Predicting Sales Performance Criteria With Personality Measures: The Use of the General Factor of Personality,the Big Five and Narrow Traits

The present study investigated the predictive validities of different hierarchical levels of personality for sales performance. The General Factor of Personality was expected to be most effective at predicting general sales performance, whereas the Big Five factors and its underlying narrow traits were expected to be most effective at predicting the specific sales performance criteria to which they are conceptually aligned. Six different sales performance measures were used in an international study involving 405 sales employees. The results suggest that General Factor of Personality is a valid predictor of general job performance but that some of the aligned narrow personality traits predict specific sales performance above and beyond the Big Five factors. The narrow trait Social Boldness has a negative relation with rated sales performance and sales results.     

Openness to Experience and Growth Need Strength as Moderators between Job Characteristics and Satisfaction

This study examines a specific personality variable Growth Need Strength (GNS) and a general Big Five Personality Factor Openness to Experience as moderators between job characteristics and job satisfaction. Respondents were 95 graduate students working in part‐time jobs. They filled out Goldberg’s (1992) bi‐polar rating scale measuring the Big Five factors and Hackman and Oldham’s (1976) Job Diagnostic Survey. Results show that GNS and openness to experience are substantially related. Further, from hierarchical regression analyses, it appeared that the moderating effect of GNS on the relation between skill variety and job satisfaction was explained by the moderating effect of openness to experience. Practical implications for the use of openness to experience and other Big Five personality factors versus specific characteristics in selection and career counselling are discussed.     

Socialization preferences and intentions: Does one size fit all?

The purpose of this study was to investigate student preferences for socialization tactics and their intentions to be proactive when they begin a new job. We examined the relationship between the Five Factor Model of personality and proactive personality with socialization tactics preferences and proactive behavior intentions in a sample of 243 undergraduate university students enrolled in a cooperative management program. The results indicate that personality predicts preferences for socialization tactics and intentions to be proactive. In particular, individuals high on agreeableness prefer institutionalized socialization tactics and individuals high on extraversion and proactive personality report higher intentions to be proactive when they begin a new job. These results suggest that one size does not fit all newcomers when it comes to socialization. The implications for research and practice before and after organizational entry are discussed.     

“Dark Side” Personality Styles as Predictors of Task,Contextual, and Job Performance

Many meta‐analyses and hundreds of primary studies have been carried out on the criterion‐oriented validity of personality measures for predicting job performance. The Five‐Factor Model of personality has been used as a frame for analyzing the empirical evidence. However, the research in industrial, work and organizational psychology has not examined the relationship between the dysfunctional tendencies of personality and the personality disorders as described in DSM‐IV (Axis II) Diagnostic and Statistical Manual of Mental Disorders and job performance. The present paper examines the relationship between job performance and the dysfunctional personality styles included in a non‐clinical personality inventory developed to assess personality tendencies related to the dysfunctional (normal) personality styles and the personality disorders in work settings. This inventory assesses 14 dysfunctional personality styles and was given to a sample of 85 applicants. The job performance was rated by the direct supervisor 8 months later, and three measures were obtained: task performance, contextual performance, and overall job performance. The results showed that the seven dysfunctional personality styles (suspicious, shy, sad, pessimistic, sufferer, eccentric, and risky) predicted the three measures of job performance. The egocentric personality style negatively predicted contextual performance. Finally, the submitted style predicted task performance. With the exception of the risky personality style, the rest of the styles mainly consisted of Neuroticism. Implications for the research and practice of personnel selection are discussed.     

The validity of the Big Five personality traits for job performance: Meta‐analyses of South African studies

Previous meta‐analyses have established the Big Five personality traits as important predictors of job performance around the globe. This study extends the international generalizability of Big Five criterion‐related validity through systematic review and meta‐analyses of personality–performance research conducted in South Africa. We meta‐analyzed data from 33 studies and 6,782 individuals to estimate validities of Big Five traits for various job performance criteria. Results showed that the Big Five traits have similar validity for job performance criteria as found in other cultural contexts. Conscientiousness was the strongest predictor across performance criteria, while other traits showed validity for specific criteria or subsamples. Results demonstrate the importance of psychometric meta‐analysis for building cumulative knowledge and support applied use of personality assessments in South Africa. Consistency of the results of this study with those of previous meta‐analyses in other national contexts supports the argument that personality–performance relations are a cultural universal.     

