Prior Related Work Experience and Job Performance: Role of personality

Factors affecting job performance: an integrative review of literature

Purpose

Job performance is an important variable, which primarily affects outcomes at three levels: the micro level (i.e. the individual), the meso level (i.e. the group) and the macro level (i.e. the organisation). This paper aims to identify, analyse and synthesise factors that affect job performance.

Design/methodology/approach

Through an extensive integrative review of literature, this study identifies and classifies the factors that affect job performance. A synthesised model based on the schema of demands, resources and stressors is also developed.

Findings

The demands identified are grouped into physical, cognitive and affective. Stressors adversely affecting job performance are classified at an individual level, job level and family level. Finally, resources are classified at an individual level, job level, organisational level and social level.

Research limitations/implications

This review enhances the job demands-resources (JD-R) model to job demands-resources-stressors (JD-R-S) model by identifying a separate category of variables that are neither job demands nor resources, but still impede job performance.

Practical implications

The subgroups identified under demands, resources and stressors provide insights into job performance enhancement strategies, by changing, managing or optimising them.

Originality/value

This study helps in better understanding the factors that go on to impact job performance differentially, depending on the group to which they belong. It gives a holistic picture of factors affecting job performance, thereby integrating classifying and synthesising the vast literature on the topic.

The impact of personality and cognitive style of managers on their work types

Purpose

The purpose of this paper is to explore the relationships between the personality and cognitive styles of managers and different types of work.

Design/methodology/approach

The personality types and cognitive styles of managers were measured, respectively, with the help of the Big Five personality factors and Jung’s cognitive types. Different types of works in an organization were categorized in three ways: identity, institutional and integrative work. A survey questionnaire method was used to collect data from a sample of 107 managers from a diverse range of industries, and these data were used to test the hypotheses.

Findings

The study found that intuitive feeling and intuitive thinking types of cognitive styles are suitable for identity and integrative kinds of work, respectively. Openness to experience and conscientiousness positively correlate with identity work. For institutional work, conscientious personality trait is most important for managers; agreeableness has a negative impact on identity work and institutional work.

Practical implications

This study will assist recruitment and staffing professionals, when recruiting managers for an organization, and the paper should be interesting for readers in industry (professionals in HR, managerial career development and managerial competence audit and counseling) and academia (research scholars).

Originality/value

Analysis of theses relationship types is unavailable in the literature of leadership and organizational studies. It can help organizations utilize their human resources efficiently.

The impacts of leadership support and coworker support on employee creative behavior

Purpose

Previous research has emphasized how leadership style and collegial relationships can foster creativity in the workplace; in a related sense, understanding how support from leaders and coworkers affect the creativity process is critical too. Therefore, the purpose of this paper is to seek a deeper understanding of how leadership support and coworker support influence employee creativity.

Design/methodology/approach

A quantitative study was conducted among 299 employees working at eight organizations in a non-western country.

Findings

The results of this research revealed that both leadership support and coworker support exert positive influences on employee creativity, moderated by several additional variables. Specifically, employee engagement and tenure both strengthen the relationship of leadership support with employee creativity. Furthermore, individual creativity has a positive impact on job performance.

Research limitations/implications

These findings offer theoretical and practical implications, as well as directions for further research

Originality/value

This research examined the impacts of leadership support and coworker support on employee creative behavior and individual performance. To better understand the nature of these impacts, the authors introduced two moderators such as employee engagement and tenure. To the best of our knowledge, there are no empirical evidences regarding whether and how leadership support and coworker support interact with employee engagement and tenure to influence employee creative behavior and individual performance.

Linking the Big Five personality factors and career commitment dimensions

Purpose

The purpose of this paper is to investigate the relationship of the Big Five personality factors (extraversion, conscientiousness, agreeableness, emotional stability, and intellect/openness to experience) with career commitment measured in terms of three factors as career identity, career resilience, and career planning.

Design/methodology/approach

The study included 363 managers from public and private sector organizations in North India.

Findings

The authors found that in the Indian context, openness to experience/intellect is the Big Five personality dimension that acts as the significant predictor of all the three dimensions of career commitment (career identity, career resilience, and career planning). Further, conscientiousness was found as the significant predictor of only career identity, which indicated Indian managers who are focused identify well with their career line. In addition, the Big Five personality dimension of agreeableness was found to have a positive significant influence on career planning. From this, the authors inferred that tendency to get along well with others helps Indian managers in enhancing their career planning.

Originality/value

The study contributes to the existing literature on personality and careers in the South-Asian context.

The joint effects of personality and supervisory career mentoring in predicting occupational commitment

Purpose

– The purpose of this paper is to examine the joint effects of personality (agreeableness and conscientiousness) and perceived supervisory career mentoring (SCM) on occupational commitment (OC) in the Indian context. In addition, the role of SCM support as a predictor of OC was also analyzed.

Design/methodology/approach

– A cross-sectional survey-based research design was adopted using data from 121 employees of public and private sector organizations in North India.

Findings

– The results showed that the relationship between perceived SCM and OC was stronger for employees reporting high levels of agreeableness in contrast to low agreeableness. Further, perceived SCM support was observed as a significant predictor of OC in the Indian context.

Practical implications

– This study suggests that for fostering an occupationally committed workforce, it is critical for supervisory mentors to understand how to deal with employees of different personality traits. Further, supervisory mentors need to be trained and empowered to render vocational support to employees at all levels.

Originality/value

– The work advances the existing work on mentoring and vocational outcomes by demonstrating the crucial role of supervisory career support and personality interactions in predicting OC.

Relationships Between Emotional Stability, Psychosocial Mentoring Support and Career Resilience

This study empirically investigates the mediating role of psychosocial mentoring support on emotional stability personality disposition and career resilience relationship. In addition, this research also focuses on estimating the interrelationship between emotional stability, psychosocial mentoring support and career resilience. The results show substantive direct relations between emotional stability and psychosocial mentoring as well as between emotional stability and career resilience. Psychosocial mentoring is also seen as a significant predictor of career resilience. Further, it mediates partially the relationship between emotional stability personality and career resilience. Future and practical implications of research have also been provided.