VALIDITY
Validity
data is extensive; for a full account the reader is
referred to the Professional Manual, and reference
lists are available from the publishers. Synopses
of some examples of predictive validity studies for
the NEO PI-R and the model upon which it is based
are listed below:
Furnham,
A., & Miller, T. (1997). Personality, absenteeism
and productivity. Personality and Individual Differences,
23, 705-707.
Extraversion was positively related to both performance
ratings and periods of leave and neuroticism was negatively
associated with potential ratings.
Moutafi, J., Furnham, A. & Crump, J. (2007).
Is Managerial Level Related to Personality? British
Journal of Management. Published article
online: doi: 10.1111/j.1467-8551.2007.00511.x
A
total of 900 participants completed two personality
tests (Revised NEO Personality Inventory; Myers-Briggs
Type Indicator (MBTI) and reported their managerial
level in their organization. Results showed that conscientiousness,
extraversion and MBTI intuition were positively correlated
with managerial level, and neuroticism, MBTI introversion
and sensing were negatively correlated with managerial
level. These findings attest to the utility of personality
tests used within the occupational community, for
selection and assessment of suitability for promotion
to senior managerial roles.
Salgado, J. (1997). The Five factor model
of personality and job performance in the European
Community. Journal of Applied Psychology, 82, 30-43.
Conscientiousness and emotional stability were valid
predictors of job performance across a range of job
criteria and different occupational groups. The remaining
factors are valid only for some criteria and for some
occupational groups. Extraversion was a predictor
for 2 occupations, and Openness and Agreeableness
were valid predictors of training proficiency.
Salgado, J.F. (2003). Predicting job performance
using FFM and non-FFM personality measures. Journal
of Occupational and Organizational Psychology, 76,
323-346
A large database consisting of American as well as
European validity studies was meta-analysed. The results
showed that for conscientiousness and emotional stability,
the FFM-based inventories had greater criterion validity
than the non FFM-based inventories. Conscientiousness
showed an operational validity of .28 (N = 19,460,
90% CV = .07) for FFM-based inventories and .18 (N
=5,874, 90% CV = -.04) for non-FFM inventories. Emotional
stability showed an operational validity of .16 (N
= 10,786, 90% CV = .04) versus .05 (N = 4,541, 90%
CV = -.05) for FFM and non-FFM-based inventories,
respectively. No relevant differences emerged for
extraversion, openness, and agreeableness.
Barrick, M.R. & Mount, M.K. (1991). The
Big Five Personality Dimensions and Job Performance:
A Meta-Analysis. Personnel Psychology 44 (1), 1–26.
Conscientiousness showed consistent relations with
all job performance criteria for all occupational
groups. Extraversion was a valid predictor for two
occupations involving social interaction, managers
and sales (across criterion types). Also, both Openness
to Experience and Extraversion were valid predictors
of the training proficiency criterion (across occupations).
Other personality dimensions were also found to be
valid predictors for some occupations and some criterion
types, but the magnitude of the estimated true score
correlations was small (? < .10).
Barrick, M. R. & Mount, M. K. (1993).
Autonomy as a moderator of the relationships between
the Big Five personality dimensions and job performance.
Journal of Applied Psychology, 78, 111-118.
On the basis of data from 146 managers, results indicated
that two dimensions of personality, Conscientiousness
(r =.25) and Extraversion (r =.14), were significantly
related to job performance. Consistent with our expectations,
the validity of Conscientiousness and Extraversion
was greater for managers in jobs high in autonomy
compared with those in jobs low in autonomy. The validity
of Agreeableness was also higher in high-autonomy
jobs compared with low-autonomy ones, but the correlation
was negative.
Boudreau, J. W., Boswell, W. R., & Judge,
T. A. (2001). Effects of personality on executive
career success in the United States and Europe. Journal
of Vocational Behavior, 58, 53-81.
Career success models were extended by incorporating
traits from the five-factor model and several dimensions
of extrinsic (remuneration, ascendancy, job level,
employability) and intrinsic (job, life, and career
satisfaction) career success. Data were collected
from two large samples of American and European executives.
Extroversion related positively, and neuroticism negatively,
to intrinsic career success across both the U.S. and
the European samples. Conscientiousness was mostly
unrelated to extrinsic success and negatively related
to intrinsic success in both samples, and agreeableness
was negatively related to extrinsic success in both
samples. Differences emerged between the European
and U.S. samples, in that neuroticism associated with
lower levels of extrinsic success for the U.S. executives
but not the Europeans, and extroversion associated
with higher levels of extrinsic success for the European
executives but not the U.S. executives.
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 (4), 599-609.
The authors found support for the hypothesis that
positive perceptions of the work situation are negatively
related to workplace deviance. In addition, the personality
traits of conscientiousness, emotional stability,
and agreeableness moderated this relationship. Specifically,
the relationship between perceptions of the developmental
environment and organizational deviance was stronger
for employees low in conscientiousness or emotional
stability, and the relationship between perceived
organizational support and interpersonal deviance
was stronger for employees low in agreeableness.
Dalton, M., & Wilson, M. (2000). The relationship
of the Five-Factor Model of personality to job performance
for a group of Middle Eastern expatriate managers.
Journal of Cross-Cultural Psychology, 31, 250-258.
This article reports on the relationship of the Five-Factor
Model of personality to job performance for a group
of Middle Eastern expatriate managers. Job performance
ratings from the expatriate's host- and home-country
bosses indicate that agreeableness and conscientiousness
were related to home-country ratings of job performance,
but not host-country ratings.
George, J. M., & Zhou, J. (2001). When
openness to experience and conscientiousness are related
to creative behavior: An interactional approach. Journal
of Applied Psychology, 86, 513-524.