Validation of intelligence and mechanical aptitude tests in selecting employees for manufacturing jobs

One hundred ninety-three manufacturing employees who produce electro-mechanical components participated in a concurrent criterion-related validity study. The employees were administered three tests: The Bennett Mechanical Comprehension Test (Form S); The Flanagan Aptitude Classification Test-Mechanics; and the Thurstone Test of Mental Alertness (Form A). Job performance was measured by a supervisor rating of fifteen job dimensions, assessed at two points in time separated by 60 days. Correlational and multiple regression analyses were used to assess the relationship between test scores and job performance ratings. The results revealed that the Bennett Mechanical Comprehension test was the best single predictor of job performance (uncorrectedr =.38), and the incremental gain in predictability from additional tests was not significant. The results were discussed in the context of the changing nature of manufacturing jobs and the inadequacy of conventional mechanical aptitude tests to be sensitive to these changes.     

Dimensions of health‐related dispositions in elderly people: relationships with health behaviour and personality traits

The principal aim of this study was to examine a health‐related disposition construct in elderly Italians by explorative factor analysis of the Multidimensional Health Questionnaire. The questionnaire had a two‐factor structure. The first factor was loaded by cognitive variables such as Health‐Efficacy, Health Control, Optimism, etc.; it predicted compliance with self‐rating health seeking behaviours and it was correlated with personality traits such as Emotional Stability and the Lie scale. The second factor comprised emotional dispositions including Health Anxiety, Health Depression, Health Preoccupation, etc. and it was negatively associated with Conscientiousness and Energy. Interesting results emerged for sex by age differences in both health factors. Moreover, men and women showed different correlation patterns between the health factors and the Five Factor Model. Copyright © 2000 John Wiley & Sons, Ltd.     

JOB SATISFACTION: ARE ALL THE PARTS THERE?

Empirical data indicate that global measures of job satisfaction are not equivalent to the sum of the facet satisfactions. The purposes of this study were to explore the usefulness of single-item global measures of job satisfaction for job satisfaction research and also to explore whether global assessments of job satisfaction include consideration of variables typically not measured by job satisfaction instruments. Subjects are 185 employees working within two research and development units of two multinational corporations. The short-form Minnesota Satisfaction Questionnaire was used to obtain the sum of the facet satisfactions. Two single-item global questions of overall satisfaction were also used. One required a yes-no response and the second, a 1–5 rating response. Information about perceived determinants of job satisfaction, overall satisfaction with the job, satisfaction with occupational choice, career progress, and overall satisfaction with non-job related events was obtained through semi-structured interviews. Results indicate that defining overall job satisfaction as the sum of the evaluations of the discrete elements of which the job is composed, may lead to neglect of major determinants of job satisfaction. The "whole" appears to be more complex than the sum of the presently measured parts. Results also suggest that the 1–5 global rating of overall job satisfaction may be a more inclusive measure of overall job satisfaction than summation of many facet responses.     

Is the job satisfaction-job performance relationship spurious? A meta-analytic examination

The job satisfaction-job performance relationship has attracted much attention throughout the history of industrial and organizational psychology. Many researchers and most lay people believe that a causal relationship exists between satisfaction and performance. In the current study, however, analyses using meta-analytic data suggested that the satisfaction-performance relationship is largely spurious. More specifically, the satisfaction-performance relationship was partially eliminated after controlling for either general personality traits (e.g., Five Factor Model traits and core self-evaluations) or for work locus of control and was almost completely eliminated after controlling for organization-based self-esteem. The practical and theoretical implications of these findings are discussed.     

The use of the position analysis questionnaire in selecting correlates of job performance among mentally retarded workers

The present study investigated the efficiency of various existing measures, mainly psychological tests, for predicting job performance of mentally retarded workers in a sheltered occupational shop. Twenty-two production-related jobs and one nonproduction-related job were analyzed with the Position Analysis Questionnaire resulting in two job attribute clusters. Correlations between 19 predictor variables and 5 criterion variables, which consisted of supervisor ratings of job performance, were then calculated separately for subjects performing preferred jobs in each attribute group. The results indicated that, contrary to past research, existing measures are predictive of performance on some but not all jobs in a sheltered workshop.     

