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