Openness to experience is theorized to result in high
levels of creative behavior and conscientiousness
is theorized to result in low levels of creative behavior
when the situation allows for the manifestation of
the trait influences. More specifically, the authors
hypothesized that openness to experience would result
in high levels of creative behavior if feedback valence
were positive and job holders were presented with
a heuristic task that allowed them to be creative.
The authors also hypothesized that conscientiousness
would result in low levels of creative behavior if
supervisors engaged in close monitoring and coworkers
were unsupportive. The authors tested their hypotheses
in a sample of office workers, and 5 out of the 6
hypotheses were supported.
Hartman, R.O. & Betz, N.E. (2007). The
Five-Factor Model and Career Self-Efficacy: General
and Domain-Specific Relationships. Journal of Career
Assessment, 15,145-161.
Findings suggest generalized effects for conscientiousness
and extraversion in that both correlated positively
with a broad range of self-efficacy domains, while
neuroticism displayed significant negative relationships
with nearly all forms of career self-efficacy. Content
correspondence was shown in significant correlations
of openness to experience with self-efficacy for creative
and intellectual pursuits.
Hurtz, G. M., & Donovan, J. J. (2000).
Personality and job performance: The Big Five revisited.
Journal of Applied Psychology, 85, 869-879.
The present study sought to provide a meta-analytic
estimate of the criterion-related validity of explicit
Big 5 measures for predicting job performance and
contextual performance. The results for job performance
closely paralleled 2 of the previous meta-analyses,
whereas analyses with contextual performance showed
more complex relations among the Big 5 and performance.
A more critical interpretation of the Big 5-performance
relationship is presented, and suggestions for future
research aimed at enhancing the validity of personality
predictors are provided.
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.
Data were collected from a sample of 89 university
employees. Results suggest that extraversion and conscientiousness
predicted absenteeism and that part, but not all,
of the relationship between these traits and absence
was mediated through absence history.
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.
The estimated true score correlations with job satisfaction
were -.29 for Neuroticism, .25 for Extraversion, .02
for Openness to Experience, .17 for Agreeableness,
and .26 for Conscientiousness. Results further indicated
that only the relations of Neuroticism and Extraversion
with job satisfaction generalized across studies.
As a set, the Big Five traits had a multiple correlation
of .41 with job satisfaction, indicating support for
the validity of the dispositional source of job satisfaction
when traits are organized according to the 5-factor
model.
Judge, T.A. & Bono, J.E. (2001). Relationship
of core self-evaluations traits--self-esteem, generalized
self-efficacy, locus of control and emotional stability--with
job satisfaction and job performance: a meta-analysis.
Journal of Applied Psychology, 86(1), 80-92.
This article presents meta-analytic results of the
relationship of 4 traits—self-esteem, generalized
self-efficacy, locus of control, and emotional stability
(low neuroticism)—with job satisfaction and job performance.
With respect to job performance, the correlations
were .19 for emotional stability.
Judge, T A., & Ilies, R. (2002). Relationship
of personality to performance motivation: A meta analytic
review. Journal of Applied Psychology, 87 (4), 797-807.
This article provides a meta-analysis of the relationship
between the five-factor model of personality and 3
central theories of performance motivation (goal-setting,
expectancy, and self-efficacy motivation). Results
indicated that Neuroticism (average validity = -.31)
and Conscientiousness (average validity = .24) were
the strongest and most consistent correlates of performance
motivation across the 3 theoretical perspectives.
Results further indicated that the validity of 3 of
the Big Five traits--Neuroticism, Extraversion, and
Conscientiousness--generalized across studies. As
a set, the Big Five traits had an average multiple
correlation of .49 with the motivational criteria,
suggesting that the Big Five traits are an important
source of performance motivation.
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.
Data were collected from 39 combat teams from an Asian
military sample (N = 276). Results found that neuroticism
and agreeableness were negatively related to transformational
leadership ratings. Team performance ratings correlated
at only.18 across the typical and maximum contexts.
Finally, transformational leadership fully mediated
the relationship between leader personality and team
performance in the maximum context but only partially
mediated the relationship between leader personality
and team performance in the typical context.
Neuman, G. A., & Wright, J. (1999). Team
effectiveness: Beyond skills and cognitive ability.
Journal of Applied Psychology, 84, 376-389.
Measures of personality (i.e., Agreeableness and Conscientiousness)
predicted peer ratings of team member performance
beyond measures of job-specific skills and general
cognitive ability. Similarly, at the group level of
analysis, both Agreeableness and Conscientiousness
predicted supervisor ratings of work team performance,
objective measures of work team accuracy, and work
completed. At both the individual and group levels,
the trait of Agreeableness predicted Interpersonal
Skills.
Silverthorne, C. (2001). Leadership effectiveness
and personality: A cross-cultural evaluation. Personality
and Individual Differences, 30, 303-310.
This study compared samples of effective and not effective
leaders in the US, the Republic of China (Taiwan)
and Thailand. Based on the results of this study,
there is evidence that the five-factor model of personality
relationship to leadership has support in the US sample.
Further, support was found for four of the five factors
in the Republic of China sample but only for two of
the factors in the Thailand sample. Overall, effective
managers differ from less effective ones in describing
themselves as more extraverted, more agreeable, more
conscientious, and less neurotic in all three cultures
studied, and US managers (but not Chinese and Thai)
also describe themselves as more open to experience.
Vinchur, A., Schippmann, J., Switzer, F.,
& Roth, P. (1998). A meta-analytical review of
predictors of job performance for sales people. Journal
of Applied Psychology, 82, 30-43.
Extraversion and Conscientiousness predicted sales
success for both objective and subjective sales performance.
Potency (which includes assertiveness) appeared to
be the key part of Extraversion that predicted sales
performance. Achievement may be the key part of Conscientiousness
that predicted objective sales success.
