1. 20.01.2007 Personality and Job Performance Gerhard Ohrband

2. $53.0 billion $2,9 million Pay:$67million $46,0 billion Pay:$25 million $18 million Pay:$22 million $2,9 billion Pay:$40 million $23,5 billion Pay:$19 million

3. 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:

4. 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:

5. Should we care about personality?

6. 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).

7. 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).

8. 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:

9. 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)

10. 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

11. 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 23

12. Hypothesis 1  Human capital (education attainment)  Career choices  Starting point of entry into work.  But not career progression General Mental Ability ECS Eventual ICS +

13. Hypothesis 2 Conscientiousness Extraversion Neuroticism Agreeableness Eventual ECS Organization-specific ECS Organization-specific ECS _ +

14. 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

15. A British Study Obtain status-related rewards Advance their careers Involve in mentoring relations Inclusion in organizational networks Extraversion Extrinsic Career Pogress

16. A British Study -Low confidence -Feel insecure display hostility -Anxiety and negative emotions Suspiciousness  less relationship ties with others  Job-finding  Career advancement Neurotisicm Reduced career prospects

17. A British Study Help & care about other  Neglect or assign lower priority to their own career interest.  Even avoid pursuing it. Aggreeableness

18. Hypothesis 3 Satisfaction from performing well and from successfully responding to their duties. Conscientiousness Organization specific ICS Eventual ICS + +

19. Hypothesis 4 Perfectionism, pessimism, proneness to negative affect, hostality & suspiciousness lower job & life satisfaction Neuroticism Organization specific ICS Eventual ICS _ _

20. Hypothesis 5 Successful in interpersonal relationships Lower importance to financial&hierarchical career Higher job & life satisfaction Agreeableness Eventual ICS Organization specific ICS + +

21. A British Study 308 white-color Full time 3 uni of England Voluntarily completed questionnaires 74.5% female 45.5% married 37.4% at least bachelor degree Method:

22. Cattell 16PF5 Global FactorsLowHigh 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

23. Measures ECSICS  Organizational grade currently occupied by the respondent Measures of facets of ICS:  Job satisfaction;  Hierarchical success;  Financial success;  Interpersonal;  Life success.

24. Result 1 ß=.12* ß=.03 General Mental Ability Eventual ECS Eventual ICS Organization-specific ICS Organization-specific ECS +

25. Result 2 ß=-.14* ß=.11** ß=-.11* ß=-.05 Conscientiousness Extraversion x Eventual ECS Organization-specific ECS Organization-specific ECS _ _ _

26. Result 3 Conscientiousness x Eventual ICS Organization-specific ICS

27. Result 4 ß=-.12* ß=-15** ß=-.06* ß=-10** Neuroticism Agreeableness Eventual ECS Organization-specific ECS _ _

28. Result 5 Neuroticism _ Agreeableness Eventual ICS Organization-specific ICS Organization-specific ICS _ + +

29. 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

30. Conclusion Reasons?  Work performance is weakly related with career success.  Suppress divergent thinking&creativity  Over-concentration  overlook career opportunities or ignore career enhancement activities  Cultural values  British  low extraversion&low neuroticism Conscientiousness relates with ICS& ECS negatively. Extraversion relates Eventual ECS negatively.

31. For Future research?  Different sectors  Different cultures Results can be used for personal developmentcareer advice

32. Activity

33. 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:

34. 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

35. A Socioanalytic Perspective To get along  cooperate  seem compliant  friendly  positive To get ahead  take initiatives  seek responsibility  compete  try to be recognized

36. A Socioanalytic Perspective personality the perspective of the actor of the observer

37. 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

38. Reputation describes a person’s behavior; Identity explains it.

39. Acceptance and Status a person enjoys Big Five Reputation

40. Aims of current research To investigate: Predictors of overall job performance Conscientiousness Emotional stability

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

42. … conscientiousness “ GET aim toward ALONE” agreeableness peer criteria popularity emotional stability

43. extraversion aim toward “ GET status AHEAD” openness criteria emotional stability

44. Method 43 independent samples ( N=5242) Studies involved realistic, social, enterpresing and conventional occupations Published articles, chapters, disartations (1980-2000) Personality based job analysis

45. Measures Predictors - HPI  Hogan Personality Inventory  206 item True/False inventory  Contains 7 scales which align with Big Five Criteria - getting along - getting ahead

46. Big five vs. HPI

47. Results

48. Results 1 Adjustment (.32) Overall Prudence (.24) job performance Ambition (.22)

50. Results 2 Adjustment (.34) getting Prudence (.31) along criteria Likebility (.23)

51. Results 3 Ambition (.26) getting Adjustment (.22) ahead criteria Prudence (.20)

52. 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.

53. 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:

54. 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

55. 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.

56. Discussion points

57. 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. (Accessed January 17, 2007).http://www.paladinexec.com/personality_comparison/IS TJ/ Bozionelos, N. (2004). The relationship between disposition and career success: A British study. Journal of Occupational and Organizational Psychology, 77, 403-420.

58. 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.

59. Thank you for attention! Thank you for your attention!