The impact of item characteristics on contextualized personality assessment (original) (raw)
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Personality and job performance: The Big Five revisited
Journal of Applied Psychology, 2000
Prior meta-analyses investigating the relation between the Big 5 personality dimensions and job performance have all contained a threat to construct validity, in that much of the data included within these analyses was not derived from actual Big 5 measures. In addition, these reviews did not address the relations between the Big 5 and contextual performance. Therefore, the present study sought to provide a meta-analytic estimate of the criterion-related validity of explicit Big 5 measures for predicting job performance and contextual performance. The results for job performance closely paralleled 2 of the previous meta-analyses, whereas analyses with contextual performance showed more complex relations among the Big 5 and performance. A more critical interpretation of the Big 5-performance relationship is presented, and suggestions for future research aimed at enhancing the validity of personality predictors are provided.
Broad and narrow measures on both sides of the personality-job performance relationship
Journal of Organizational Behavior, 2003
Two studies compared specific versus broad measures in linking personality with work behavior. In Study 1, 100 university students completed the 20 subscales of the Personality Research Form and an in-basket exercise scored on 16 distinct managerial behaviors. In Study 2, 335 market research field representatives completed the Hogan Personality Inventory, containing 41 specific trait scales organized into seven primary scales, and were rated by their supervisors on seven performance dimensions. In both studies, significant linkages between broad personality and criterion variables (e.g., factors) were explained by stronger relations among relatively few specific variables. Moreover, consistent with prior research, weak relations among broad measures obscured important linkages at the specific level, including several cases of cancellation (i.e., specific traits loading the same factor in the same direction correlated with criteria in opposite directions). Canonical correlations with appropriate shrinkage correction revealed notable improvements in criterion validity over inter-factor correlations and helped summarize the data while retaining the diagnostic advantages of specificity. Our findings are unique by demonstrating the value of specificity on both sides of the prediction equation. Implications for personnel selection are discussed.
Personality and job performance: A critique of the Tett, Jackson, and Rothstein (1991) meta-analysis
Personnel Psychology, 1994
Tett, Jackson, and Rothstein (1991) recently presented a meta-analysis of the relationship between personality and job performance. Many of their findings, particularly those pertaining to the Big Five personality dimensions, are at odds with one other large scale meta-analytic study (Barrick & Mount, 1991) investigating the relation between personality and performance. In order to reconcile these new results with previous findings, we examined differences in the sample sizes used, the process for assigning pre-existing scales to personality dimensions, and the nature of the jobs investigated. In addition, we found four technical errors in the Tett et al. moderator meta-analyses in computing sampling error, the bias correction, sampling error for bias corrected correlations, and computing sampling error variance across studies. These errors raise serious questions about the interpretation of their results for various moderators of the personality-job performance relationship.
Human Resource Management Review, 2011
This article reviews the literature linking the Big Five personality traits with job performance in order to identify the most promising directions for future research. Specifically, we recommend expanding the criterion domain to include internal and external service-oriented behavior as well as adaptive performance. We also review situational moderators of the personalityperformance relationship and suggest additional moderators at the task, social, and organizational levels. Finally, we discuss trait interactions and explain why we expect that our capability to predict employee behavior will be considerably improved by considering the interaction among traits.
Personality and Job Performance: Using Innovative Techniques to Improve Predictive Validities
Academy of Management Proceedings
Personality is important to job performance. Yet while meta-analyses have repeatedly shown that self-rated personality traits can significantly predict overall job performance, the actual amount of variance explained is low. Improvements in predictive validities have been found by employing innovative techniques such as utilizing: narrow measures (facets) or observer-ratings of personality; situational specificity; or narrow measures of job performance. Furthermore, most practitioners are interested in specific traits that are predictive of specific jobs, yet very little scholarly research has explored outcomes based on the narrow job requirements regularly utilized by practitioners. We combined these suggestions and explored observer-ratings of narrow personality facets predicting narrow measures of job performance. This large-scale study started by developing an inventory for work-personality facets. Findings suggest that at least 51 personality facets can describe work-personality. We then examined the correlations of 51 facets based on observer-ratings, with 9 job performance outcomes. Integrity, leadership, selfdiscipline and empathy showed the highest correlations across multiple outcomes. Lastly, we selected a few facets as predictors of each outcome, and found that combining two or three facets can explain up to 30% of the variance in narrow job performance measures. Implications for theory and future research directions are discussed.
