We use cookies to give you the best experience possible. By continuing we’ll assume you’re on board with our cookie policy

The field of human resources has evolved over the period of time by broadening its scope and breadth of its activities. Job performance is also one such activity which clearly relates to ensuring that the overall organizational performance remains within the expected levels. As such it is therefore critical that at the time of hiring an individual, his or her personal characteristics shall be matched with the expected job performance level. However, there is a very longstanding debate regarding whether the personality of the job incumbent has a relationship with the job performance or not.

Various studies in this regard however, showed empirical results which do not directly support the proposition that a job applicant’s personal attributes are best indicators of the future job performance. Various studies indicate however, conflicting evidence regarding the relationship between the personal characteristics of the individual and the job performance. One study conducted by Nikolaou (2003) indicates no empirical relationship between the two variables. (Nikolaou 2003).


Another study indicated the contextual relationship between the two variables as it was empirically found out that the personality is largely related with the contextual performance of the individuals and as such does not directly result into the improved job performance. (Jennifer, et al. 2003). Anther study indicated that there is a no direct empirical relationship between the job performance and the personal characteristics of the individuals and as such the personal characteristics do not contribute towards the job redesign process.

(Thomas, Buboltz and Winkelspecht 2004). The above empirical evidence therefore strongly indicates that the proposition that the future job performance is largely dependent on the personal attributes of the job applicant may not be wholly correct or rational and as such the advantages of such proposition may be limited. Bibliography 1. Nikolaou, Ioannis. “Fitting the person to the organisation: examining the personality-job performance relationship from a new perspective.

” Journal of Managerial Psychology 18, no. 7 (2003): 639 – 648. 2. P, Jennifer, , Daniel J. Bott, Scott A Svyantek, and , David S. Bernal Goodman. “EXPANDING THE PERFORMANCE DOMAIN: WHO SAYS NICE GUYS FINISH LAST? ” International Journal of Organizational Analysis 11, no. 2 (2003): 137 – 152. 3. Thomas, Adrian, , Walter C Buboltz, and Christopher S. Winkelspecht. “OB CHARACTERISTICS AND PERSONALITY AS PREDICTORS OF JOB SATISFACTION. ” International Journal of Organizational Analysis 12, no. 2 (2004): 205-219.

Share this Post!

Send a Comment

Your email address will not be published.