Showing papers by "Murray R. Barrick published in 1998"

Relating member ability and personality to work-team processes and team effectiveness.

Abstract: Six hundred fifty-two employees composing 51 work teams participated in a study examining relationships among team composition (ability and personality), team process (social cohesion), and team outcomes (team viability and team performance). Mean, variance, minimum, and maximum were 4 scoring methods used to operationaliz e the team composition variables to capture the team members' characteristics. With respect to composition variables, teams higher in general mental ability (GMA), conscientiousness, agreeableness, extraversion, and emotional stability received higher supervisor ratings for team performance. Teams higher in GMA, extraversion, and emotional stability received higher supervisor ratings for team viability. Results also show that extraversion and emotional stability were associated with team viability through social cohesion. Implications and future research needs are discussed.

Five-Factor Model of personality and Performance in Jobs Involving Interpersonal Interactions

Abstract: In this article, the results of a meta-analysis that investigates the degree to which dimensions of the Five-Factor Model (FFM) of personality are related to performance in jobs involving interpersonal interactions are reported. The article also investigates whether the nature of the interactions with others moderates the personality-performance relations. The meta-analysis was based on 11 studies (total N = 1,586). each of which assessed the FFM at the construct level using the Personal Characteristics Inventory. Results support the hypothesis that Conscientiousness, Agreeableness, and Emotional Stability are positively related to performance in jobs involving interpersonal interactions. Results also support the hypothesis that Emotional Stability and Agreeableness are more strongly related to performance in jobs that involve team- work (where employees interact interdependently with coworkers), than in those that involve dyadic interactions with others (where employees provide a direct service to custom...

Five reasons why the “big five” article has been frequently cited

Abstract: This study investigated the relation of the “Big Five” personality dimensions (Extraversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skill/semi-skilled). Results indicated that one dimension of personality, Conscientiousness, showed consistent relations with all job performance criteria for all occupational groups. For the remaining personality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid predictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (p <10). Overall, the results illustrate the benefits of using the 5-factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of personnel selection, training and development, and performance appraisal.