Handbook of Principles of Organizational Behavior - Soltanieh ...

34 MURRAY R. BARRICK AND MICHAEL K. MOUNT
and general task proficiency (core technical proficiency and general soldiering profi ciency),
whereas the personality composites, particularly those traits measuring conscientiousness
and emotional stability, were the best predictors of giving extra effort and leadership,
exhibiting personal discipline, and physical fitness and military bearing. The study also
illustrated the incremental validity contributed by other predictors over intelligence. The
greatest amount of incremental validity over intelligence was generated by the personality
measures, especially when predicting effort and leadership, personal discipline, and physical
fitness and military bearing. These results show the generalizable value of using conscientiousness
and emotional stability for purposes of selection.
CONCLUSION
The general principle in this chapter is that organizations should select employees
based on their conscientiousness and emotional stability. A subprinciple is that
organizations should also select on agreeableness, extraversion, or openness to experience
when they have been shown to be relevant for specific criteria or requirements
of the job. Hiring applicants who are more intelligent (see Chapter 1 ) will
result in employees who are capable of acquiring more work- related facts and principles
as well as greater procedural knowledge and skill. This contributes to job success,
particularly on the core substantive or technical tasks central to the job. But
hiring smart people is not enough. Hiring applicants who are more conscientious
and emotionally stable will result in employees who have a stronger work ethic –
they are predisposed to exert greater effort at work, to persist at work for a longer
period of time, and to cope more effectively. In addition, these employees are likely
to be better team players and are more collaborative – they are better citizens, and
are more responsible and helpful to others at work. Further, they are less likely to
engage in counterproductive behaviors at work. They also have more positive attitudes
about work and life in general and lead healthier lifestyles, which leads to
increased work productivity and reduced health care costs. In conclusion, hiring
people who work smarter (select on intelligence), and who work harder and cope
better (select on conscientiousness and emotional stability), will lead to increased
individual productivity which in turn will lead to increased organizational effectiveness
every single day the person (reliably) shows up to work.
REFERENCES
Are they really ready to work? Employers’ perspectives on the basic knowledge and applied
skills of new entrants to the 21st century US workforce (2006). Collaborative study by The
Conference Board, Partnership for 21st Century Skills, Corporate Voices for Working
Families and the Society for Human Resource Management.
Barrick , M. R. , and Mount , M. K. ( 1991 ). The Big Five personality dimensions and job performance:
a meta - analysis . Personnel Psychology, 44 , 1–26 .
Barrick , M. R. , and Mount , M. K. ( 1996 ). Effects of impression management and self ­
deception on the predictive validity of personality constructs. Journal of Applied Psychology,
81 , 261–272 .