Understanding subjective well-being (SWB) has historically been a core human endeavor and presently spans fields from management to mental health. Previous meta-analyses have indicated that personality traits are one of the best predictors. Still, these past results indicate only a moderate relationship, weaker than suggested by several lines of reasoning. This may be because of commensurability, where researchers have grouped together substantively disparate measures in their analyses. In this article, the authors review and address this problem directly, focusing on individual measures of personality (e.g., the Neuroticism-Extroversion-Openness Personality Inventory; P. T. Costa & R. R. McCrae, 1992) and categories of SWB (e.g., life satisfaction). In addition, the authors take a multivariate approach, assessing how much variance personality traits account for individually as well as together. Results indicate that different personality and SWB scales can be substantively different and that the relationship between the two is typically much larger (e.g., 4 times) than previous meta-analyses have indicated. Total SWB variance accounted for by personality can reach as high as 39% or 63% disattenuated. These results also speak to meta-analyses in general and the need to account for scale differences once a sufficient research base has been generated.

To what extent do employees’ personality traits shape their perceptions of job and life satisfaction? To answer this question, we conducted the largest meta-analysis on the topic to date, summarizing a total of 12,682 correlations among combinations of personality, job satisfaction and life satisfaction. We also sought to refine previous meta-analytic estimates by comparing the effects of personality facets to broad trait domains, while controlling for commensurability of personality measures. The results showed that the Big Five personality traits accounted for about 10% of the variance in job satisfaction, which in turn accounted for 13% of the variance in life satisfaction. Compared with the broad trait domains, personality facets typically accounted for twice as much variance in life satisfaction, with only a minor increase for job satisfaction, which contradicts the typical bandwidth–fidelity heuristic. The results also provided support for a trickle-down or top-down effect, where dispositions affect perceptions of life satisfaction, which then influenced the more specific subdomain of job satisfaction. The results have important implications for researchers and practitioners, suggesting that information is lost when personality facets are overlooked, and that educational and workplace interventions could enhance perceptions of satisfaction for those prone to lower levels of subjective well-being.

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The purpose of this research was to understand the extent to which firms apply different human resource management systems to different occupations within the same organization (HR differentiation), and how this influences both firm and employee outcomes. We conducted two studies pertaining to these questions. The first study was based on data collected from managers and the results showed that firms differentiate their HR investments based on the strategic value of occupations, which was further associated with the human capital of those occupations; differentiation in human capital was also associated with firm performance. The second study was based on data obtained from non-management employees. The findings of this study indicated that employees who were recipients of less HR system investment had lower fairness perceptions, which were further associated with turnover intentions and organizational citizenship behavior. Although the evidence from these studies suggests that firms may realize benefits from HR differentiation, managers should carefully consider how to balance the effects of differentiation on firm performance and employee well-being before implementing such systems.Keywords: human resource management; high performance work systems; human capital; turnover; fairness perceptions; organizational citizenship behavior EFFECT OF STRATEGIC HR DIFFERENTIATION 3 The Effects of Strategic HR System Differentiation on Firm Performance and Employee OutcomesA core objective of strategic human resource (HR) management research is to understand how firm investment in HR systems and practices affects organizational performance (Delery & Doty, 1996). However, one area that has received relatively little theoretical and empirical attention is the extent to which firms make differential investments across occupation groups within the same organization, and what impact this has on employee attitudes, behavioral intentions, and on firm performance. One of the earliest perspectives in strategic HR management, the universal approach, proposed that greater organizational investment in HR would unilaterally improve firm performance by increasing the ability and motivation of all employees in the organization (Huselid, 1995). In contrast, scholars emphasizing a contingency approach have shown that an important factor for understanding the HR-performance linkage is the alignment between the type and amount of HR investment with the firm's competitive environment and operational strategies (e.g., Datta, Guthrie, & Wright, 2005;Delery & Doty, 1996;Youndt, Snell, Dean, & Lepak, 1996). Theory in this latter tradition, as well as limited empirical research, has more recently focused on the application of different HR systems across different occupations within the same firm based on the strategic value of the occupational skill set required for each occupation, the firm-specific nature of the required skill sets, and the availability of the occupational skills in the labor market (Lepak & Snell, 1999;Lepak, Taylo...

The present study investigated the association between personality and job interview performance, as mediated by applicant use of impression management (IM) behaviours. We focused primarily on the novel role of Honesty‐Humility, with a secondary focus on Extraversion and an exploratory examination of other HEXACO personality traits. The sample consisted of 212 management students participating in high fidelity mock interviews with 70 experienced interviewers. Findings indicated that, across both self‐ and peer reports of personality, (low) Honesty‐Humility, (high) Extraversion, and (low) Emotionality predict IM use. In addition, mediation analyses indicated that individuals high in Extraversion and low on Emotionality may perform better in the interview through their use of IM. On the other hand, while Honesty‐Humility indirectly impacted interview performance through several paths, the overall effect was null, such that individuals low in Honesty‐Humility did not perform better in the interview. This is because they used both forms of IM that led to success, and those that detracted from success, thereby cancelling each other out. This study informs our knowledge of personality and interview performance, such that differences in the IM behaviours an individual chooses have implications for whether individuals with certain traits are successful.Practitioner points Impression management behaviours have an important impact on how applicants are evaluated by interviewers. Individuals who engage in IM may not be those who are necessarily better at the job once hired. They are predominantly high in Extraversion and low in Honesty‐Humility.