Transcript Big Five - Dr Bailey

Do Personality Traits Affect the Job
Performance, and Ethical Judgment and
Decision Making of Accountants?
A Dissertation Proposal by
Shahriar M. Saadullah
Dissertation Committee:
Dr. Charles Bailey (Chair)
Dr. Zabihollah Rezaee
Dr. John Malloy
Dr. David Allen
Determinants of Performance
Motivation
Experience
Ability
Knowledge
Performance
Role of Personality Traits
Big Five
Personality Traits
Motivation
Experience
Ability
Knowledge
Performance
What is a Personality Trait?
“A relatively stable and
consistent behavior pattern…”
(Corsini 2002, Page 713)
The Big Five
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism
OCEAN
The Big Five
Openness
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Open minded
Breadth
Depth
Originality
Complexity of mental and experiential life
The Big Five
Conscientiousness
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Socially prescribed impulse control
Task- and goal- oriented behavior
Thinking before acting
Delaying gratification
Following norms and rules
Organizing and prioritizing tasks
The Big Five
Extraversion
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Energetic approach to the social and material world
Sociability
Activity
Assertiveness
Positive emotionality
The Big Five
Agreeableness
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Prosocial and communal orientation
Altruism
Tender-mindedness
Trust
Modesty
The Big Five
Neuroticism
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Emotional instability
Uneven-temperedness
Negative emotionality
Anxiousness
Nervousness
Sadness
Tenseness
When is Personality Important?
Situation
(Brief Duration & Little choice)
Person
(Extensive Duration &
Considerable choice)
٥ Cooper and Withey 2009
٥ Mischel 1986
٥ Others
٥ Allport 1937
٥ Carr and Kingsbury 1938
٥ Buss 1989
٥ Others
How does personality affect job performance?
Task
Selection
Personality
Traits
Performance
Types of Tasks (at CPA firm)
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Administrative
Advisory
Communication
Entrepreneurial
Human Resource
Leadership
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Learning (Training)
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Marketing
Mentoring
Supervisory
Teaching (Training)
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Technical
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Study #1
Conscientiousness
Study # 1
Conscientiousness
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Technical
Tasks
Study # 1
Conscientiousness
+
+
Technical
Tasks
+
Performance
Study #1
Conscientiousness
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Extraversion
_
+
Technical
Tasks
+
Performance
Study #1
Conscientiousness
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Extraversion
_
+
Technical
Tasks
+
Performance
+
+
Learning
(Training)
Study #1
Conscientiousness
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Extraversion
_
+
Technical
Tasks
+
Performance
+
Openness
+
+
+
Learning
(Training)
Study #2: Supervisor’s Effect on
Subordinate
Support
•
Abuse
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Performance
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Feedback
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Turnover
(Aquino et al. 1997; Becker and Kernan 2003; Brown et al. 2002; Eisenberger et
al. 2002; Gerstner and Day 1997; Harachiewicz and Larson 1986; Kacmar et al.
2003; Maertz et al. 2007, Rhoades and Eisenberger 2002; others)
Study #2
Openness
+
Support
Agreeableness
Neuroticism
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+
•
Abuse
•
Performance
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+
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Conscientiousness
Extraversion
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Feedback
Paper #3: Rest’s (1986) Four Component Model
of Ethical Behavior
I. Moral Sensitivity: Recognition
II. Moral Judgment: Ideal Action
III. Moral Motivation: Intention
IV. Moral Character: Follow through (integrity)
What
influences
this?
Study #3: Effects of Personality on Intention
Conscientiousness
Agreeableness
III. Moral Motivation: Intention
So What?
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Managing task selection to enhance performance
Matching the right accountants with the right tasks
Selecting the right supervisors to improve performance and lower
turnover
Minimizing unethical decision making
The End