Core self-evaluations

About: Core self-evaluations is a research topic. Over the lifetime, 1483 publications have been published within this topic receiving 95787 citations.

Mapping Personality Traits of High Performers: A Study of Middle and Lower Management

Abstract: 'Create a team of high performers and you're likely to succeed, but keep a lot of low performers and you're apt to fail.'Avoid Costly Mis-Hires! Dr. Brad Smart*How do you find and match the right people to the right jobs? is a question which troubles every managerial mind. The researchers have tried to find the answer to this in the personal characteristics determining the working penchant and orientation. The relationship between personality and job performance has been a topic of key interest for organizational psychologists and researchers since last century. The researches from early 1900s to mid 1980s were majorly focused on relationship of individual scales from personality inventories to various aspects of job performance. From Guion and Gottier (1965) and Mischel (1968) to Davis-Blake and Pfeffer (1989), personality has been roundly criticized as an ineffective predictor of performance. The overall conclusion from this era of research was that personality and job performance are not related in any meaningful way across traits and across situations (Barrick et al, 2002). The second phase from mid 1980s till date is characterized by the use of five factor model or some more comprehensive personality tests. Also in this period many meta analytic studies were conducted to summarize results quantitatively across studies. The results of both primary and meta analytic studies using five factor model from this era led to more optimistic results and a better understanding of personality- performance relationship. In recent years, however, researchers have acknowledged and documented the fact that we all have personalities (e.g. Goldberg, 1993) and that personality matters because it predicts and explains behavior at work. This research, based on a construct-oriented approach primarily using the "Big Five" traits, has consistently shown that personality predicts job performance across a wide variety of outcomes that organizations value, in jobs ranging from skilled and semiskilled (e.g., baggage handlers, production employees) to executives.Research has shown that managers weight individual personality characteristics as if they were nearly as important as general mental ability, during the hiring decision (Dunn, Mount, Barrick, & Ones, 1995). In fact, it is hard to find a manager who says they would prefer to hire someone who is careless, irresponsible, lazy, impulsive, and low in achievement striving (low in Conscientiousness). Similarly, not many managers seek to hire individuals who are anxious, hostile, personally insecure, and depressed (low in Emotional Stability). A growing body of evidence shows that personality measures are logically and statistically significantly related to successful job performance (Day & Silverman, 1989; Hogan & Hogan, 1989). Data have come from studies in various sectors as diverse as insurance claim examiners (Arneson, Millikin-Davies, & Hogan, 1993) to sewing machine operators (Krilowicz & Lowery, 1996). There have also been various meta-analytical reviews in this area. Hough (1992, 1998) concludes that personality measures do predict job performance but only when validity coefficients are summarized according to constructs from personality taxonomy.Researchers have found personality to be meaningfully related to many work-related behaviors and outcomes that manager's care about, and that matter to organizations. These include less counterproductive behavior, turnover, absenteeism, tardiness, and more citizenship behaviors, success in groups, job satisfaction, safety, leadership effectiveness, and task performance. They also influence the fit with other individuals (e.g., supervisors), a team, or an organization (Barrick, Mitchell, & Stewart, 2003; Johnson, 2003). Studies have been conducted by using Myers- Briggs Types Indicator (MBTI) (McCrae & Costa, 1989; Fitzgerald & Kirby; 1997) on the basis of big five model of personality. These five factors of personality are extraversion, agreeableness, conscientiousness, emotional stability, openness to experience. …

The Validity Of Personality Trait Interactions For The Prediction Of Managerial Job Performance

Abstract: Personality variables have been shown to be significant predictors of job performance (Barrick & Mount, 1991; Tett, Jackson, & Rothstein, 1991). Recent advances in methodology for analyzing personality-job performance relationships indicate that interactions among traits may yield incremental validity. Job types in which performance has been shown to relate to trait interactions include clerical jobs, jobs with high interpersonal components, and jobs in realistic and conventional contexts, (Witt, Burke, Barrick, & Mount, 2002; Burke & Witt, 2002; and Burke & Witt, 2004). This study examined the validity of trait interactions for the prediction of managerial job performance. Hypotheses included a main effect for Conscientiousness, an interaction between Conscientiousness and Agreeableness, an interaction between Extraversion and Neuroticism, and finally, a three-way interaction between Extraversion, Neuroticism, and Conscientiousness. An archival dataset from Personnel Decisions, International (n=680 managers) containing GPI personality scores and supervisor-rated performance scores was analyzed to test the hypotheses. Correlations and moderated hierarchical linear regressions were performed to estimate the relationships of the predictors to the criterion, and to learn whether examination of trait interactions contributes incremental validity to the single trait scales. v A main effect for Conscientiousness on managerial job performance was found. No trait interactions explained incremental variance in performance scores. Therefore, Conscientiousness is the recommended personality scale to use for selecting managers. This finding is consistent with previous research on the relation of Conscientiousness to job performance in managers (Barrick & Mount, 1991). Managers from diverse organizations and industries comprised the sample, increasing the generalizability of the results. Directions for future research include the examination of other trait interactions, more specific criteria such as competencies rather than overall managerial job performance, and effects of the hierarchical level of the manager in the organization.