Using theory to evaluate personality and job-performance relations: A socioanalytic perspective.

Hogan, Joyce; Holland, Brent

doi:10.1037/0021-9010.88.1.100

Cited by 700 publications

(784 citation statements)

References 101 publications

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“…As such, finegrained conceptualizations can provide a better understanding of relationships between specific predictors and specific aspects of performance (Hogan & Holland, 2003;Johnson, 2001;Podsakoff, MacKenzie, Paine, & Bachrach, 2000;Rotundo & Sackett, 2002). Since our research focused on engineering professionals working in teams, we focused on two types of performance critical to working in groups (Borman & Motowidlo, 1993Coleman & Borman, 2000;Organ, 1997;Van Scotter & Motowidlo, 1996): task performance and citizenship performance.…”

Section: Task Performance and Citizenship Performancementioning

confidence: 99%

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

Kamdar

Dyne

2007

Journal of Applied Psychology

378

294

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This field study examines the joint effects of social exchange relationships at work (LMX:leader-member exchange and TMX: team-member exchange) and employee personality Existing research has demonstrated the importance of personality characteristics and social exchange relationships as predictors of task and citizenship performance (Barrick & Mount, 1991;Eisenberger, Fasolo, & Davis-LaMastro, 1990;Judge & Ilies, 2002;LePine & Van Dyne, 2001;Settoon, Bennett, & Liden, 1996). To date, however, consideration of personality characteristics and social exchange relationships as predictors of employee performance has been addressed in two predominantly separate literatures. Additionally, while teams are increasingly important in organizations (Ilgen, 1999) and the construct of team member exchange was introduced over fifteen years ago (Seers, 1989), we are aware of no research that simultaneously examines leader member exchange (LMX) and team member exchange (TMX) relationships as predictors of employee task and citizenship performance.Emphasizing the benefits of integrative research that simultaneously considers personality and social exchange predictors of performance, this field study has two primary purposes. First, we develop and test theoretical arguments that two personality characteristics (conscientiousness and agreeableness) and two social exchange relationships (LMX and TMX) interact to predict task performance and helping behavior of professionals working in teams.More specifically, based on Trait Activation Theory (Tett & Burnett, 2003), we propose and demonstrate interactions where high quality social exchange relationships weaken the positive effects of personality on performance. Second, drawing on Ajzen's (1988) principle of compatibility, we argue that LMX has special relevance to behaviors targeted at the supervisor and TMX has special relevance to behaviors targeted at coworkers. Thus, we extend past research that has demonstrated differential effects of LMX and Perceived Organizational Support (POS: Masterson, Lewis, Goldman, & Taylor, 2000: Settoon et al., 1996 by considering interactive effects of personality and LMX in predicting outcomes targeted at the supervisor as 4 well as interactive effects of personality and TMX in predicting outcomes targeted at peers.We first define task and citizenship performance. We then consider personality and quality of exchange relationships as predictors of task and citizenship performance. Finally, we integrate work on personality and exchange relationships, arguing that quality of exchange relationships moderates the effects of personality on task and citizenship performance. Task Performance and Citizenship PerformancePerformance is a complex, multi-dimensional construct (Campbell, 1999). As such, finegrained conceptualizations can provide a better understanding of relationships between specific predictors and specific aspects of performance (Hogan & Holland, 2003;Johnson, 2001;Podsakoff, MacKenzie, Paine, & Bachrach, 2000;Rotundo & Sackett, 2002...

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Section: Task Performance and Citizenship Performancementioning

confidence: 99%

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

Kamdar

Dyne

2007

Journal of Applied Psychology

378

294

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“…However, recent meta-analytic reviews indicate a need to expand the explications of the criterion domain of both in-role job performance (Hurtz & Donovan, 2000) and discretionary work performance (Hoffman, Blair, Meriac, & Woehr, 2007). While theories of work performance have already incorporated personality, there is a recent call for more sophisticated theory based research that matches specifi c personality constructs to different dimensions of performance (Bartram, 2005;Hogan & Holland, 2003;Johnson, 2003). In addition, it has been argued that personality and performance are distal constructs and any meaningful connection between the two are mediated and moderated by a number of situational factors that vary across contexts (Barrick, Parks, & Mount, 2005;Barrick, Stewart, & Piotrowski, 2002;Hochwarter, Witt, & Kacmar, 2000;Witt, Burke, Barrick, & Mount, 2002).…”

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confidence: 99%

Proactive personality and work performance in China: The moderating effects of emotional exhaustion and perceived safety climate

et al. 2009

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Grounded in the interactionist paradigm, this study shows that emotional exhaustion and perceived safety climate constitute important moderators of the relationship between proactive personality and work performance. More specifically, the study analyzes the relationship between proactive personality and its behavioural outcomes—organizational citizenship behaviour (OCB) and job performance—and investigates the interactive effects of emotional exhaustion and perceived safety climate. The study involves 485 Chinese airline employees including pilots, flight attendants, engineers, and service employees. Proactive personality positively predicted OCB and individual performance. Emotional exhaustion and perceived safety climate moderated the relationship between proactive personality and individual performance both independently and jointly. Implications of the findings for future research are discussed. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.

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“…The Five Factor Model's (i.e., Big Five) emergence as a widely accepted taxonomy of normal personality in the ensuing decades has helped address many of the skeptics' concerns. By serving as a guide for organizing research findings and framing hypotheses, the model has enabled researchers using meta-analysis to shed new light on the relationships between personality characteristics and job performance (e.g., Barrick & Mount, 1991;Mount & Barrick, 1995;Hogan & Holland, 2003). The validity of the Big Five personality factors has been evaluated for a number of job groups, including managerial, sales, customer service, skilled, and semi-skilled roles (e.g., Barrick & Mount, 1991;Hurtz & Donovan, 2000).…”

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confidence: 99%

Using Personality to Predict Outbound Call Center Job Performance

Skyrme¹,

Wilkinson²,

Abraham³

2005

PsycEXTRA Dataset

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Using theory to evaluate personality and job-performance relations: A socioanalytic perspective.

Cited by 700 publications

References 101 publications

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

Proactive personality and work performance in China: The moderating effects of emotional exhaustion and perceived safety climate

Using Personality to Predict Outbound Call Center Job Performance

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