Personality and job performance: the importance of narrow traits

In a recent discussion of the bandwidth–fidelity dilemma in personality measurement for personnel selection, Ones and Viswesvaran (1996) concluded that ‘broader and richer personality traits will have higher predictive validity than narrower traits’. In this paper, the arguments made by Ones and Viswesvaran in favor of the exclusive use of broad personality dimensions are discussed. New data are presented that contradict Ones and Viswesvaran's claim of the existence of a general, integrity-related personality factor, and that show two narrow measures—the Responsibility and Risk Taking scales of the Jackson Personality Inventory—to have higher validities than the Big Five dimensions with respect to job performance criteria based on self-reported workplace delinquency in a sample of 127 entry-level employees. © 1998 John Wiley & Sons, Ltd.     

Narrow reasoning about the use of broad personality measures for personnel selection

Ones and Viswesvaran (1996) have argued for the use of broad bandwidth, rather than narrow bandwidth, personality predictors in personnel selection research when overall job performance is the criterion of interest. We take the opposite position in this article—that homogeneous measures of unidimensional personality traits are always to be preferred as predictors of work (and other) criteria. We maintain that the use of multiple unidimensional predictors provides important advantages over the use of multidimensional aggregates of those predictors. These advantages pertain to both (a) empirical accuracy in predicting job performance, and (b) psychological meaningfulness in explaining work behavior. Our conclusions are supported by Ones and Viswesvaran's own data. Copyright © 1999 John Wiley & Sons, Ltd.     

Bandwidth–fidelity dilemma in personality measurement for personnel selection

This paper presents a discussion of the bandwidth–fidelity dilemma in personality measurement for personnel selection purposes. Should job applicants be assessed on fine-grained personality variables or on broader personality variables, such as the Big Five dimensions of personality? Most human resources practitioners and researchers appear to assume that more specific and narrow measures of personality traits result in better and more fine-grained understanding of the person, and therefore ought to be preferred over global measures. We review evidence that when the criterion of interest is job performance, broader personality measures may be preferable over narrowly focused ones. It appears that the alleged advantages of narrowly defined traits and narrowly constructed measures are mainly due to erroneous conventional beliefs predicated upon statistical artifacts. In personnel selection research and practice, we advocate the use of broader personality traits for both better prediction and explanation.     

Issues and non-issues in the fidelity–bandwidth trade-off

This paper makes seven points in response to certain claims made by Ones and Viswesvaran (1996, this issue). First, we see no evidence that the fidelity–bandwidth trade-off has become a crisis in the empirical literature. Moreover, we seen no evidence that anyone prefers narrow band personality measures over broad bandwidth scales. In addition, because job performance is complex and multidimensional, broad bandwidth predictors are normally required in personnel selection. Finally, our conclusion is simple—the nature of the criterion dictates the choice of predictors and matching predictors with criteria always enhances validity.     

The confounding role of personality and trait affectivity in the relationship between job and life satisfaction

Previous research has demonstrated a strong positive relationship between job and life satisfaction. Traditionally, this relationship has been explained in terms of a spillover model, wherein job experiences spill over onto life, and vice versa. This study directly tests a different explanation for this relationship: personality traits that influence both job and life satisfaction. In a longitudinal test with multisource data, three typologies, which were shown by past research to be linked to both job and life satisfaction, were examined: Big Five, positive and negative affectivity, and core self‐evaluations. One hundred and fifty‐three university employees working in a diverse set of occupations were surveyed twice, with a six month time interval; the first survey also included a second questionnaire to be completed by a ‘significant other.’ Analyses of concurrent and prospective zero‐order and partial correlations, as well as structural equation modeling, supported the hypothesized confounding role of all three typologies, especially core self‐evaluations. Though controlling for personality reduced the magnitude of the job–life satisfaction relationship, it did not entirely eliminate it. Overall, the results suggest the presence of both dispositional and environmental factors in job and life satisfaction. Finally, implications for organizational practice and theory development are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

Maturation of work attitudes: Correlated change with big five personality traits and reciprocal effects over 15 years

