week 2 Flashcards
What is job performance
Multi-dimensional construct indicating how well employees perform their task, and the initiative and the resourcefulness they show
What effects job experience
Situational factors
Dispositional factors
What is personality
relatively enduring and consistent patterns of thoughts ideas, emotions, and behaviours that distinguish individuals from each other
History
First time- during WW1 to screen recruits on wartime stress- the Woodworth personal data sheet
Post WW1 greater focus on human attributes such as personality and intelligence
1940s Minnesota Multiphasic Personality Inventory developed
1950s and 1980s personality testing become controversial and their suitability for employment screening
Guion and Gottier 1965 published a review reporting that validity of personality measures were so small they have no utility in hiring situations
Importance of situational of situational factors Mischel 1968
Dramatic decline in the research pertaining to personality measures and the use of personality the in organisations
Brief history 2
1990s more optimistic view of personality testing for employment purposes
development of meta analysis methods
five factor model
Five factor model
Neuroticism- experience more negative affects such as fear sadness and more
Extraversion- traits like sociability
Openness to Experience- active imagination
Agreeableness- traits of altruism
Conscientiousness- Self control and active process
Conscientiousness and job performance
Lots of support for it
Job effectiveness is related positively to conscientiousness
May result in decreased creativity
Mechanism: Employees high with C tend to set more goals and dedicated to them
Neuroticism and job performance
Low N indicator in emotional stability desirable in employment
Inversely related to performance
Perceived as the second most important
Mechanism
Neuroticism has been linked to job burnout as it magnifies adverse life experiences
Extraversion and job performance
Valid predictor of performance by social interaction for jobs such as sales personnel
Extraverts tend to have higher salaries, more promotions and are more satisfied with their careers
Also linked to police personnel job performance
Mechanism
Predisposed to be motivated by rewards in work
Low E linked to loneliness which increases job burnout
Agreeableness and job performance
High A more compassionate, helpful more successful in customer service
Significant predictor in job performance
Weak predictor of performance on individual-based level
Stronger predictor of jobs involving teamwork
Mechanism
Facilitates harmonious rather than competitive social situations produce less conflict and better communication
Openness to experience and jobs performance
Mixed findings
Support for O in training performance, consulting leadership and creativity innovations
No relation to job performance some evidence to to low O and successful employees
Potential explanations
Different jobs have different requirements
Potentially due to moderating effects of other FFM traits
Criticism of the FFM
Disagreement about its structure as well as its universal applicability
Existence of higher order factor
Too broad to predict many important work behaviours
Insufficient to describe normal personality
Measuring FFM
NEO-PI-R questionnaire measure of a five model
Consists of 240 items that assesses 30 specific traits
Started off a measure of three-factor model but later incorporated agreeableness and conscientiousness
Psychometric properties show good reliability and content validity
Useful in I/O psychology
NEO-Five Factor Inventory
Good psychometric properties for NEO-FFI
As a result, original create revised 14 out of 60 NEO-FFI items and created NEO-FFI revised
Not intended for full measurement of the FFM but rather a brief instrument that yield reasonable estimates of the factor
Dark Personality
There is an over-reliance on FFM and the big five paradigms when looking at personality and work performance
very little research
but very popular
Dark Triad
Narcissism
Psychopathy
Machiavellians
Narcissism
Most attention , Tendency to engage in self-enhancement strategies and appear charming in short term have difficulties maintaining relationships
Positive: Elevated narcissism can result in quicker job promotion
Narcissist can excel when in positions of authority
Relatively high job-satisfaction due to self-approval
Negative: SEM suggests inverse relationship between narcissism and work success. Delusions of grandeur and feelings
Links between narcissism and unsatisfactory task performance and toxic leadership
Machiavellianism
Derived from asking individuals how much they agree with statements derived from Macchiavelli’s writings defined by three major elements
Very willing to manipulate others, but they might not have necessarily superior ability to do so
Successful in unstructured setting
Positive effect
Social Chameleons allowing them manipulate situation around them in their favour
Organisational behaviour are often motivated by altruistic intentions, but high Machs could engage in displays of these behaviours
Negative effects
Counterbalanced by the significant interpersonal risks
A willingness to manipulate does not always coincide with the ability to manipulate
As such, according to SEM, Machiavellianism will be negatively associated with job performance
Psychopathy
Sub-clinical psychopathy is characterised by two elements
Reduced experience of anxiety and fear and less prone to embarrassment
Fail to learn from punishment for misdeeds
Positive effects
Prosper in jobs that require rational, emotionless behavioural style, willingness to take risk, charisma and focus on achievement
Sometimes the qualities of the psychopaths are consistent with the vision of the overall organization
top executives likely to have this
Negative effects
Psychopaths do not respect the right of those they work with
Associated with lack of diligence and distain for deadlines and responsibilities
SEM predicts less likelihood of maintaining production standards
SEM social exchange model
positive relationship initiated and sustained through the reliable exchange of rewards and cost between individuals
Counterproductive work
Any intentional behaviour which is against interests
like theft
meta analysis found that all three DT were associated with this
Dirty Dozen
only 12 items 4 per dimension on a 1-9 Likert scale
However criticised for being too short and poor convergent validity with individuals measures of the DT
Short Dark Triad
consists of 3 scales, each consisting of 9 items
uses 5-point Likert scale
Good consistency and reliability
However criticism that it doesn’t fully measure
Machiavellianism and Psychopathy
Potential issues of DT
Issues with self report
Need to distinguish dub clinical and clinical
