2 Taxonomy is always a contentious issue because the world does not come to us in neat little packages (S. Personality has been conceptualized from a variety of theoretical perspectives, and at various levels of Each of these levels has made unique contributions to our understanding of individual differences in behavior and experience. However, the number of personality traits, and scales designed to measure them, escalated without an end in sight (Goldberg, 1971). Researchers, as well as practitioners in the field of personality assessment, were faced with a bewildering array of personality scales from which to choose, with little guidance and no overall rationale at hand. What made matters worse was that scales with the same name often measure concepts that are not the same, and scales with different names often measure concepts that are quite similar. Although diversity and scientific pluralism are useful, the systematic accumulation of findings and the communication among researchers became difficult amidst the Babel of concepts and scales. Many personality researchers had hoped that they might devise the structure that would transform the Babel into a community speaking a common language. However, such an integration was not to be achieved by any one researcher or by any one theoretical perspective. As Allport once put it, " each assessor has his own pet units and uses a pet battery of diagnostic devices " (1958, p. 258). What personality psychology needed was a descriptive model, or taxonomy, of its subject matter. One of the central goals of scientific taxonomies is the definition of overarching domains within which large numbers of specific instances can be understood in a simplified way. Thus, in personality psychology, a taxonomy would permit researchers to study specified domains of personality characteristics, rather than examining separately the thousands of particular attributes that make human beings individual and unique. Moreover, a generally accepted taxonomy would greatly facilitate the accumulation and communication of empirical findings by offering a standard vocabulary, or nomenclature. After decades of research, the field is approaching consensus on a general taxonomy of personality traits, the " Big Five " personality dimensions. These dimensions do not represent a particular theoretical perspective but were derived from analyses of the natural-language terms people use to describe themselves 3 and others. Rather than replacing all previous systems, the Big Five taxonomy serves an integrative function because it can represent the various and diverse systems of personality …

The Big Five Trait taxonomy: History, measurement, and theoretical perspectives.

The five-factor model of personality is a hierarchical organization of personality traits in terms of five basic dimensions: Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness to Experience. Research using both natural language adjectives and theoretically based personality questionnaires supports the comprehensiveness of the model and its applicability across observers and cultures. This article summarizes the history of the model and its supporting evidence; discusses conceptions of the nature of the factors; and outlines an agenda for theorizing about the origins and operation of the factors. We argue that the model should prove useful both for individual assessment and for the elucidation of a number of topics of interest to personality psychologists.

/pdf/an-introduction-to-the-five-factor-model-and-its-1hd8x7eums.pdf

An introduction to the five-factor model and its applications.

University of TorontoThe authors summarize 35 years of empirical research ongoal-setting theory. They describe the core ﬁndings of thetheory, the mechanisms by which goals operate, modera-tors of goal effects, the relation of goals and satisfaction,and the role of goals as mediators of incentives. Theexternal validity and practical signiﬁcance of goal-settingtheory are explained, and new directions in goal-settingresearch are discussed. The relationships of goal setting toother theories are described as are the theory’s limitations.

https://home.ubalt.edu/tmitch/642/articles syllabus/locke pract goal setting 2002 am psy.pdf

Building a Practically Useful Theory of Goal Setting and Task Motivation

1. Introduction and Overview. 2. Detecting Influential Observations and Outliers. 3. Detecting and Assessing Collinearity. 4. Applications and Remedies. 5. Research Issues and Directions for Extensions. Bibliography. Author Index. Subject Index.

Regression Diagnostics: Identifying Influential Data and Sources of Collinearity

Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

Personality traits and human resource (HR) practices have been extensively studied as job performance predictors, yet, there is scant research and understanding about how these mechanisms interact ...

The Joint Effects of Personality and HR Practices on Job Performance: Extending the TPWB

The article presents the results of research on peer-based reward as an alternative compensation strategy to individual reward and group-based reward. It addressed extraversion as a component of in...

Peer-based reward and individual performance: a field examination.

In this paper we present a strategic theory of engagement whereby we propose that engagement may be considered an organization-level construct that can be influenced by motivational practices enact...

"Job Design, HR Systems, CEO Leadership and Firm Performance:A Strategic Theory of Engagement"

Despite the belief that strategy implementation begins at the very top of a firm, there remains an inadequate understanding about top management teams' (TMTs) involvement in the strategy implementation process. Building upon and extending strategic leadership theory, we develop and empirically test a theoretical model of the interactive effects of the intensity of TMT joint problem solving and level of TMT interdependence on quality of TMT strategy implementation coordination and firm performance. Using data collected from TMTs in 83 firms, our results show that the: intensity of TMT joint problem solving is positively related to quality of TMT strategy implementation coordination; interaction between the intensity of TMT joint problem solving and the level of TMT interdependence attenuates the positive influence of each on quality of TMT strategy implementation coordination, demonstrating a substitution effect; and, quality of TMT strategy implementation coordination mediates the relationship between the interaction and firm performance. 

Take it from the top: how intensity of tmt joint problem solving and levels of interdependence influence quality of strategy implementation coordination and firm performance

This study investigated the extent of convergence among SDy estimates from three different techniques. As reported, the dollar-based (Schmidt, Hunter, McKenzie & Muldrow, 1979) and performance-based (Eaton, Wing & Mitchell, 1985) judgemental estimates were nearly equivalent to the precentage of salary SDy estimate (Hunter, Schmidt & Judiesch, in press). Close inspection revealed that these similarities were, in large part, attributable to the various measures of central tendency adopted by these procedures.

Murray R. Barrick

Papers

The Joint Effects of Personality and HR Practices on Job Performance: Extending the TPWB

Peer-based reward and individual performance: a field examination.

"Job Design, HR Systems, CEO Leadership and Firm Performance:A Strategic Theory of Engagement"

Take it from the top: how intensity of tmt joint problem solving and levels of interdependence influence quality of strategy implementation coordination and firm performance

Central tendency and its impact on three SDy procedures: A case study