As employees grow older, do their attitudes regarding work change over time? Can such long‐term changes be understood from a personality development perspective? The present study addressed these fundamental questions by tracking 504 young professionals' work attitudes (i.e., job satisfaction and work involvement) and Big Five personality traits over the first 15 years of their professional career. We specifically investigated whether trait changes drive peoples' changing attitudes, a mechanism we called maturation of work attitudes. Latent change models first indicated significant associations between traits and attitudes at the beginning of the career, and mean‐level changes in Big Five traits (i.e., increases in Agreeableness and Conscientiousness and decreases in Neuroticism) in the direction of greater functional maturity. Although no significant mean‐level changes in work attitudes were observed, results regarding correlated change indicated that variability in attitude change was related to variability in trait change and that this indeed signaled a maturational process. Finally, reciprocal effect estimates highlighted bidirectional relations between personality and attitudes over time. It is discussed how these results (i) provide a better understanding of potential age effects on work‐related attitudes and (ii) imply a revision of the traditional dispositional approach to attitudes. Copyright © 2013 John Wiley & Sons, Ltd.     

The proactive component of organizational behavior: A measure and correlates

This study investigated a personal disposition toward proactive behavior, defined as the relatively stable tendency to effect environmental change. We developed an initial scale to assess the construct and administered it to a sample of 282 undergraduates. Factor analysis led to a revised, unidimensional scale with sound psychometric properties. A second sample of 130 undergraduate students was used to determine the relationships between the proactive scale and the ’Big Five‘ personality domains: neuroticism, extraversion, openness, agreeableness, and conscientiousness. In a third sample of 148 MBA students, we assessed the proactive scale's relationships with three personality traits and three criterion measures. Consistent with hypotheses, scores on the proactive scale correlated with need for achievement, need for dominance, and independent measures of the nature of subjects' extracurricular and civic activities, the nature of their major personal achievements, and peer nominations of transformational leaders. We discuss the potential of the proactive construct to enhance our understanding of, and ability to predict, a wide range of behaviors.     

Locus of control at work: a meta‐analysis

This study meta‐analyzed the relationships between locus of control (LOC) and a wide range of work outcomes. We categorized these outcomes according to three theoretical perspectives: LOC and well‐being, LOC and motivation, and LOC and behavioral orientation. Hypotheses reflecting these three perspectives were proposed and tested. It was found that internal locus was positively associated with favorable work outcomes, such as positive task and social experiences, and greater job motivation. Our findings are discussed in relation to research on core self‐evaluation and the Big Five personality traits. Copyright © 2006 John Wiley & Sons, Ltd.     

Linking the Big Five‐Factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator

In this multi‐source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO‐PI‐R. Subordinates rated their leaders' behavior, and peers and superiors provided ratings of effectiveness. Consistent with trait activation theory, results showed that perceived dynamic work environment moderated the relationships of four of the Big Five‐Factors with both charismatic and transactional leadership. Also, charismatic leadership was positively related to perceived effectiveness, but only in dynamic contexts. Copyright © 2005 John Wiley & Sons, Ltd.     

The relationship between self-efficacy for participating in self-managed work groups and the big five personality dimensions

Little research has been done on characteristics of successful self-managed work group members, despite the fact that almost every major U.S. corporation is considering implementing such teams. This study examined the relationship between the Big Five personality dimensions and self-efficacy for participating in self-managed work groups. A questionnaire was administered to 126 workers in a manufacturing organization that is planning the implementation of self-managed work groups. Results indicated that Neuroticism, Extraversion, Agreeableness, and Conscientiousness were significantly related to self-efficacy for participating in self-managed work groups. Due to the relationship between self-efficacy and performance, one implication of these findings is that organizations should consider personality when deciding whether or not to implement self-managed work groups or who should be selected to work in this type of structure. Future research should include measures of individual and group performance and withdrawal behaviors to extend these findings.     

Stress and mental strain in hospital work: Exploring the relationship beyond personality

This study focuses on the relationship between job stressors and mental strain in hospital work, adjusting for differences in personality traits. Questionnaires were obtained from 760 full-time employees. Fourteen scales of job stressors were clustered into four factors: professional latitude, clinical demands, workload problems and role difficulties. A mental strain index was derived from the addition of three sub-scales: depression, anxiety and irritation. Two personality traits were measured: Locus of Control (Rotter) and Striver-Achiever (Sales). The four job demand factors were dichotomized into high-low grouping variables. A 2⁴ factorial analysis of covariance was conducted, using the two personality traits as covariates, in order to test and adjust for trait-related strain. Results show that Locus of Control adjusted differences in mental strain appear significantly related to work stressors. A direct relationship was found with role difficulties, professional latitude and workload problems. Moreover, high levels of role difficulties and low levels of professional latitude interact significantly with adjusted levels of mental strain. The Striver-Achiever trait, however, appears most strongly correlated with workload problems but not with mental strain. We believe that this exploratory analysis suggests that the stressor-strain relationship might be best conceived as a combination of direct and complex pathways, relating facets of both job demands and of personality with outcomes, under a cognitive and conditional paradigm.     

