Personality and Job Performance in Financial Services Managers

This article presents research in which the Five Factor Model of personality was tested as a predictor of job performance. 125 financial services managers who had enrolled in a potential evaluation programme were given the NEO-FFI, a questionnaire designed for measuring the Big Five. Job performance was assessed using nine rating scales and they were grouped into two components: job problem-solving ability and job motivation. Also, one single scale for measuring global job performance was used. The results show that Neuroticism and Conscientiousness correlated with the two components and with the global measure of job performance. Extraversion, Openness and Agreeableness are correlated with one facet or with the global rating of job performance. Taken together, the results suggest that the Five Factor Model is a valid predictor of job performance. The implications of the results for practice and future research are discussed.     

本土化人格特质与工作绩效的关系：线性与非线性

采用跨文化（中国人）个性测量表（Cross-Cultural [Chinese] Personality Assessment Inventory, 简称CPAI-2）对182名服务企业员工进行本土化人格特质测查,并同时获得其直接上级主管对他/她工作绩效的评定。目的是探讨本土化人格特质与工作绩效之间的关系模式（线性或非线性）。结果表明：和谐性与工作绩效具有正向的线性关系;面子与工作绩效具有倒U曲线关系;人情与工作绩效具有正U曲线关系;其他本土化人格特质与工作绩效的关系均不显著。     

Relationships between Facets of Job Satisfaction and Task and Contextual Performance

This study examined the relationship between job satisfaction and task and contextual performance. Specifically, it assessed this relationship for overall as well as facets of job satisfaction. Four hundred and forty‐four employees in a manufacturing plant completed measures of job satisfaction and their supervisors completed measures of task and contextual job performance. Results indicate that the relationships between overall job satisfaction and task and contextual performance were the same. However, when the facets of job satisfaction were considered, different relationships emerged. There was a stronger relationship between satisfaction with supervision and contextual performance compared to task performance. In contrast, there was a stronger relationship between satisfaction with work and task performance compared to contextual performance. Results indicated the importance of considering different facets with the job satisfaction and job performance relationship, as well as the importance of matching predictors and criteria in terms of their levels of specificity. Cette étude examine la relation entre la satisfaction au travail, la tâche et la performance en contexte. Plus spécifiquement, cette relation a étéévaluée en envisageant la relation au travail de façon globale ou selon différentes facettes. La satisfaction au travail a été mesurée auprès de 444 salariés d’une usine de fabrication, la tâche et la performance en contexte ont étéévaluées par leurs supérieurs. Les résultats indiquent que les relations entre la satisfaction au travail envisagée de façon globale, la tâche et la performance en contexte sont les mêmes. Cependant, quand on distingue les facettes de la satisfaction au travail, des relations différentes émergent. Il y a une relation plus importante entre la satisfaction envers la supervision et la performance en contexte qu’entre la satisfaction envers la supervision et la performance. En revanche, il y a une relation plus forte entre la satisfaction du travail et la performance qu’entre la satisfaction du travail et la performance en contexte. Les résultats indiquent l’importance de trouver des indicateurs et des critères qui rendent compte de ces spécificités.     

Relationship Between Job Satisfaction and Job Performance: Job Ambivalence as a Moderator

Based on research regarding the role of attitudinal ambivalence in the validity of attitudes in predicting behavior, we propose job ambivalence as a promising concept for job satisfaction research. In particular, we argue that job ambivalence (i.e., coexistence of positive and negative evaluations of one's job) may moderate the relationship between job satisfaction and job performance. Results of a study conducted with managers of an IT company show, as predicted, that job satisfaction is a better predictor of job performance (i.e., higher satisfaction related to higher performance) when individuals experience low job ambivalence, as compared to when individuals experience high job ambivalence. Implications for future research are discussed.     

The Ambivalent Effects of Participation on Performance and Job Stressors: The Role of Job Crafting and Autonomy

ABSTRACT

Literature provides mixed results on the effect of participatory practices on outcomes such as individual performance and job stressors. By examining these relationships via the mediation of job crafting behaviors, while considering the moderating effect of autonomy, we help clarifying the reasons behind the apparently ambiguous effects of participation. We surveyed 318 employees in an Italian mass retail company. On the one hand, we found a positive effect of participation on performance and a reduction of both role conflict and role overload thanks to increased job crafting behaviors aimed at seeking job resources. On the other hand, we also found that participation and autonomy may augment job stressors because of an associated increase of job crafting behaviors aimed at seeking challenging demands.     

