This article presents the results of four primary studies that investigated the degree to which the Big Five personality dimensions predict job performance in occupations with a low level of job complexity. Job performance was assessed as overall job performance (OJP), task performance (TP), and contextual performance (CP). The results showed that conscientiousness and emotional stability proved to be predictors of the three performance measures. In addition, extroversion was a relevant predictor of OJP and TP, and agreeableness was a predictor of CP. Implications for the theory and practice of job performance and personnel selection are discussed.
This article explores the cross-cultural invariance (construct validity) of two work-related personality inventories based upon the Five Factor Model (the HPI and the IP/5F). The results show a good convergent and discriminant validity between scales that measure the Big Five personality dimensions. A factor analysis indicates that all personality scales load on the hypothesized Big Five dimensions. Some implications of these findings for the research and practice of personality measurement in personnel selection are discussed.
Research has shown that faking behavior affects the factor structure of single-stimulus (SS) personality measures. However, no published research has analyzed the effects of this phenomenon on the factor structure of forced-choice (FC) personality inventories. This study examines the effects of faking, induced in a laboratory setting, on the construct validity of a quasi-ipsative FC personality inventory based on the Five-Factor Model. It also examines the moderator effect of the type of experimental design (between-subject and within-subject design) on factor analyses. The results showed that (a) data fit to a structure of five-factors in the two conditions (honest and faking) in both experimental designs; (b) model fit indices are also good or excellent in all cases; and (c) Burt-Tucker's congruence coefficients between convergent factors of conditions analyzed are very high. These findings provide evidence that the quasi-ipsative FC format is a robust instrument that controls the effects of faking on factor structure. Finally, we discuss theoretical and practical implications of these findings for personnel selection and assessment.
This article examines the test-retest reliability of supervisory ratings for several dimensions of job performance and for overall job performance. We found that the test-retest reliability of overall job performance is .79 (SD .08), a value very close to the one found by Viswesvaran, Ones and Schmidt (1996), and that the average test-retest reliability for specific dimensions of job performance is .57 (SD .07). We also found that some dimensions of job performance appear to be easier to rate than others. We suggest some implications of these findings for research and practice of personnel selection.
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