Predicting the form and direction of work role performance from the Big 5 model of personality traits
Article first published online: 26 JAN 2011
Copyright © 2011 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 33, Issue 2, pages 175–192, February 2012
How to Cite
Neal, A., Yeo, G., Koy, A. and Xiao, T. (2012), Predicting the form and direction of work role performance from the Big 5 model of personality traits. J. Organiz. Behav., 33: 175–192. doi: 10.1002/job.742
- Issue published online: 9 JAN 2012
- Article first published online: 26 JAN 2011
- Manuscript Accepted: 30 NOV 2010
- Manuscript Revised: 22 NOV 2010
- Manuscript Received: 10 SEP 2009
- job performance;
- work roles;
This research examined the prediction of the form and direction of work role performance from the Big 5 model of personality traits. Nine dimensions of work role performance are created by cross-classifying the form of work role behavior (proficient, adaptive, and proactive) with the level at which that behavior contributes to effectiveness (individual, team, and organizational). The authors collected self-report measurements of personality from 1447 government employees and supervisor ratings of performance. Openness to experience and agreeableness had opposing effects on individual proactivity – openness was positively related, whereas agreeableness was negatively related to this dimension. Openness to experience also had opposing effects on the form of work role performance – it was positively related to individual and organizational proactivity but negatively related to team and organizational proficiency. Conscientiousness was a stronger predictor of individual task proficiency than the remaining eight dimensions, whereas the reverse was true for neuroticism. Extraversion was negatively related to individual proficiency. Using a broad taxonomy of performance that incorporates a theoretical framework for distinguishing between constructs shows promise for identifying which personality traits are important for which aspects of work role performance. Copyright © 2011 John Wiley & Sons, Ltd.