Showing papers by "Murray R. Barrick published in 2004"

Interactive effects of personality and perceptions of the work situation on workplace deviance.

Abstract: Previous research on workplace deviance has examined the relationship of either personality or employees' situational perceptions with deviant behavior. In this study, the authors focused on the joint relationship of personality and perceptions of the work situation with deviant behavior. Using 4 samples of employees and multiple operationalizations of the core constructs, the authors found support for the hypothesis that positive perceptions of the work situation are negatively related to workplace deviance. In addition, consistent with hypotheses, the personality traits of conscientiousness, emotional stability, and agreeableness moderated this relationship. Specifically, the relationship between perceptions of the developmental environment and organizational deviance was stronger for employees low in conscientiousness or emotional stability, and the relationship between perceived organizational support and interpersonal deviance was stronger for employees low in agreeableness.

Four Lessons Learned From the Person-Situation Debate: A Review and Research Agenda.

Abstract: This chapter uses four lessons learned from the person-situation debate of personality and social psychology to review research related to the role of personality traits in work organizations These lessons include the notions that traits predict behavior only in relevant situations, that traits relate most strongly to behavior when situational cues are weak, that a person’s traits can alter a situation, and that people choose situations that are congruent with their traits As an illustration of how these lessons can guide future research,we also develop amodel that builds on the first lesson The model classifies organizational situations and describes how motivational intentionsmediate the effects of personality in cooperative and competitive settings