Feasibility of using individual differences in emotionality as predictors of job performance.

1998 ◽  
Author(s):  
Richard D. Arvey ◽  
Gary Renz ◽  
Thomas W. Watson ◽  
Walter Driskill
Keyword(s):  
Individual Differences ◽  
Job Performance

scholarly journals Trajectory classes of job performance

2015 ◽  
Vol 20 (4) ◽  
pp. 424-442 ◽  
Author(s):  
Mariella Miraglia ◽  
Guido Alessandri ◽  
Laura Borgogni
Keyword(s):  
Individual Differences ◽  
Job Performance ◽  
Self Efficacy ◽  
High Performance ◽  
Organizational Transformation ◽  
Growth Mixture Modeling ◽  
Content Type ◽  
Stable Class ◽  
Supervisory Ratings ◽  
Over Time

Purpose – Previous literature has recognized the variability of job performance, calling attention to the inter-individual differences in performance change. Building on Murphy’s (1989) theoretical model of performance, the purpose of this paper is to verify the existence of two distinct classes of performance, reflecting stable and increasing trends, and to investigate which personal conditions prompt the inclusion of individuals in one class rather than the other. Design/methodology/approach – Overall job performance was obtained from supervisory ratings for four consecutive years for 410 professionals of a large Italian company going through significant reorganization. Objective data were merged with employees’ organizational tenure and self-efficacy. Growth Mixture Modeling was used. Findings – Two main groups were identified: the first one started at higher levels of performance and showed a stable trajectory over time (stable class); the second group started at lower levels and reported an increasing trajectory (increasing class). Employees’ with stronger efficacy beliefs and lower tenure were more likely to belong to the stable class. Originality/value – Through a powerful longitudinal database, the nature, the structure and the inter-individual differences in job performance over time are clarified. The study extends Murphy’s (1989) model, showing how transition stages in job performance may occur also as a result of organizational transformation. Moreover, it demonstrates the essential role of self-efficacy in maintaining high performance levels over time.

The Factor Structure and Validity of the Learning Styles Profiler (LSP)

2008 ◽  
Vol 24 (2) ◽  
pp. 117-123 ◽  
Author(s):  
Peter J. O’Connor ◽  
Chris J. Jackson
Keyword(s):  
Individual Differences ◽  
Learning Styles ◽  
Job Performance ◽  
Learning Style ◽  
Factor Structure ◽  
Predictive Validity ◽  
Approach And Avoidance

The Learning Styles Profiler (LSP; Jackson, 2002 ) is a modern measure of individual differences in learning style. The LSP is based on a neuropsychological model of learning, modeled on principles of approach and avoidance, and argues for the division of personality into temperament and character. There has been little research into the psychometric structure and predictive validity of this instrument. In Study 1, the factor structure of the LSP is examined, and in Study 2 the criterion-related validity of the LSP is assessed. Results support the proposed factor structure of the LSP and show that 3 of the 4 LSP scales are significant predictors of Job Performance.

Using individual differences to predict job performance: Correcting for direct and indirect restriction of range

2012 ◽  
Vol 53 (4) ◽  
pp. 368-373 ◽  
Author(s):  
SOFIA SJÖBERG ◽  
ANDERS SJÖBERG ◽  
KATHARINA NÄSWALL ◽  
MAGNUS SVERKE
Keyword(s):  
Individual Differences ◽  
Job Performance ◽  
Restriction Of Range

A Personality-Based Measure of Employability

2021 ◽  
Author(s):  
Michael J. Boudreaux ◽  
Brandon T. Ferrell ◽  
Nathan A. Hundley ◽  
Ryne A. Sherman
Keyword(s):  
Individual Differences ◽  
Job Performance ◽  
Psychometric Properties ◽  
Personality Inventory ◽  
Personality Characteristics ◽  
Supervisor Ratings ◽  
Hogan Personality Inventory

Abstract. Hogan et al. (2013) proposed a personality-based model of employability that describes individual differences in (1) being rewarding to deal with, (2) being able to learn the job, and (3) being willing to work hard. In this study, we evaluated the model by selecting subscales from the Hogan Personality Inventory (HPI; Hogan & Hogan, 2007 ) that best predicted supervisor ratings of competencies related to these three constructs. The psychometric properties of those scales were examined in independent samples. Results indicated that the scales converged with similar scales from other instruments, covaried in meaningful ways with observer descriptions, and predicted supervisor ratings of job performance. The measure – which is 64% shorter than the full HPI – includes personality characteristics applicable to most jobs across multiple job families that can be used to identify successful candidates.

