Practical Critique
Workplace deviance/counterproductive workplace behaviour/justice perceptions/goldbricking/cyberfloating
Motivation
Job Satisfaction
Organisational Citizenship
Group cohesion and high performance work teams
Motivation:
A study of sales representatives conducted by Barrick, Stewart and Piotrowski, 2002 has defined two unique aspects of motivation: status striving and accomplishment striving, recording positive correlations with extraversion and conscientiousness variables respectively. Both subsets of motivation directly affect sales performance although the data implies that the accomplishment striving factor results in improved performance only indirectly, accompanied by a status striving variable. The study has been criticised for its sole reliance on participants drawn from sales representatives. Such a narrow band of individuals may be expected to show extraverted behaviour given the arguable necessity of such behaviour in ensuring success. Recruitment of sales representatives is dominated by a focus on selecting extraverted individuals and as such, the generality of the study regarding a correlation between the FFM and job performance is questionable.
Job satisfaction:
Workplace Deviance and counterproductive workplace behaviour (include in this Buckner’s excessive use of technology study):
Organisational commitment:
Organisational citizenship:
Sean P. Neubert’s study, “The Five-Factor Model of Personality in the Workplace” posited and upheld a large correlation (Size of correlation?) between elements of the five-factor model (which?) and job performance.
Problem Behaviour and Deviance
The Five Factor Model of personality and employees’ excessive use of technology (Buckner, John E. : Castille, Christopher M. ; Sheets, Tilman L.) Computers in Human Behaviour, 2012, Vol. 28(5), pp. 1947-1953 [Peer Reviewed Journal] This study explored personality, through use of the five-factor model (FFM), and problem and...