Linking Proactive Personality to Creative Performance: The Role of Job Crafting and High-Involvement Work Systems

This study proposed that job crafting serves as a mechanism reflecting how proactive personality affects creative performance, and this study explored whether these relationships are moderated by high-involvement work systems. Drawn from the conservation of resources theory to develop a cross-level moderated mediation model, a three-wave longitudinal study was conducted with 346 employees and their supervisors in 27 high technology firms in China. This study found that proactive personality was positively related to creative performance and that job crafting mediated the relationship between proactive personality and creative performance, and an indirect effect of proactive personality on creative performance through job crafting was significant when high-involvement work systems was low but not high. Thus, the research results indicate that when human resource management involves less participatory management, incentive rewards, extensive training and information sharing, proactive employees can draw from their personality to craft their job tasks, relations and cognitions, thereby improving creative performance. The theoretical and managerial implications, limitations, and future research directions are discussed.     

Relationships of Stress, Locus of Control, and Social Support to Psychiatric Symptoms and Propensity to Leave a Job: A Field Study with Managers

This study tested the main effects of (1) locus of control and social support on job stress; of (2) stress, locus of control, and social support on strain; and of (3) of stress, locus of control, social support, and strain on propensity to leave a job. The study also tested the moderating effects of locus of control and social support on the stress-strain relationship. These effects were tested with questionnaire data collected from a random sample of 288 managers. Results from hierarchical regression analyses found general support for the effects related to locus of control but not social support. A major implication for the findings is that managers who possess high internal locus of control personality should be particularly selected for positions which involve high stress.     

Interactive Effects of Approach and Avoidance Job Crafting in Explaining Weekly Variations in Work Performance and Employability

Meta-analyses on job crafting reveal that while approach-oriented job crafting (e.g., increasing job resources or challenging job demands) relates positively to employee performance, avoidance-oriented job crafting (e.g., decreasing hindering job demands) has either non-significant or negative implications for employee functioning. However, the joint effects of approach and avoidance job crafting remain an underdeveloped area of research. We administered a three-week diary survey among 87 employees to test interaction effects of approach and avoidance job crafting on employee (other-referenced and past-referenced) work performance and employability. Results revealed that decreasing hindering job demands related positively to other-referenced performance when increasing social job resources was higher than employees’ average, and to past-referenced performance when increasing structural job resources was higher than employees’ average. Also, decreasing hindering job demands related negatively with employability only at lower levels of increasing challenging job demands, while the relationship was non-significant at higher levels of increasing challenging demands. These results indicate that considering job crafting strategies in tandem adds to our understanding of their role for employee functioning.     

工作绩效与工作满意度、组织承诺和目标定向的关系

在全面回顾工作绩效及其影响因素的基础上,通过关键事件方法和问卷调查方法,对来自全国的1066位雇员进行了施测,运用AMOS软件,对工作绩效结构进行验证性因素分析,并对文中提出的假设进行了检验。之后,提出并验证了影响员工工作绩效的态度因素及整合模型。研究结果显示：工作满意度、组织承诺和目标定向对工作绩效的各个子维度的影响是不一致的。工作满意度越高,员工的工作绩效越好;另一方面,组织承诺和目标定向对雇员工作绩效各个子维度的影响不一致。文章最后对全文进行了总结,并对后续研究给出了建议     

The Relation of Job Knowledge,Job Performance,and Supervisory Ratings as a Function of Ratee Race

Racial bias in performance ratings may be inferred when ratings hold differ- ent meanings for different racial subgroups. Operationally, this would be indi- cated by differences (by ratee race) in the correlation between performance ratings and objective indices of performance. In this study, the effects of rate race on the relations between supervisory ratings and more objective criteria of job knowledge and work performance were examined by aggregating corre- lations across 25 studies. The results indicated that supervisory ratings were more highly related to work-performance measures-and to a lesser extent to job-knowledge measures-for Black than for White ratees. Tivo theories were proposed that could account for such differences.     

Employee Behavioral Activation and Behavioral Inhibition Systems,Manager Ratings of Employee Job Performance,and Employee Withdrawal

Employee behavioral activation system (BAS) and behavioral inhibition system (BIS) sensitivities have potential to add value to understanding employee personality, job performance ratings, and withdrawal. After controlling for three Big Five personality trait dimensions (Conscientiousness, Neuroticism, and Extraversion), structural equations modeling results from 102 employees and their managers indicated that employee BAS sensitivity was negatively related to manager ratings of employee job performance and that employee self-defeating behavior partially accounted for the hypothesized negative relations. BAS sensitivity was also indirectly and positively related to employee turnover intentions by failure to delay gratification. BIS sensitivity was positively related to employee self-defeating behavior but was not related to manager ratings of job performance or withdrawal. Theoretical and practical implications of the findings and future research are discussed.     