scholarly journals Role of Professional Management in Improving Job Performance

2017 ◽  
Vol 1 (2) ◽  
pp. 190-202
Author(s):  
Saher Kadouri .
Keyword(s):  
Individual Differences ◽  
Job Performance ◽  
Technical Skill ◽  
Common Denominator ◽  
Human Skill ◽  
Professional Management ◽  
The Common ◽  
Intellectual Skills ◽  
Temporal Dimensions

Management is a special career requiring special skills. To define management as a task with economic, humanitarian and temporal dimensions, it must be emphasized that management is a profession that differs from specialized professions. It is different from the profession of the engineer, the doctor, the accountant, the seller and the teacher. An individual's success in a job does not necessarily make him a successful individual as a manager. Dealing with people as subordinates, bosses, colleagues and clients, taking into account individual differences, requires the manager to have human skill as well as the technical skill associated with the nature of his work. Thinking about the future and preparing for it, and thinking about the particles and their relationship to the colleges requires intellectual skill, and that the appropriate mix of these skills varies according to the administrative level of the manager. While the technical and intellectual skills vary according to management levels, the common denominator among all these levels is human skill as management is the execution of business through other individuals.

scholarly journals VOCATIONAL EDUCATION AND CAREER IN THE APPLIED SOCIAL-PSYCHOLOGICAL RESEARCHES

1970 ◽  
Vol 14 (6) ◽  
Author(s):  
Tamara V. Hovorun
Keyword(s):  
Gender Differences ◽  
Individual Differences ◽  
Career Development ◽  
Young People ◽  
Job Performance ◽  
Career Choice ◽  
Vocational Psychology ◽  
Social Psychological ◽  
Performance Career ◽  
Main Ideas

Theoretical and empirical advances in the major vocational and career development studies have been reviewed. The main ideas and important implications for helping young people make correspondent choices and address problems in satisfaction after occupational entry. There are ongoing concerns about real and potentional gender differences in career development. Individual differences measures are central in the field of vocational psychology and can be used to predict job performance, career choice and intrinsic and extrinsic career success.

Selection Decision-Making

2009 ◽  
Author(s):  
Neal Schmitt ◽  
Brian Kim
Keyword(s):  
Decision Making ◽  
Individual Differences ◽  
Job Performance ◽  
Selection Procedures ◽  
Practical Utility ◽  
Organizational Functioning ◽  
Good Selection ◽  
The People ◽  
Selection Decision

Certainly, one of the most important sets of decisions an organization makes is the decision to employ personnel. All aspects of an organization's activities are directed and enacted by the people that comprise the organization. It is also not the case that just any person's activity will optimize organizational functioning. Nearly a century of work on the use of various employment procedures has documented that there are substantial individual differences in job performance and that the use of good selection procedures results in the employment of better performing individuals and greater practical utility for organizations.

Antecedents to Job Success in Business Process Management

2013 ◽  
pp. 46-66
Author(s):  
Richard J. Goeke ◽  
Yvonne L. Antonucci
Keyword(s):  
Logistic Regression ◽  
Individual Differences ◽  
Job Performance ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
The Other ◽  
Organizational Research ◽  
Functional Activities ◽  
Job Success

Business Process Management (BPM) maximizes firm performance by transforming isolated functional activities into streamlined, cross-functional processes. Being a relatively new discipline, disagreement exists regarding the position structure and qualifications required for success. However, certain individual differences have been associated with job performance, both in general and for specific occupations. Because BPM initiatives can be expensive and risky, understanding these individual differences may help practitioners improve their chances for BPM job success. Two models of job performance have dominated organizational research; one argues that personality traits are the chief determinants, while the other argues that intelligence and experience are most important. This paper uses logistic regression to examine the efficacy of each model in predicting job performance among BPM professionals. Results indicate that intelligence, conscientiousness, and openness to experience are the most important differentiators of BPM job performance.

Antecedents to Job Success in Business Process Management

2011 ◽  
Vol 24 (1) ◽  
pp. 46-65 ◽  
Author(s):  
Richard J. Goeke ◽  
Yvonne L. Antonucci
Keyword(s):  
Logistic Regression ◽  
Individual Differences ◽  
Job Performance ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
The Other ◽  
Organizational Research ◽  
Functional Activities ◽  
Job Success

Business Process Management (BPM) maximizes firm performance by transforming isolated functional activities into streamlined, cross-functional processes. Being a relatively new discipline, disagreement exists regarding the position structure and qualifications required for success. However, certain individual differences have been associated with job performance, both in general and for specific occupations. Because BPM initiatives can be expensive and risky, understanding these individual differences may help practitioners improve their chances for BPM job success. Two models of job performance have dominated organizational research; one argues that personality traits are the chief determinants, while the other argues that intelligence and experience are most important. This paper uses logistic regression to examine the efficacy of each model in predicting job performance among BPM professionals. Results indicate that intelligence, conscientiousness, and openness to experience are the most important differentiators of BPM job performance.

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