Organizational Psychology Research paper
The Application of the Big Five Model In HR Practice
Jackie BO YU
Advisor: Prof. Rakesh Mittal
New York Institute of Technology
This research paper gives a brief introduction of the big five model and applies it into real business work place. Personality has a big influence on how an employee thinks, feels, and behaves when working. As employers or human resource managers, they can analyze employees’ behaviors and performance to distinguish the personality of them. Keywords: application, performance, recruitment, motivation.
Introduction of the big five model.
The Big Five model describes and categorizes different personalities into five different traits: Extraversion, Neuroticism, Agreeableness, Conscientiousness and Openness to Experience. Extraversion is a personality trait that predisposes individuals to experience positive emotional states and feel good about the world around them. (Jennifer M. George, 2012) Extraverts are sociable, affectionate, and friendly. They are more likely than introverts to experience positive moods, are satisfied with their jobs and generally feel good about the organization. Neuroticism reflects people’s tendencies to experience negative emotional states, feel distressed, and generally view themselves and the world around them negatively. Individuals who are high on neuroticism always feel distressed and have negative moods at work. Agreeableness is the trait that tends to get along well with others. This type of people trusts their colleagues all the time and is always like a team player. Conscientiousness is the extent to which an individual is careful, scrupulous and persevering. People in this type are organized and have a lot of self-discipline. Openness to Experience is the extent to which an individual is original, have broad interests, and is willing to take risks. People in this type are good at making difficult decisions in uncertain times. (Atkinson & Richard C. Atkinson, 2000)
Performance in the Workplace
Job performance and personality (as measured in the five-factor model) are closely related. Being absent from work or working as a team are correlates of personality that has a direct effect on whether one will succeed in the workplace, and they are strongly correlated with the Big Five Model. Absenteeism
Job absence is a job performance and also a problem for company that costs a lot. 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, 1997) The results of the 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. (Judge T. A., 2002)Combining the results of these two studies suggests that conscientiousness has a positive relationship with job absence. Teamwork and Leadership
Oftentimes in the workplace the ability to be a team player is valued. Recent research has suggested that conscientiousness, extraversion, and agreeableness are all related to cooperative behavior. 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. (Lim, 2004) 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...
References: 1. Jennifer M. George, Gareth R. Jones, 2012 “Understanding and Managing Organizational Behavior”.
2. Atkinson, Rita, L.; Richard C. Atkinson, Edward E. Smith, Daryl J. Bem, & Susan Nolen-Hoeksema (2000). Hilgard 's Introduction to Psychology (13 ed.). Orlando, Florida: Harcourt College Publishers. p. 437.
3. 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.
4. 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.
5. 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.
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