This is a review of the relation between the five-factor model of personality and performance in the workplace. Research in this field has yielded correlations between the five-factor model and aspects of job performance such as motivation, deviation, job satisfaction, and teamwork. Show
Motivation in the WorkplaceStudies of sales representatives have defined two aspects of motivation--status striving and accomplishment striving--and they are correlated with extraversion and conscientiousness, respectively. These two subsets of motivation lead to sales performance, although the data imply that status striving leads to performance and accomplishment striving leads to performance only indirectly via a relation between accomplishment striving and status striving (Barrick, Stewart, & Piotrowski, 2002). This study is questionable in that it studied sales representatives, who are likely required to be extraverted in order to succeed at their job. To say that extraverted sales representatives perform better is a bit redundant; shy sales people do not go far. Because extraversion is such an integral aspect of being a salesperson, this study does not lend much support for a general model or theory correlating the five-factor model with job performance.Job SatisfactionThe five-factor model is correlated with overall level of job satisfaction experienced by employees. In general, satisfied employees are more likely to remain in a position and to avoid absences than are dissatisfied employees.Initial research indicated that neuroticism is negatively correlated with job satisfaction, whereas conscientiousness, extraversion, and agreeableness are positively correlated with job satisfaction. Openness to experience has a negligible impact on job satisfaction. Additional research, however, has only been able to replicate correlations among the factors of neuroticism and extraversion, with extraversion being positively correlated with job satisfaction and neuroticism being negatively correlated. This could be due to the social nature of the workplace (Judge, Heller, & Mount, 2002). This finding may be due to the low level of arousability for extraverted individuals (Hebb's theory). If the workplace is a social environment, then extraverted employees are more likely to be at a low level of arousal while at work, whereas at their home there is less stimulation. Introverts, on the other hand, are more likely at their optimal level of arousal outside of the workplace, where there is less stimulation, and therefore are more likely dissatisfied with the level of stimulation that they experience while at work. Deviation in the WorkplaceWorkplace deviance occurs when an employee voluntarily pursues a course of action that threatens the well-being of the individual or the organization. Examples include stealing, hostile behavior towards coworkers, and withholding effort. Stealing and withholding effort are categorized as organizational deviance, whereas hostile and rude behavior toward coworkers are categorized as interpersonal deviance.Workplace deviance is related to the five-factor model of personality. Interpersonal deviance is negatively correlated with high levels of agreeableness. Organizational deviance is negatively correlated with high levels of conscientiousness and positively correlated with high levels of neuroticism. This implies that individuals who are emotionally stable and conscientious are less likely to withhold effort or steal, whereas those who are agreeable are less likely to be hostile to their coworkers. Another entirely different factor to consider is perception of the workplace. Employees who had a positive perception of their workplace were less likely to pursue deviant behavior. Research indicates that personality acts as a moderating factor: workplace deviance was more likely to be endorsed with respect to an individual when both the perception of the workplace was negative and emotional stability, conscientiousness, or agreeableness was low (Colbert, Mount, Harter, Witt, & Barrick, 2004). Performance in the WorkplaceOf the five factors, the single factor of conscientiousness is the most predictive of job performance (Hurtz & Donovan, 2000).AbsencesJob absence is very much a part of job performance: employees are not performing effectively if they do not even come to work. Introverted, conscientious employees are much less likely to be absent from work, as opposed to extraverted employees who are low on conscientiousness. Interestingly enough, neuroticism is not highly correlated with absence (Judge, Martocchio, & Thoresen, 1997). The Judge et al. (1997) study is interesting considering the Judge et al. (2002) research on job satisfaction and the five-factor model. The results of the latter research suggests that extraverted individuals are more satisfied in the workplace, because work gives them an opportunity to experience an optimal level of arousal, whereas introverted individuals are less satisfied in the workplace due to too much stimulation. Combining the results of these two studies suggests that conscientiousness is the deciding factor regarding job absence.Perhaps another factor in absenteeism is that, although introverts may be less satisfied in the workplace, they go to work anyway. This behavior might imply either that introverts are more conscientious or simply that introverts have no compelling reason not to go to work (whereas extraverts may have friends who urge them to skip work and go see a movie). This conclusion is debateable, however, because introverts might be tempted to skip work to avoid the extra stimulation and might perhaps stay home and read a book (a book on psychology, no doubt). Judge and his colleagues will likely continue their research and perhaps provide answers in the future. TeamworkOftentimes in the workplace the ability to be a team player is valued and is critical to job performance. Recent research has suggested that conscientiousness, extraversion, and agreeableness are all related to cooperative behavior but that they are not related to task performance. Although this fortifies the case that job performance is related to the five-factor model via increased cooperativeness among coworkers, it lays siege