Table of Contents

Research Companion to the Dysfunctional Workplace

Research Companion to the Dysfunctional Workplace

Management Challenges and Symptoms

New Horizons in Management series

Edited by Janice Langan-Fox, Cary L. Cooper and Richard J. Klimoski

A work exposing and exploring the phenomena of the dysfunctional workplace is long overdue. This fascinating book does just that, uncovering the subversiveness, counter-productive behaviour and unspoken ‘issues’ that managers struggle with on a daily basis.

Chapter 20: The Bright and Dark Sides of Personality: Implications for Personnel Selection in Individual and Team Contexts

Timothy A. Judge and Jeffery A. LePine

Subjects: business and management, diversity and management, human resource management, organisational behaviour


Timothy A. Judge and Jeffery A. LePine That personality has shown itself relevant to individual attitudes and behavior, and to team and organizational functioning, seems an incontrovertible statement. Barrick and Mount (2005: 361) flatly state: ‘Personality traits do matter at work’ and indeed the data appear to support their conclusion (Hogan, 2005). Barrick et al. (2001) analyzed extant meta-analyses on the relationships between the ‘big five’ personality traits and job performance, finding a multiple correlation of R ϭ 0.47 when the five traits were used to predict overall job performance. Other large-scale reviews have linked personality to job satisfaction (Judge et al., 2002a), leadership (Judge et al., 2002b), workplace deviance (Salgado, 2002), well-being (DeNeve and Cooper, 1998), and organizational commitment (Erdheim et al., 2006). However, skeptics remain. One line of criticism argues that whilst personality has nonzero associations with important criteria, the effect sizes are small. In arguing that little has changed since Guion and Gottier’s (1965) influential (and pessimistic) review, Schmitt (2004: 348) observed, ‘The observed validity of personality measures, then and now, is quite low even though they can account for incrementally useful levels of variance in work-related criteria beyond that afforded by cognitive ability measures because personality and cognitive ability measures are usually minimally correlated’. Hogan (2005) takes issue with this overall assessment, while also arguing that the validity of personality measures is often underestimated by failing to account for poor measures, the source of personality ratings (self versus observer), and the situationally specific...

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