Impact of Big Five Personality Traits on Job Performance
Research Papers in Economics, 2014
This study examines the mediating role of multidimensional organizational commitment concept in determining the relationship between Big Five personality traits and job performance. A conceptual framework has been developed with multidimensional organizational commitment as a mediating variable linking the personality-performance relationship. It is hypothesized that affective commitment will mediate the relationship between extraversion and job performance. Affective commitment will also mediate the relationship between conscientiousness and job performance. It is also hypothesized that continuance commitment will mediated the relationship between neuroticism and job performance. Theoretical implications are discussed.
Discriminant Validity of the ‘Big Five’ Personality Traits in Employment Settings
Social Behavior and Personality: an international journal, 1999
The ability of the ‘big five’ personality traits to predict supervisors' ratings of performance is investigated using the Orpheus personality questionnaire. Orpheus is a broad spectrum work-based personality questionnaire containing 190 items. It generates scores on sixteen scales – five major scales, seven minor scales, and four audit scales. The major scales are Fellowship, Authority, Conformity, Emotion and Detail and are based on the ‘big five’ model of personality. The minor scales are Proficiency, Work-orientation, Patience, Fair-mindedness, Loyalty, Disclosure and Initiative, and are based on the Prudentius model of integrity. The four response audits are Dissimulation, Ambivalence, Despondency and Inattention, and are designed to screen for inappropriate responding. Supervisors' ratings on 245 subjects in a variety of occupations and employment settings are obtained on the Orpheus respondents. All of the ‘big five’ traits were found to have significant correlations w...
2014
Research into the dynamicity of job performance criteria has found evidence suggesting the presence of rank-order changes to job performance scores across time as well as intraindividual trajectories in job performance scores across time. These findings have influenced a large body of research into (a) the dynamicity of validities of individual differences predictors of job performance and (b) the relationship between individual differences predictors of job performance and intraindividual trajectories of job performance. In the present dissertation, I addressed these issues within the context of the Five Factor Model of personality. The Five Factor Model is arranged hierarchically, with five broad higher-order factors subsuming a number of more narrowly tailored personality facets. Research has debated the relative merits of broad versus narrow traits for predicting job performance, but the entire body of research has addressed the issue from a static perspective --by examining the relative magnitude of validities of global factors versus their facets. While research along these lines has been enlightening, theoretical perspectives suggest that the validities of global factors versus their facets v may differ in their stability across time. Thus, research is needed to not only compare the relative magnitude of validities of global factors versus their facets at a single point in time, but also to compare the relative stability of validities of global factors versus their facets across time. Also necessary to advance cumulative knowledge concerning intraindividual performance trajectories is research into broad vs. narrow traits for predicting such trajectories. In the present dissertation, I addressed these issues using a four-year longitudinal design. The results indicated that the validities of global conscientiousness were stable across time, while the validities of conscientiousness facets were more likely to fluctuate. However, the validities of emotional stability and extraversion facets were no more likely to fluctuate across time than those of the factors.
IN SUPPORT OF PERSONALITY ASSESSMENT IN ORGANIZATIONAL SETTINGS
Personnel Psychology, 2007
Personality constructs have been demonstrated to be useful for explaining and predicting attitudes, behaviors, performance, and outcomes in organizational settings. Many professionally developed measures of personality constructs display useful levels of criterion-related validity for job performance and its facets. In this response to , we comprehensively summarize previously published meta-analyses on (a) the optimal and unit-weighted multiple correlations between the Big Five personality dimensions and behaviors in organizations, including job performance; (b) generalizable bivariate relationships of Conscientiousness and its facets (e.g., achievement orientation, dependability, cautiousness) with job performance constructs; (c) the validity of compound personality measures; and (d) the incremental validity of personality measures over cognitive ability. Hundreds of primary studies and dozens of meta-analyses conducted and published since the mid 1980s indicate strong support for using personality measures in staffing decisions. Moreover, there is little evidence that response distortion among job applicants ruins the psychometric properties, including criterionrelated validity, of personality measures. We also provide a brief evaluation of the merits of alternatives that have been offered in place of traditional self-report personality measures for organizational decision making. Given the cumulative data, writing off the whole domain of individual differences in personality or all self-report measures of personality from personnel selection and organizational decision making is counterproductive for the science and practice of I-O psychology.
Big five personality traits and job performance
This segment of the essay will on the outset bring out the definitions of key terms to provide a thorough understanding; secondly it will delve into the exposition of key dimensions of the big five and how they relate to job performance. Finally a comprehensive conclusion will follow to sum up the segment.