IDENTIFYING OPTIMAL PREDICTOR COMPOSITES AND TESTING FOR GENERALIZABILITY ACROSS JOBS AND PERFORMANCE FACTORS

The initial examination of validity generalization in the Army Selection and Classification Project used data from a concurrent validation sample of 4,039 job incumbents drawn from a representative sample of nine jobs. The available data consisted of 24 predictor scores and five job performance factor scores on each individual. The major objectives were to determine (a) the degree of validity generalization across the major components of performance, with the job held constant, and (b) the degree of validity generalization across jobs within each major performance factor. After reducing the predictor set by eliminating variables that added no information, a modified confirmatory analysis was used to test the hypotheses that one equation would fit the data from all performance components and that one equation would fit the data from all jobs, given a particular performance component. The major findings were that different predictor equations were needed for each of the five criterion factors. For generalization across jobs, within each criterion factor, one equation fit the data for four of the five performance components. Different prediction equations were required for the component that reflects proficiency on the technical tasks specific to each job.     

军事飞行员工作绩效结构的分析

通过对30名高等级军事飞行员的访谈和相关资料的研究初步确定了11个条目的任务绩效和关系绩效考核提纲;由109名上级使用这个提纲对507名现役军事飞行员进行了绩效评估,另外飞行员间进行互评;使用验证性因素分析的方法对提纲进行了优化,并进行了信度和效度考察。结果表明,军事飞行员的工作绩效应由任务绩效和关系绩效两部分来描述,其中任务绩效包含四个因素,分别为：飞行绩效、空中特情下的表现及事故征候的发生率、业务理论水平和体能状况;关系绩效包含6个因素,分别为：遵章守纪表现、工作主动性、责任心、安心服役、钻研精神和协作精神。     

Rating Level and Accuracy as a Function of Rater Personality

We investigated the predictability of rating level and two measures of rating accuracy from rater Agreeableness (A) and Conscientiousness (C) scores of the Five Factor Model. One hundred and twenty‐six students made peer ratings after participating in several group exercises under conditions designed to emulate the modal peer rating system in which raters had low accountability for their ratings. Scores were correlated with average rating level (r=.18, p<.05) and both measures of rating accuracy (p<.05) and C scores were correlated with rating level (?.20, p<.05) and both measures of rating accuracy (p<.05). As suggested by Bernardin, Villanova, and Cooke (Journal of Applied Psychology, 85, 232–236, 2000), raters who were both more agreeable and less conscientious made the most lenient and least accurate ratings. Contrary to Yun, Donahue, Dudley, and McFarland (International Journal of Selection and Assessment, 13, 97–107, 2005), more agreeable raters also tended to rate the least effective performers more leniently than did other raters.     

PROJECT A VALIDITY RESULTS: THE RELATIONSHIP BETWEEN PREDICTOR AND CRITERION DOMAINS

A predictor battery of cognitive ability, perceptual-psychomotor ability, temperament/personality, interest, and job outcome preference measures was administered to enlisted soldiers in nine Army jobs. These measures were summarized in terms of 24 composite scores. The relationships between the predictor composite scores and five components of job performance were analyzed. Scores from the cognitive and perceptual-psychomotor ability tests provided the best prediction of job-specific and general task proficiency, while the temperament/personality composites were the best predictors of giving extra effort, supporting peers, and exhibiting personal discipline. Composite scores derived from the interest inventory were correlated more highly with task proficiency than with demonstrating effort and peer support. In particular, vocational interests were among the best predictors of task proficiency in combat jobs. The results suggest that the Army can improve the prediction of job performance by adding non-cognitive predictors to its present battery of predictor tests.     

Evidence of cross‐cultural invariance of the big five personality dimensions in work settings

This article explores the cross‐cultural invariance (construct validity) of two work‐related personality inventories based upon the Five Factor Model (the HPI and the IP/5F). The results show a good convergent and discriminant validity between scales that measure the Big Five personality dimensions. A factor analysis indicates that all personality scales load on the hypothesized Big Five dimensions. Some implications of these findings for the research and practice of personality measurement in personnel selection are discussed. Copyright © 2003 John Wiley & Sons, Ltd.     

