| The Five-Factor Model of Personality and Its Relationship with Career Success |
| | Seibert, Scott E. | U. of Notre Dame | Seibert.1@nd.edu | (219)-631-6128 |
| | Kraimer, Maria L. | U. of Illinois, Chicago | mkraimer@nd.edu | (219)-631-7687 |
| | This study examined the relationship between the "Big Five" personality
dimensions (neuroticism, extraversion, openness to experience, agreeableness, and
conscientiousness) and career success by surveying a sample of 490 (314 male and 176
female) employees in a diverse set of occupations and organizations. Hierarchical
regression analyses were used to examine the incremental variance contributed by the five
personality factors beyond that accounted for by a model of career success including
demographic, human capital, organizational, and industry variables. Results showed that,
as expected, neuroticism was negatively related to career satisfaction and extraversion
was positively related to career satisfaction, salary level, and the number of promotions
received over one's entire career. In addition, agreeableness was negatively related to
career satisfaction and openness was negatively related to salary level. Contrary to
expectations, conscientiousness was not significantly related to any of the career success
outcomes. Directions for future research are discussed.
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| | Keywords: Personality; Career Success; |
| Understanding Stability and Change in Contextual Performance: Dispositional and Situational Influences |
| | Hart, Peter M. | U. of Melbourne, Australia | srchart@ozemail.com.au | 61-7-9344-6353 |
| | Griffin, Mark A. | Queensland U. of Technology | m.griffin@qut.edu.au | 61-7-3864-4264 |
| | Norris, Melinda Jane | U. of Melbourne, Australia | m.norris@psych.unimelb.edu.au | +61-3-9344-4939 |
| | Despite the growing body of literature on contextual performance, there are still two questions that have received little empirical attention. First, little is know about the extent to which contextual performance is stable or amenable to change over time. Second, no studies have examined how dispositional and situational influences contribute to stability and change in contextual performance. In this study, we used two waves of longitudinal data to examine how the Big Five personality characteristics, organizational climate, and employees' positive and negative organizational experiences contributed to four different dimensions of contextual performance (Participation, Job Dedication, Courtesy, and Promoting). A series of structural equation analyses showed that there was a moderate degree of temporal stability in all four dimensions of contextual performance. Moreover, the analyses of stability and change showed that the contextual performance dimensions of Job Dedication and Courtesy were determined predominantly by employees' personality characteristics, whereas Participation and Promoting were determined predominantly by aspects of the work environment. These findings demonstrate that contextual performance has both stable (i.e., trait like) and situational (i.e., state like) components. More importantly, the findings strongly suggest that some components of contextual performance are merely an "epiphenomena" of personality, and not amenable to changes in the work environment. The findings for other components, however, demonstrate that positive work environments tend to encourage contextual performance behaviors among employees. |
| | Keywords: Contextual Performance; Personality; Work Environment |
| Executive Career Success in the U.S. and Europe: Effects of Personality |
| | Boswell, Wendy R. | Cornell U. | wrh4@cornell.edu | 607-255-6552 |
| | Judge, Timothy A. | U. of Iowa | tim-judge@uiowa.edu | (319)-335-3784 |
| | Boudreau, John W. | Cornell U. | jwb6@cornell.edu | (607)-255-5427 |
| | The present study investigated the degree to which traits from the five-factor model of personality (often termed the "Big Five") were
associated with several dimensions of extrinsic (salary, number of promotions, job level, employability) and intrinsic (job satisfaction,
life satisfaction, career satisfaction) career success, within a framework of human capital, motivation, demographic, and industry variables.
Data were collected from two large samples of American and European executives. For the American executives, results indicated that
neuroticism was associated with lower degrees of extrinsic and intrinsic success, extraversion was associated with higher levels of intrinsic
success, and agreeableness was associated with lower levels of extrinsic success. For the Europeans, neuroticism was associated with
lower levels of intrinsic (but not extrinsic) success, extraversion was associated with higher levels of intrinsic success as well as extrinsic
success, and agreeableness was associated with lower levels of extrinsic success. Finally, for both samples, human capital and motivational
variables mediated little of the relationship between personality and career success. This finding suggests that the influence of the Big Five
traits may be mediated through other variables, or perhaps the influence is more direct than assumed. The implications and limitations of this
research are discussed. |
| | Keywords: Career success; Personality; International |
| Who Overrates or Underrates Themselves?: A Multinomial Logit Analysis |
| | Antonioni, David T. | U. of Wisconsin, Madison | dta@mi.bus.wisc.edu | 608-265-4004 |
| | Park, Heejoon | U. of Wisconsin, Madison | hpark4@students.wisc.edu | 608-262-1403 |
| | The purpose of the study was to investigate personal variables that influence an individual's tendency to overrate, underrate or rate accurately himself or herself in a development feedback process. Contrary to common belief or inflated self-ratings, individuals may differ widely in their tendency of how to evaluate themselves. However, most previous studies have focused on overall mean differences or correlations between self-ratings and ratings from other, which conceal wide individual differences. The present study investigated how individual difference in self-rating tendency is related to personal variables, such as extraversion and conscientiousness from the Big Five, age, job tenure, and gender. One hundred and ninety-six self-ratings were compared to average scores of peer ratings. The results indicate that a substantial number of individuals underrated, rather than overrated themselves. Extraversion was related to individual's tendency to overrate themselves. The results show only partial support for the proposed relationship between conscientiousness and accuracy. Conscientious people were less likely to underrate themselves. However, conscientiousness did not reduce individual's tendency to overrate. Younger people tended to underrate themselves. Gender and job tenure were not associated with ratings tendency. Implications of the study and recommendations for future research are discussed. |
| | Keywords: Self-rating; Individual difference; Personal variables |