38 research outputs found
Personality and the prediction of work performance : artificial neural networks versus linear regression
No full textPrevious research that has evaluated the effectiveness of personality variables
for predicting work performance has predominantly relied on methods designed to
detect simple relationships. The research reported in this thesis employed artificial
neural networks a method that is capable of capturing complex nonlinear and
configural relationships among variables and the findings were compared to those
obtained by the more traditional method of linear regression.
Six datasets that comprise a range of occupations, personality inventories, and
work performance measures were used as the basis of the analyses. A series of studies
were conducted to compare the predictive performance of prediction equations that a)
were developed using either artificial neural networks or linear regression, and b)
differed with respect to the type and number of personality variables that were used as
predictors of work performance. Studies 1 and 2 compared the two methods using
individual personality variables that assess the broad constructs of the five-factor model
of personality. Studies 3 and 4 used combinations of these broad variables as the
predictors. Study 5 employed narrow personality variables that assess specific facets of
the broad constructs. Additional methodological contributions include the use of a
resampling procedure, the use of multiple measures of predictive performance, and the
comparison of two procedures for developing neural networks.
Across the studies, it was generally found that the neural networks were rarely
able to outperform the simpler linear regression equations, and this was attributed to the
lack of reliable nonlinearity and configurality in personality-work performance
relationships. However, the neural networks were able to outperform linear regression
in the few instances where there was some independent evidence of nonlinear or
configural relationships. Consequently, although the findings do not support the
usefulness of neural networks for specifically improving the effectiveness of personality
variables as predictors of work performance, in a broader sense they provide some
grounds for optimism for organisational researchers interested in applying this method
to investigate and exploit complex relationships among variables
Within-Person Variability in Performance
No full textUnderstanding individual performance at work is an important element in developing effective talent-management systems. Although research on individual performance has largely addressed between-person differences in performance, more recently, focus has been on within-person variability in performance. This chapter reviews the literature on within-person variability. A model of individual performance is presented that incorporates short-term and long-term within-person performance variability and individual differences. The benefits of the model as a framework for explaining individual performance are outlined, as are its implications for the conceptualization of talent and the development of talent-management systems. Specific talent-management practices with respect to employee assessment and employee motivation are discussed.</p
Within-person Effect of Ageing and Between-person Effect of Starting Age on Performance Trajectories
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The Multilevel Linkage Between Organizational Communication and Readiness for Change
No full textWhile change scholars have primarily studied readiness for change (RFC) as an individual attribute, in this paper, we examine RFC as a collective attribute and study collective RFC at two levels, namely, individual perceptions of collective RFC at the individual level and collective RFC at the group level. In addition, we identify organizational communication as a key antecedent. Our study contributes to the change research field by examining managerial (formal and informal) communication efforts and communication strength as a more nuanced conceptualization of organizational communication in explaining RFC across individuals and groups. Results from an experimental (N = 463 undergraduate students) and field study (N = 402 employees, 48 workgroups) reveal that formal and informal communication efforts explained individual perceptions of collective RFC. Notably, communication strength was positively associated with both individual perceptions of collective RFC and collective RFC. Our study offers several implications for theory and practice regarding the multilevel relationship between organizational communication and change attitudes.No Full Tex
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors
No full textResearch has focused on individuals’ beliefs about change when considering the antecedents of employee change readiness. Our study is unique as we identify beliefs and positive emotions about change as proximal antecedents of change readiness. In Study 1, a cross-sectional study of 252 government workers, measures of change beliefs, positive emotions about change and change readiness were developed and tested. Study 1 examined relationships between these constructs. In Study 2, we collected data at two time points separated by 3 months from 199 employees. Study 2 examined the direct and indirect relationships among change beliefs, positive emotions about change, change readiness and change-supportive behaviors. Structural equation modeling results provided support for the validity of our measures. In both studies, cognitive beliefs about change and positive emotions about change were significantly associated with change readiness. Study 2 provided support for indirect and direct relationships between change beliefs and positive emotions and change behaviors. An implication of this research is that failure to consider positive emotions about change means ignoring a key source of variation in change readiness. Practically, results suggest a need to develop both change beliefs and positive emotions about change to enhance employees’ change readiness and change-supportive behaviors.Full Tex
CONTINGENT BELIEFS AS PREDICTORS OF WITHIN-PERSON VARIATION IN CONSCIENTIOUSNESS AT WORK.
No full textThe article focuses on contingent beliefs that can predict the within-person variations of personality which affect conscientiousness in the workplace. Evaluation is based three psychological aspects of job performance which are task importance, task difficulty, and task urgency. The research methods used in this study include the experience sampling questionnaire and an analysis of the latent-state conscientiousness construct by hierarchical linear modeling. The author suggests that work behavior is related to personality function
Task-contingent conscientiousness as a unit of personality at work.
No full textThe present study examined the viability of incorporating task-contingent units into the study of personality at work, using conscientiousness as an illustrative example. We used experience-sampling data from 123 managers to show that (a) momentary conscientiousness at work is contingent on the difficulty and urgency demands of the tasks people are engaged in, (b) there are significant and stable differences between people in the extent to which their conscientiousness behaviors are contingent on task demands, and (c) individual differences in task-contingent conscientiousness are related to, though distinct from, individual differences in trait conscientiousness. We also provide evidence in relation to (a) need for cognition as a possible antecedent of task-contingent conscientiousness and (b) adaptive performance on a cognitive task as a possible consequence of it. We discuss the theoretical implications of our findings for the cognitive nature of personality and the way in which conscientiousness is expressed at work. Practical implications in relation to the predictive function of personality and applications that focus on behavioral change are also discussed
Organizational behavior science or scientism?
No full textThe belief that OB is more than a set of applied techniques and claims to it being a science rest primarily on the validity of the explanatory mechanisms used to explain how personal and situational factors influence outcomes of interest in organizations, such as job performance and citizenship. Within OB, explanatory mechanisms are typically referred to as mediators and are tested using mediation analysis. A review of mediation analyses over the past 25 years revealed the state of knowledge does not support claims to scientific status by OB. We argue that if OB is to achieve the scientific goal of understanding it needs to improve the validity of inferences about its explanatory mechanisms. We provide recommendations for achieving this aim
