20.01.2007 personality and job performance gerhard ohrband

20.01.2007

Personality and Job Performance

Gerhard Ohrband

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1. Role of personality at work. 2. Relationship between personality and

career success: A British study.3. Relationship between personality and

job-performance. A socioanalytic perspective.

4. Conclusion.

Our Presentation:

1. Role of personality at work. 2. Relationship between personality and

career success: A British study.3. Relationship between personality

and job-performance. A socioanalytic perspective.

4. Conclusion.

Our Presentation:

Should we care about personality?

Role of Personality at Work

4. Most personality traits reveal small to nonexistent mean score differences between racial or ethnic groups (Hough, 1998; Mount & Barrick, 1995 )

5. Big Five personality traits predict multiple facets of career success, weather assessed intrinsically ( satisfaction) or extrinsically (occupational status), (Judge, Higgins, Thoresen and Barrick, 1999).

6. Personality is meaningfully related to many work-related behaviors and outcomes that managers care about.They also influence the fit with other individuals, a team or an organization (Barrick, Mitchell, & Stewart, 2003).

Role of Personality at Work

1. Managers care about personality (Dunn, Barrick, & Ones, 1995).

2. Meta-analysis have shown that Conscientiousness and Emotional Stability predict overall performance.Extraversion, Agreeableness, and Openness to Experience are valid predictors of performance only for specific occupations.

3. Multiple correlation of all Big5 for predicting overall job satisfaction is .41 (Judge, Heller, Mount 2002); multiple correlation using Big5 when predicting leader emergence .53 (Judge, Bona, 2002).

1. Role of personality at work. 2. Relationship between personality

and career success: A British study.

4. Relationship between personality and job-performance. A socioanalytic perspective.

5. Conclusion.

Our Presentation:

Definitions:

A dual definition of career success as extrinsic and intrinsic is necessary because their evaluations don’t always overlap.

Career success

Extrinsic (ECS) Intrinsic (ICS)

Career success

Organization-specific

From the beginning of work career until the particular point in evaluated time.

Since joining a particular organization until the point in time when the success of the career progression is judged.

Definitions:

Eventual

Aims of a British Study:

To investigate the extent to which Judge (1999) findings are replicable in Britain.

To examine the relationship between disposition and organization-specific career success.

To examine the relationship between disposition and intrinsic career success by including additional facets of intrinsic career success.

1 2 3

Hypothesis 1

Human capital (education attainment) Career choices Starting point of entry into work. But not career progression

General Mental Ability

ECS

Eventual ICS

+

Hypothesis 2

ConscientiousnessExtraversion

Neuroticism Agreeableness

Eventual ECS

Eventual ECS

Organization-specific

ECS

Organization-specific

ECS

_

+

A British Study

Task performance

Organizational citizenship

Superior job performance & favourable performance evaluations

More likely to set challenging career goals & to preserve in their accomplishments.

Conscientiousness

A British Study

Obtain status-related rewards

Advance their careers

Involve in mentoring relations

Inclusion in organizational

networks

Extraversion

Extrinsic Career Pogress

A British Study

-Low confidence-Feel insecure display hostility-Anxiety and negative emotions

• Suspiciousnessless relationship ties with others Job-finding Career advancement

Neurotisicm

Reduced career prospects

A British Study

Help & care about other

Neglect or assign lower priority to their own career interest.

Even avoid pursuing it.

Aggreeableness

Hypothesis 3

Satisfaction from performing well and from successfully responding to their duties.

Conscientiousness

Organization specific

ICS

Eventual ICS+

+

Hypothesis 4

Perfectionism, pessimism, proneness to negative affect, hostality & suspiciousness

lower job & life satisfaction

Neuroticism

Organization specific

ICS

Eventual ICS_

_

Hypothesis 5

Successful in interpersonal relationships Lower importance to financial&hierarchical career

Higher job & life satisfaction

Agreeableness

Eventual ICS

Organization specific

ICS

+

+

A British Study

308 white-colorFull time

3 uni of England

Voluntarily completed

questionnaires

74.5% female

45.5% married37.4% at least

bachelor degree

Method:

Cattell 16PF5

Global Factors Low High

Extraversion Introverted, socially inhibited

Extraverted, social participant

Anxiety Low anxiety, relaxed, imperturbable, well-adjusted

High anxiety, tense, perturbable, histrionic

Tough-Mindedness / Willpower

Receptive, open-minded, intuitive, emotionality, feeling

Tough-minded, resolute, non-empathetic, determined

Independence Accommodating, agreeable, selfless, subdued

Independence, persuasive, wilful

Self-Control Unrestrained, impulsive, uncontrolled

Self-controlled, inhibitory of impulses

Measures

ECS ICSOrganizational grade currently occupied by the respondent

Measures of facets of ICS:

Job satisfaction;Hierarchical success;Financial success;Interpersonal;Life success.

