After testing 1,176 correlations from 410
independent samples, Judge, Rodell, Klinger, Simon, and Crawford concluded lower order traits
do help predict work performance, and shifting from broad to narrow traits helped increase
10. 10
Personality Predictors and Job Performance
predictive power (2013). Their results were not necessarily congruent with “correspondence
perspective” and “bandwidth-fidelity,” and results did also indicate broad traits are better
predictors of overall job performance, so they are supportive of wideband, faceted interpretations
of the “Big Five” (Judge, Rodell, Klinger, Simon, & Crawford 2013). These discoveries have
made an impact but researchers are still nowhere near solving the debate, because the debate
itself is the main problem; In order to get closer to understanding predictors of job performance,
researchers must look at both narrow and broad traits as predictors and look at the big picture
rather than debating over which is more important. These researchers accomplished this in their
6-2-1 framework technique and have shown this hierarchical approach to be a better
representation of criterion-related validity (Judge, Rodell, Klinger, Simon, & Crawford, 2013).
Future research implies looking at the conditions through even more broadly or narrowly, as
these researchers have revealed it is all about perspective when examining the “Big Five.”
The research above looked at this data as a big picture, and in the big picture of
personality predictors of job performance, results must be extensive over time and generalizable
to help predict performance in the future. One way of doing this was the research of Minbashian,
Earl, and Bright, who looked into personality predictors and their correlation to performance
trajectories and rates of deceleration (2013). These types of longitudinal studies have uncovered
a pattern and a curve for job performance, as it tends to rise at first but will eventually plateau
and then fall as time progresses (Hofmann, Jacobs, & Baratta, 1993). Just as time affects job
performance, so do individual differences between workers (Hofmann, Jacobs, & Baratta, 1993).
Openness to experience from the Five Factor Model helps predict these individual differences,
and individuals with high openness to experience have a higher probability of increasing
performance over time due to their desire to gain more knowledge and skill (Costa & McCrae,
11. 11
Personality Predictors and Job Performance
1992). To test openness to experience as a predictor, the researchers sampled 129 recent
graduates who had recently been hired directly by a large, professional company in Australia
(Minbasian, Earl, & Bright, 2013). After working at the company for six months, the employees
filled out the Congruence Personality Scale-2 (CPS-2; Pryor & Taylor, 2000) to assess their
levels of each personality trait, and then the company supervisor assessed their performance on a
1-5 scale over the course of the next four years where 494 performance ratings were given in
total (Minbasian, Earl, & Bright, 2013). Through use of hierarchical linear modeling to interpret
the results, Minbasian, Earl, and Bright found the average time of performance plateau followed
by deceleration to be roughly 2.93 years for the average employee, and when including openness
to experience, those with low ratings declined around 2.72 years while those with high ratings
did not decline until around 3.34 years. This finding suggests openness to experience to be a
significant predictor of job performance over time, as it is able to extend performance and
prolong deceleration. Future research could include looking into all of the other personality
factors in the model and also mediators such as learning orientations and regulatory goals
(Minbasian, Earl, & Bright, 2013). Learning orientation is one’s motivation and drive to learn
and master tasks in the long run (Harris, Mowen, & Brown, 2005), and workers strive for and
focus on promotion through regulatory goals (Vaughn, Bautmann, & Klemann, 2008).
Understanding these concepts could help researchers understand what helps maintain drive to
keep acquiring knowledge and what helps workers strive for promotions. This data was only
collected over a period of four years and there was still a significant difference between those
rated high versus low on openness to experience (Minbasian, Earl, & Bright, 2013), so if the
findings are generalizable and can be expanded upon, this could help predict performance on a
larger, more important scale relating to one’s career. If one can last longer before decelerating,
12. 12
Personality Predictors and Job Performance
they may be able to acquire more knowledge and achieve higher levels of status through
promotion.
One of these individuals of high status is Laszlo Block, the senior vice president of
people operations at Google. In his closing plenary speech at the 2016 Society for Industrial and
Organizational Psychology Annual Conference in Anaheim, California, Block was astounded by
the current research and findings of industrial and organizational psychologists on a global level,
and encouraged everyone to keep advancing and moving forward with their research. Current
studies are paving the way for the science to grow and are helping correlate psychological
findings and areas of interest such as the “Big Five” personality predictors with business-
applicable outcomes such as job performance. Future research includes looking into other human
qualities and attributes as alternatives for the Five Factor Model (Gonzales-Mulé, DeGeest,
Kiersch, & Mount, 2013), separating hard facts from assumptions, and analyzing cognitive
abilities and their relationships with job performance (Huang, Zabel, & Palmer, 2014). Other
areas of interest include taking a step back to see both sides of broad and narrow trait views
(Judge, Rodell, Klinger, Simon, & Crawford, 2013), comparing individual and team levels of
predictors and performance (Colbert, Barrick, & Bradley, 2014), and recognizing personality
predictors from the Five Factor Model and uncovering what causes and drives them (Minbasian,
Earl, & Bright, 2013). Some studies have supported aspects of the “Big Five” such as with
Huang, Zabel, and Palmer, as well as Colbert, Barrick, and Bradley, through their successful
meta-analyses of traits to confirm them as accurate predictors of adaptive and financial
performance (2014). The Five Factor Model has to be open to different interpretations and
perspectives to fully understand it (Judge, Rodell, Klinger, Simon, & Crawford, 2013), and
another area which showed success was analyzing performance in the long run to show some
13. 13
Personality Predictors and Job Performance
traits as key predictors for one’s career (Minbasian, Earl, & Bright, 2013). On the other hand,
some aspects have been contrasted due to findings of other, more valid predictors of performance
(Gonzales-Mulé, DeGeest, Kiersch, & Mount, 2013), inaccurate measures and assumptions when
assessing the “Big Five” (Bobko & Roth, 2013), and it may not be the factors of personality but
rather the actions of personality as better predictors of job performance (Daniels, 2006). Because
there have been so many studies on these topics and so many different sides and views as a
result, there is no conclusive stance on whether or not the Five Factor Model is the best method
of predicting performance. However, as long as innovative thinking and research continues, the
workplace can eventually get closer to fully understanding personality predictors of job
performance.
14. 14
Personality Predictors and Job Performance
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