Influence of personality traits on aberrant driving behaviors: A comparison of Japanese,Chinese, and Vietnamese drivers

Introduction: This study aims to explore the influence of Big Five personality traits in combination with various socio-demographic factors and experiences of accident involvement on aberrant driving behaviors. The study also compares the effects of the level of development (i.e., developed or developing) of three countries on the personality traits and driving behaviors. Method: The four-factor Driver Behavior Questionnaire was used to collect data on aberrant driving behaviors, while a short version of the 10-item Big Five Inventory was used to collect data on personality traits. Responses were collected from Japan (1,250 responses), China (1,250), and Vietnam (1,000). A latent variable model was applied after controlling data in each category (e.g., age). Results: This study revealed that respondents who experienced accidents in the past and scored higher on Agreeableness were less likely to commit aggressive violations in Japan, China, and Vietnam. Further, Japanese and Vietnamese female drivers who scored high on Conscientiousness were found to be less likely to commit ordinary violations. Neuroticism was positively correlated with aggressive violations only in the case of Vietnamese drivers, irrespective of the history of accident involvement. Conclusions: Drivers with particular personality types that are linked with aberrant driving behavior may need to receive additional training on behavior management. Practical Applications: This study may help road traffic policymakers predict future driving behaviors of Vietnamese and Chinese drivers based on those of Chinese and Japanese drivers, respectively, and act accordingly.     

Erratum: Old faces,new places: equity theory in cross‐cultural contexts

The above article (DOI: 10.1002/job.454) was published online in Early View on 12 April 2007. A printing error was subsequently identified in the article: Page 10, line 27: ‘likelihood that he or she will select particular referent’ should read ‘likelihood that he or she will select a particular referent’     

A test of value congruence effects

This study investigated value congruence effects on organizational commitment and job satisfaction. We used the competing values framework to measure values, and response‐surface methodology employing polynomial regression equations to investigate congruence effects. Our sample, 1,358 hospital employees, made judgments about their personal preferences for the four competing value sets—internal process, open systems, rational goal, and human relations. They also rated how much the same values were operating in the organization. We predicted that organizational commitment and job satisfaction would be maximized when a ‘match’ or ‘congruence’ occurred between the two component value measures. We evaluated congruence effects using the following criteria: (1) the proportion of variance explained by the overall equation was significant; (2) the quadratic and interaction terms were significant individually and as a set, and their signs were in the right direction; (3) the implied constraints were valid; and (4) no higher‐order terms beyond those indicated by the model were significant. The results indicated that although quadratic and interaction components were present in all eight models, they were weak in their support for congruence. The study's findings suggested that congruence effects were relatively unimportant compared to main effects in explaining variance in organizational commitment and job satisfaction, at least in the large organization we investigated in this study. Copyright © 1999 John Wiley & Sons, Ltd.     

When the dark ones become darker: How promotion focus moderates the effects of the dark triad on supervisor performance ratings

The current study adds to a growing body of research on dark personality traits by investigating the moderating role of promotion focus on the relationships among dark triad traits and facets of job performance. Specifically, we investigated the effects of the dark triad (i.e., Machiavellianism, narcissism, and psychopathy) on supervisor ratings of performance, and the moderating effect promotion focus has on those effects. Using field data, we surveyed 549 employees from a manufacturing company in the USA and obtained supervisor ratings of task performance and helping behavior for each employee. We found support for multiple hypotheses, which suggests that managers rated narcissistic and psychopathic employees as having poorer task performance and psychopathic employees as engaging in fewer helping behaviors than employees low in those traits. Furthermore, promotion focus strengthened these negative relationships. We did not find these effects for Machiavellianism. Implications of these findings for future dark personality research as well as the practical implications for managers and organizations are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

The predictive and interactive effects of equity sensitivity in teamwork‐oriented organizations

Many studies have investigated the relationship between equity sensitivity and other variables of organizational importance. Although theoretical grounds support a link between equity sensitivity and job performance, to date no studies have found equity sensitivity to be a valid predictor of non self‐reported job performance in field research. The two field studies reported here empirically support this link and demonstrate that equity sensitivity may also interact with personality traits in predicting job performance. Limitations of the current investigations and future research are discussed. Copyright © 2001 John Wiley & Sons, Ltd.     