Enjoyment of Work and Driven to Work as Motivations of Job Crafting: Evidence from Japan and China

This research contributes to our understanding of job crafting by investigating the role of “enjoyment of work” and “driven to work” as job-crafting motivations. A total of 154 supervisor–employee dyads were surveyed. Enjoyment of work and driven to work were supported as motivators of job crafting. An interaction effect was observed, with low driven to work weakening the relationship between enjoyment of work and job crafting. Job crafting mediated the relationship between the two motivators and job performance. We add to researchers’ understanding of motivations for job crafting while making the first attempt to explore the job-crafting phenomenon in East Asia.     

大五人格和工作绩效相关性研究的进展

人格和工作绩效关系的探究正成为研究者关注的主题。本文围绕人格对工作绩效的预测力、影响人格和绩效的中介变量、人格与关系绩效、人格与管理绩效等方面,对大五人格和工作绩效二者的相关性研究进行了回顾。     

Optimising Employee Mental Health: The Relationship Between Intrinsic Need Satisfaction,Job Crafting,and Employee Well-Being

Organisations are frequently confronted with the issue of how to enhance employee mental health. Based on self-determination theory, a model is proposed that examines the relationships between job crafting, the satisfaction of the intrinsic needs for autonomy, competence, and relatedness at work, and employee well-being—defined here as both subjective well-being and psychological well-being. A sample of 253 working adults completed a battery of questionnaires including the Job Crafting Questionnaire, the Intrinsic Need Satisfaction Scale, and the Mental Health Continuum. Using structural equation modelling methods, it was determined that job crafting predicted intrinsic need satisfaction, which, in turn, predicted employee well-being. The results suggest that job crafting may be an important underpinning upon which to base an employee well-being intervention.     

成就目标导向对工作要求与工作压力关系的调节效应——以护士为例

采用认知评价视角,在工作压力研究中引入成就目标导向,着重分析了成就目标导向对工作要求与工作压力关系的单一与联合调节效应.对357份样本数据进行回归分析,结果发现:绩效目标导向对工作要求与工作压力关系有显著调节效应,学习目标导向与绩效目标导向对工作要求与工作压力关系有显著的联合调节效应.结论认为:高绩效目标导向倾向于增加工作压力,工作压力形成过程中学习目标导向调节效应是否起效有赖于绩效目标导向.     

工作不安全感与幸福感、绩效的关系：自我效能感的作用

旨在探讨工作不安全感对员工工作幸福感和工作绩效(上级评定)的影响,以及一般自我效能感在其中的作用机制。研究采用问卷调查的方法,共收集到513个有效样本。数据分析采用层级回归分析的方法。研究结果发现：⑴工作不安全感对员工工作幸福感和工作绩效都有显著的消极影响;⑵一般自我效能感对工作不安全感与身体健康、心理健康之间关系具有显著的调节作用,但对工作满意度的调节作用不显著;⑶一般自我效能感对不安全感—工作绩效之间关系具有显著的调节作用。这就表明,在当今处于转型期的中国社会里,工作不安全感是影响员工工作幸福感和工作绩效的一个重要压力源,而一般自我效能感可以发挥有效的调节作用     

Ability to Manage Resources in the Impression Management Process: The Mediating Effects of Resources on Job Performance

Purpose

Based on the conservation of resource (COR) theory, we hypothesize that one’s ability to manage resources will moderate the relationship between the use of positive impression management (IM) and other desired resources, such that those able to manage resources will have higher levels of social resources (reputation and leader–member exchange) when expending energy through the use of positive IM tactics. Additionally, we expect higher levels of these social resources will lead to higher performance ratings.

Design/Methodology/Approach

We conducted a two-study replication. In Study One (n = 213), data were collected at two time points. Dyadic data were collected in Study Two (n = 83) to demonstrate consistent relationships across two different study designs.

Findings

Our findings indicate that the ability to manage resources is associated with higher levels of social resources, such as reputation and high quality LMX, which are ultimately associated with positive workplace outcomes, specifically job performance.

Implications

The ability to manage one’s resources is a crucial individual capability that allows individuals to secure positive work outcomes. This research highlights the utility of resources management initiatives that organizations might want to provide to their workers, such as equipment, support personnel, and the autonomy to pace oneself during hectic endeavors.

Originality/Value

We investigate an individual difference in the COR process, which is lacking in the current literature (Hobfoll and Shirom 2000). Further, this research examines COR consequences beyond stress-related outcomes. Lastly, our research highlights the value of examining IM in light of COR theory.