to the role of personality by implying that actual job performance (task performance) is related to cognitive ability and not to personality (LePine & Dyne, 2001).Leadership abilities are often essential in the workplace, especially for individuals who aspire to move up into the ranks of management. Studies of Asian military units have found that neuroticism is negatively correlated with leadership abilities. Contrary to what the researchers hypothesized, agreeableness is negatively correlated with leadership abilities as well. Openness to experience is unrelated to leadership abilities, but extraversion is positively correlated with leadership abilities (Lim & Ployhart, 2004). This evidence is consistent with the long-standing idea that in teams there are leaders and there are followers; the leaders make decisions and the followers abide by them. Although agreeableness is positively correlated with working with a team, it is negatively correlated with being a leader. Those followers who do not always agree and are willing to voice their own opinions end up moving up the ranks, whereas those who blindly agree are left as followers. Personnel SelectionResearch into the relation between the five-factors model and personnel hiring provides additional evidence that conscientiousness is the most valid predictor of job performance (Schmidt & Ryan, 1993). Given that conscientious individuals have a tendency to perform better as employees, it is easy to believe that employers will seek out that factor or the traits that coincide with it.SummaryJob performance and personality (as measured in the five-factor model) are related. It appears that the relation between job performance and the five factors is more a consequence of the social aspects of the workplace than of ability. Research indicates that cognitive ability is more strongly correlated with task performance than any of the five factors are correlated with task performance. The five factors are strongly correlated with cooperating with others and enjoying the overall workplace experience, which are key components of long-term job success. Being absent from work or working as a team are correlates of personality that directly affect whether one will succeed in the workplace, and they are strongly correlated with the Big Five and not with cognitive ability.It is worth noting that the majority of research has been on sales or other occupations in which interacting with people is required. Is it possible that these studies are skewed? Perhaps researching individuals in jobs that require very little human interaction (such as authors of fiction, like Steven King) would yield different results. Conscientiousness and extraversion are the two aspects of the five-factor model that are always correlated with positive job performance, although conscientiousness is more positively correlated (extraversion is negatively correlated with job performance in that it appears to inspire more absence, but only when combined with low levels of conscientiousness). Agreeableness is negatively correlated with job performance within a leadership role. Openness to experience, in general, is unrelated. Neuroticism is negatively correlated with job performance. Cognitive ability may allow an employee to complete a specific task, but the ability to work with others and to stay motivated are aspects of personality. The five-factor model is a valid predictor of workplace performance. Personality is an indispensable consideration for employers looking for quality employees. ReferencesBarrick, M. R., Stewart, G. L., & Piotrowski, M. (2002). Personality and job performance: Test of the mediating effects of motivation among sales representatives. Journal of Applied Psychology, 87, 43-51.Colbert, A. E., Mount, M. K., Harter, J. K., Witt, L. A., & Barrick, M. R. (2004). Interactive effects of personality and perceptions of the work situation on workplace deviance. Journal of Applied Psychology, 89, 599-609. Hochwater, W. A., Witt, L. A., & Kacmar, K. M. (2000). Perceptions of organizational politics as a moderator of the relationship between conscientiousness and job performance. Journal of Applied Psychology, 85, 472-478. Hurtz, G. M., & Donovan, J. J. (2000). Personality and job performance: The Big Five revisited. Journal of Applied Psychology, 85, 869-879. Judge, T. A., Martocchio, J. J., & Thoresen, C. J. (1997). Five-factor model of personality and employee absence. Journal of Applied Psychology, 82, 745-755. Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-Factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87, 530-541. LePine, J. A., & Dyne, L. V. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with big five personality characteristics and cognitive ability. Journal of Applied Psychology, 86, 326-336. Lim, B., & Ployhart, R. E. (2004). Transformational leadership: Relations to the five-factor model and team performance in typical and maximum contexts. Journal of Applied Psychology, 89, 610-621. Which personality trait is related to job satisfaction?Conscientiousness has been linked to job satisfaction because it represents a general tendency toward work involvement that leads to a greater likelihood of receiving both formal and informal satisfying work rewards,35 and the wellbeing literature suggests a positive relationship between job satisfaction and ...
Which trait is most highly correlated to job satisfaction?More specifically, the relationship with job satisfaction was also pointed by previous meta-analyzes, which showed that conscientiousness showed significant positive associations [13], sometimes the highest among different traits of the big five [44,56,57].
Which of the Big 5 predicts job satisfaction the most?The study also found that extraversion was the strongest predictor of both job satisfaction and SWB.
Is personality related to job satisfaction?To conclude, the current study showed that the fit between a person's personality and the modal personality of the occupation is relevant to job satisfaction. Specifically, we showed that the more alike your personality (neuroticism and openness) is to others in your occupation, the more satisfied you are.
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