管理胜任特征与工作绩效关系研究

本研究以情景评价为基础,对管理胜任特征与工作绩效间的关系进行了探讨。结果表明：管理胜任特征在职位层次和性别上存在显著差异;管理胜任特征指标对工作绩效维度的预测效应不同,关系胜任特征是人际促进和工作奉献的有效预测指标,问题解决特征主要对任务绩效和人际促进有预测力．而诚信责任特征则更多的影响管理者的工作奉献。研究为理解管理胜任特征与绩效间的关系提供了实证支持。     

领导干部的人格特点与工作绩效的关系：QZPS与NEO PI-R的比较

研究旨在探讨基层党政领导干部的人格特点与工作绩效之间的关系。中国人人格量表（QZPS）测量的人格的七个维度及其18个次级因素均与工作绩效的维度存在不同程度的相关,其中处世态度、人际关系和外向性与任务绩效绩效相关最高,处世态度、情绪性和行事风格与个人品质绩效绩效相关最高,而情绪性与他人评定绩效相关最高。人格因素可以解释自我评定绩效31. 7% ~ 49. 9%的变异,可以解释他人评定绩效6. 3% ~ 12. 8%的变异。而采用NEO PI-R测量人格时,所解释的工作绩效的变异只有QZPS的1/3左右。文中还讨论了工作绩效和人格结构的文化意义以及本土化研究的重要性     

Workaholism Components,Job Satisfaction,and Career Progress1

This investigation examined the relationship of workaholism‐related measures to work satisfaction and career‐progress outcomes. A comprehensive research framework was developed based on previous speculation and research findings to guide selection of variables and data analysis. Five blocks of predictor variables were included: individual demographics, work‐situation characteristics, two antecedents of workaholism (one an individual‐level measure of beliefs and fears; the other an organizational‐level measure of perceived support of work‐personal‐life imbalance), three workaholism components identified by Spence and Robbins (1992), and workaholic job behaviors (eg, hours worked, perfectionism). Work outcomes included job and career satisfaction, future career prospects, and salary increases. Hierarchical regression analysis generally indicated relationships between workaholism‐related measures and work outcomes.     

A large sample investigation of the presence of nonlinear personality-job performance relationships

We examine 123 data sets from validation studies of a single five-factor model-based occupational personality measure for evidence of curvilinear relationships with job performance. Research has produced discrepant findings about whether and when to expect curvilinear relationships between normal range personality measures and job performance. Previous studies have relied on small and unsystematic sampling, a variety of noncomparable performance criteria, the use of personality inventories for which construct validity evidence is not immediately available, and a focus on only one or two of the Big Five personality factors. We report minimal evidence of curvilinearity, suggesting that these effects are unlikely to undermine typical uses of personality test scores in decision making. Any expected declines in performance at high ends of the predictor range were very small on average and would be highly unlikely to produce scenarios in which those passing a realistic cut score would underperform those screened out. Indices of job complexity and the importance of the personality trait did not moderate the forms of each personality–performance relationship. The results are useful for evaluating whether curvilinearity is likely to be an issue when self-report personality assessments are used to make decisions with tangible employment consequences.     

Validation of personality and cognitive measures for insurance claims examiners

Claims Examiners are critical for the profitability of large insurance companies. Mistakes in hiring these people can result in improperly processed claims and/or turnover, and this yields negative financial consequences for the company. This paper describes research evaluating the validity of selection procedures for the position of claims examiner at Blue Cross and Blue Shield of Oklahoma. A job analysis indicated that both cognitive skills and personal abilities are necessary for successful performance as a claims examiner. The job analysis also indicated that both subjective and objective criterion measures reflect important aspects of job performance. The criterion data included nine supervisory ratings, employee nominations, average percent of performance, absences, disciplinary actions, and sick leave. In a concurrent validation strategy, we tested a sample of experienced incumbents (N=50) using four cognitive ability tests (Basic Skills Tests: BST) and two measures of personality (Hogan Personality Inventory and PROFILE). Scales from two personality inventories were combined to form the Claims Examiner Inventory (CEI). Scores from the CEI and three of the four cognitive tests correlated significantly with the average percent of performance and six of the supervisory ratings, including the average supervisory rating. In addition to the cognitive measures, the personality measure contributed significantly to the prediction of percent of performance achieved with R=.64. These results are consistent with other research findings that support the use of both personality and cognitive measures as predictors of job performance.