Five-factor personality domains and job performance: A second order meta-analysis

Enhancing Personality Assessment in the Selection Context: A Study Protocol on Alternative Measures and an Extended Bandwidth of Criteria

“…We assume that personality traits will predict both task-and non-task performance criteria (task performance, adaptive performance, OCB, CWB) within a personnel selection setting. Specifically, we expect the same pattern of relationships between specific sets of personality traits with specific performance criteria as they have been found outside of personnel selection research (Barrick and Mount, 1991;Dalal, 2005;Judge et al, 2013;Huang et al, 2014;He et al, 2019;Lee et al, 2019;Pletzer et al, 2019). Regarding the comparison of personality measures, we predict that the criterion-related validity of personality measures will depend on (1) the contextualization of methods, such that more contextualization should lead to higher validity, (2) the source of information, such that other ratings (i.e., interviewer ratings) should be superior to self-reports, and (3) the response format, such that open-ended formats should be superior to close-ended formats.…”

“…In contrast to task performance, non-task performance might depend largely on motivation or personality and less on general mental ability. In line with this, numerous personality traits have been linked to the three forms of non-task performance (Barrick and Mount, 1991 ; Dalal, 2005 ; Judge et al, 2013 ; Huang et al, 2014 ; He et al, 2019 ; Lee et al, 2019 ; Pletzer et al, 2019 ). Yet, only a few of the studies linking personality to non-task performance have been conducted in personnel selection research [i.e., empirical studies that either simulate a selection procedure or use actual applicants as a sample; see for example Dilchert et al ( 2007 ), Lievens et al ( 2003 ), Swider et al ( 2016 ), and Van Iddekinge et al ( 2005 )].…”

“…The most common aspect of job performance is task performance, which is defined as the competency to fulfill central job tasks (Campbell, 1990 ). Personality traits can predict task performance, with Conscientiousness and Emotional Stability being the strongest predictors among the Big Five traits (Barrick et al, 2001 ; He et al, 2019 ). Yet, the fulfillment of job tasks seems to depend largely on mental processes, as recent meta-analytic evidence found that cognitive ability predicts task performance better than personality (Gonzalez-Mulé et al, 2014 ).…”

“…CWB is defined as actions that harm the legitimate interests of an organization (Bennett and Robinson, 2000 ) and either damage other members of the organization (CWB directed at other individuals such as bullying co-workers; CWB-I) or the organization itself (CWB directed at the organization such as theft or absenteeism; CWB-O). Research outside of personnel selection has found some evidence that, overall, CWB is best predicted by Conscientiousness, Agreeableness (He et al, 2019 ), Honesty-Humility (e.g., being sincere, fair, and modest; de Vries and van Gelder, 2015 ; Lee et al, 2019 ), and Emotional Stability (Berry et al, 2007 ). Going beyond the traditional Big Five personality traits, Honesty-Humility has been shown to explain a significant proportion of variance in CWB over and above the other personality traits (Pletzer et al, 2019 ).…”

Being Smart Is Not Enough: Personality Traits and Vocational Interests Incrementally Predict Intention, Status and Success of Leaders and Entrepreneurs Beyond Cognitive Ability

“…Higher cognitive ability leads to more success at work and becomes even more relevant when jobs become intellectually challenging (Salgado et al, 2003). In addition to cognitive ability, socio-emotional skills such as conscientiousness or emotional stability also influence success (He et al, 2019). Socio-emotional skills play a particularly crucial role in so-called weak situations in which the degree of freedom for individual action is large and thus success strongly relies on a person's character (Seibert et al, 1999).…”