how personality impacts job performance?

Introduction

The relationship between personality and job performance has been a significant area of research in organizational psychology. Various studies have explored how different personality traits influence job performance across different roles and industries. This synthesis aims to present the key insights from multiple research papers on how personality impacts job performance.

Key Insights

Conscientiousness as a Consistent Predictor:
- Conscientiousness is consistently related to job performance across various occupations and performance criteria, including job proficiency, training proficiency, and personnel data .
Role of the Big Five Personality Traits:
- The Big Five personality traits (Extraversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience) are valid predictors of job performance, with Conscientiousness showing the strongest and most consistent relations .
- Extraversion and Openness to Experience are particularly relevant for roles involving social interactions, such as managers and sales positions .
Impact of Job Type and Complexity:
- The relationship between personality traits and job performance can vary depending on the job type and complexity. For example, high levels of Conscientiousness and Emotional Stability are more beneficial for high-complexity jobs.
- Jobs involving interpersonal interactions benefit from traits like Conscientiousness, Agreeableness, and Emotional Stability, especially in team-based settings.
Contextual Performance and Work Attitudes:
- Personality traits are more closely related to contextual performance (e.g., organizational citizenship behavior) than to task performance.
- Personality also influences job and work attitudes, such as job satisfaction.
Mediating Role of Motivation:
- Motivational orientations mediate the effects of personality traits on job performance. For instance, striving for status and accomplishment mediates the effects of Extraversion and Conscientiousness on sales performance.
Curvilinear Relationships:
- The relationship between personality traits and job performance is not always linear. For example, the benefits of high levels of Conscientiousness and Emotional Stability may plateau or even decline in low-complexity jobs.
Personality in Selection Processes:
- Personality measures can improve the validity of selection strategies when appropriately matched to the occupation and organization .
- Personality traits like Extraversion, Openness to Experience, and Conscientiousness are positively related to success in job interviews and the use of social sources for interview preparation.

Conclusion

Personality significantly impacts job performance, with Conscientiousness emerging as the most consistent predictor across various roles and performance criteria. The Big Five personality traits provide a useful framework for understanding these relationships, although the impact of each trait can vary depending on job type, complexity, and the specific performance criteria. Additionally, motivational orientations and the context of the job play crucial roles in mediating these effects. Overall, incorporating personality measures into selection and performance appraisal processes can enhance the effectiveness of these strategies.

How personality impacts job performance?

Summary

Introduction

Key Insights

Conclusion

Sources and full results

Personality and job performance: Evidence of incremental validity.

Personality variables, such as orientation towards work, ascendancy, and interpersonal orientation, significantly predict job performance in accountants when matched to the appropriate occupation and organization.

Personality and Work Behaviour

Personality factors are more closely related to contextual performance than task performance, and are linked to job satisfaction and overall work behavior.

Five-Factor Model of personality and Performance in Jobs Involving Interpersonal Interactions

Conscientiousness, Agreeableness, and Emotional Stability positively impact performance in jobs involving interpersonal interactions, with Emotional Stability and Agreeableness being more strongly related to teamwork than dyadic interactions.

THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE: A META-ANALYSIS

Conscientiousness is consistently related to job performance across all occupational groups, while extraversion and openness to experience show valid predictors for certain occupations and criterion types.

PERSONALITY MEASURES AS PREDICTORS OF JOB PERFORMANCE: A META‐ANALYTIC REVIEW

Personality measures, particularly the "Big Five," show high validity in predicting job performance, with higher validity in longer tenured samples and published articles.

Yes, Personality Matters: Moving on to More Important Matters

Personality matters in the workplace, predicting job performance and influencing hiring decisions, but its impact is modest at best.

Personality and job performance: test of the mediating effects of motivation among sales representatives.

Extraversion and Conscientiousness positively impact job performance through the mediating effects of striving for status and accomplishment, while Agreeableness and communion striving show no significant relationship.

Too much of a good thing: curvilinear relationships between personality traits and job performance.

High levels of Conscientiousness and Emotional Stability positively impact job performance more in high-complexity jobs than in low-complexity jobs.

The joint effects of personality and job scope on in-role performance, citizenship behaviors, and creativity

Higher job scope benefits those with dispositionally inclined personality traits, but may harm those with dispositionally disinclined personality traits.

PERSONALITY CHARACTERISTICS OF JOB APPLICANTS AND SUCCESS IN SCREENING INTERVIEWS

Personality traits, specifically extraversion, openness, and conscientiousness, positively influence job applicants' success in screening interviews by influencing their use of social sources and interviewers' inferences.

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