The good soldier: who is s(he)?

This paper examines how perceptions of Organizational Citizenship Behaviors (OCBs) are affected by socially constructed gender roles. We argue that gender roles are important for the perception, categorization, and consequences of OCBs. We suggest that the dimensions of OCBs (altruism, courtesy, sportsmanship, and civic virtue) are related to gender stereotypes. Combining social identity theory with gender role theory suggests that the ‘gender’ of these behaviors, the job, the job incumbent, and the gender identity of the observer interact, potentially broaden the breadth of requisite job behaviors defined as either in‐ or extra‐role. Implications are discussed. Copyright © 2001 John Wiley & Sons, Ltd.     

The impact of impression‐management tactics on supervisor ratings of organizational citizenship behavior

Previous research indicates that the use of impression management is related to supervisor ratings of employee likeability and job performance. It has been argued, though, that employees might also use impression management so that their superiors will see them as ‘good soldiers’ who engage in high levels of organizational citizenship behaviors (OCBs). This study investigates the ways in which three types of impression management—namely, job‐focused, self‐focused, and supervisor‐focused tactics of impression management—influence supervisor ratings of OCB. Using a sample of 122 supervisor‐subordinate dyads, the findings indicate that supervisor‐focused tactics of impression management are positively related to OCB ratings, while job‐focused tactics are negatively related to such evaluations. Additionally, citizenship behaviors are positively related to supervisor liking of the employee and overall ratings of job performance. Finally, the results suggest that OCB ratings mediate the relationship between supervisor‐focused tactics of impression management and supervisor evaluations of employee likeability. Some implications of this study and directions for future research are also addressed. Copyright © 2006 John Wiley & Sons, Ltd.     

The relation between emotional intelligence and job performance: A meta‐analysis

This meta‐analysis builds upon a previous meta‐analysis by (1) including 65 per cent more studies that have over twice the sample size to estimate the relationships between emotional intelligence (EI) and job performance; (2) using more current meta‐analytical studies for estimates of relationships among personality variables and for cognitive ability and job performance; (3) using the three‐stream approach for classifying EI research; (4) performing tests for differences among streams of EI research and their relationships with personality and cognitive intelligence; (5) using latest statistical procedures such as dominance analysis; and (6) testing for publication bias. We classified EI studies into three streams: (1) ability‐based models that use objective test items; (2) self‐report or peer‐report measures based on the four‐branch model of EI; and (3) “mixed models” of emotional competencies. The three streams have corrected correlations ranging from 0.24 to 0.30 with job performance. The three streams correlated differently with cognitive ability and with neuroticism, extraversion, openness, agreeableness, and conscientiousness. Streams 2 and 3 have the largest incremental validity beyond cognitive ability and the Five Factor Model (FFM). Dominance analysis demonstrated that all three streams of EI exhibited substantial relative importance in the presence of FFM and intelligence when predicting job performance. Publication bias had negligible influence on observed effect sizes. The results support the overall validity of EI. Copyright © 2010 John Wiley & Sons, Ltd. Note: Correction added on 22 July 2010 after first publication online on 29 June 2010. The affiliations for Ronald H. Humphrey and Thomas H. Hawver have been corrected in this version of the article.     

Interactive effects of personality and organizational politics on contextual performance

The authors explored the process of evaluating contextual performance in the context of a politically charged atmosphere. They hypothesized that the negative relationship between perceptions of organizational politics and contextual performance is weaker among workers high in three of the Big Five model of personality dimensions—agreeableness, extraversion, and conscientiousness. Data were collected from a matched sample of 540 supervisors and subordinates employed in the private sector. Results indicated that the interaction of politics and the personality dimension of agreeableness explained a significant incremental amount of variance in the interpersonal facilitation facet of contextual performance. These findings demonstrate the need to consider both the situation and the person as antecedents of contextual performance. Copyright © 2002 John Wiley & Sons, Ltd.