Result 1

ß=.12*

ß=.03

General Mental Ability

Eventual ECS

Eventual ICS

Organization-specific

ICS

Organization-specific

ECS

+

Result 2

ß=-.14*

ß=.11**

ß=-.11*

ß=-.05

Conscientiousness

Extraversion

x

Eventual ECS

Eventual ECS

Organization-specific

ECS

Organization-specific

ECS

_

__

Result 3

Conscientiousness

x

Eventual ICS

Organization-specific

ICS

Result 4

ß=-.12*

ß=-15**

ß=-.06*

ß=-10**

Neuroticism Agreeableness

Eventual ECS

Organization-specific

ECS

_

_

Result 5

Neuroticism

_

Agreeableness

Eventual ICS

Eventual ICS

Organization-specific

ICS

Organization-specific

ICS_

+

+

Conclusion

ICS associated with personality.

General mental ability related with eventual ECS

But not when single organizational careers considered

Neuroticism&agreeableness impede ECS

Neuroticism relates to ICS negatively.

Agreeableness relates to ICS positively.

General mental ability related with eventual ECS

But not when single organizational careers considered

Conclusion

• Reasons? Work performance is weakly related with career

success. Suppress divergent thinking&creativity Over-concentrationoverlook career

opportunities or ignore career enhancement activities

Cultural values Britishlow extraversion&low neuroticism

Conscientiousness relates with ICS& ECS negatively.

Extraversion relates Eventual ECS negatively.

For Future research?

Different sectorsDifferent cultures

• Results can be used for personal development career advice

Activity

1. Role of personality at work. 2. Relationship between personality and

career success: A British study.3. Relationship between personality

and job-performance. A socioanalytic perspective.

4. Conclusion.

Our Presentation:

Socioanalytic theory:

To get along

is used to understand individual differences in performance at work

People always live in work groups

Groups are always structured in terms of

status hierarchies

To go ahead

A Socioanalytic Perspective

To get along

cooperate seem compliant friendly positive

To get ahead

take initiatives seek responsibility compete try to be recognized

A Socioanalytic Perspective

personality

the perspective the perspective

of the actor of the observer

Personality from

actor’s perspective

- person’s identity

(strategies a person uses

to pursue acceptance and

status);

- identity controls an

actor’s social behavior

Personality from

observer’s perspective

-person’s reputation

(trait evaluations – helpful,

conforming, talkative,calm,

competitive, curious..)

- reflects the observer’s view

of an actor’s characteristic

ways of behaving in public

Reputation

describes a person’s behavior;

Identity explains it.

Acceptance and Status a person enjoys

Big Five

Reputation

Aims of current research

To investigate:

Predictors of overall job performance

Conscientiousness Emotional stability

…

When performance criteria classified as getting along or getting ahead a more nuanced pattern of personality performance links would emerge

…

conscientiousness

“ GET aim toward

ALONE” agreeableness peer

criteria popularity

emotional stability

extraversion

aim toward

“ GET status

AHEAD” openness

criteria

emotional stability

Method

43 independent samples

( N=5242)

Studies involvedrealistic, social,

enterpresing andconventionaloccupations

Published articles,chapters,

disartations(1980-2000)

Personality based

job analysis

Measures

• Predictors

- HPI Hogan Personality

Inventory 206 item True/False

inventory Contains 7 scales which

align with Big Five

• Criteria

- getting along

- getting ahead

Big five vs. HPI

Results

Results 1

Adjustment (.32)

Overall

Prudence (.24) job

performance

Ambition (.22)

Results 2

Adjustment (.34)

getting

Prudence (.31) along

criteria

Likebility (.23)

Results 3

Ambition (.26)

getting

Adjustment (.22) ahead

criteria

Prudence (.20)

Conclusion

• Although there are factors, such as general mental ability, interests, values, health and opportunity, that are apparently important determinants of job performance, research has shown that measures of personality can also be useful predictors of job performance.

1. Role of personality at work. 2. Relationship between personality and

career success: A British study.3. Relationship between personality and

job-performance.

4. Conclusion.

Our Presentation:

Conclusion

• Based on the British Study some of the Big Five traits are related positively whereas others negatively to career success.

• However, further study is needed in different sectors and culturas.

• These findings can be utilized for personal development and career advice

Conclusion

• Based on the Socioanalytic perspective, some of the Big Five traits predict overall job performance as well as criteria such as getting along and getting ahead

• Therefore, it can be said that besides general mental ability, personality also plays a role in determining job performance.

Discussion points

Sources and references

• Barrick, M. R. & Mount, M.K. (2005). Yes, personality matters: moving on to more important matters. Human Performance, 18, 359 – 372.• Beasley, S. (2006). Personality Comparison. Available from

<http://www.paladinexec.com/personality_comparison/ISTJ/>. (Accessed January 17, 2007).

• Bozionelos, N. (2004). The relationship between disposition and career success: A British study. Journal of Occupational and Organizational Psychology, 77, 403-420.

Sources and references

• Hogan, J. & Holland, B. (2003). Using theory to evaluate personality and job-performance relations: A socioanalytic perspective. Journal of Applied Psychology, 88,100-112.• Straker, D. (2006). 16 PF Factors. Available from <http://changingminds.org/students.htm>. (Accessed 16 January, 2007).• Thomson, L. (1998). Personality type. An Owner’s Manual. Boston: Shambala Publications, Inc.

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