The paper "Personality Is a Key Factor in Determining How Well and Employee Will Perform Their Job" is a wonderful example of a literature review on human resources. Personality comprises of behavioral patterns, thoughts and relatively stable feelings of a person (Larson et. al., 2013). People are different and therefore they possess unique personality that differentiates one person from the other (Larson et. al., 2013). Understanding someone’ s personality help people in management to manage people well and help in placing people into various jobs (Luthans et. al, 2008). Employee performance plays an important role in the success of any organization.
For an organization to emerge successful in a competitive work environment, it must understand the employee perception towards the tasks assigned and how it affects their level of performance (Kohoe, & , Wright, 2013). According to Davis, & , Damary (2012), employee’ s personality influences his behavior, motivation and cognition. Personality and Job Performance Personality comprises of behavioral patterns, thoughts and relatively stable feelings of a person (Luthans et. al, 2008). A good employee performance is important to both the employee and the organization since the organization growth and development depends on the employee’ s commitment innovative and creativity (Larson et.
al. , 2013). Job performance entails accomplishment of responsibilities or task assigned and contribution to the organization objectives including attitude, actions, behavior and way of performance towards completion of the responsibility or work assigned. High performance is attributed to good attitude, personality, and behavior at workplace (Kohoe, & , Wright, 2013). According to Larson et. al., (2013), the ability of an employee affects the level of his job performance. He also argued that employee performance is because of factors such as personality, abilities, experience, knowledge and skills.
Most researchers agree that employee performance is affected by big five factors of personality. Kohoe, & , Wright, (2013) also argue that personality ha a specific role in the level of employee performance.
Alkahtani, A. H., Abu-Jarad, I., Sulaiman, M., Nikbin, D. (2011). The Impact of Personality and Leadership Styles on Leading Change Capability of Malaysian Managers. Australian Journal of Business and Management Research Vol.1 No.2, pp.70-99
Arthur, W., Bell, S. T., Villado, A. J., & Doverspike, D. (2006). The use of person-organization fit in employment decision making: An assessment of its criterion-related validity.Journal of Applied Psychology, 91, 786–801.
Chen, Z. H. (2013). The relationships among Job performance, personality, competence and customer loyalty - A case study of car salesperson. [Online] Available from: http://www.wseas.us/e-library/conferences/2013/Morioka/ISMA/ISMA-09.pdf [Accessed: 3 April 2017]
Davis M, &, Damary S (2012) The Influence of personality Dimensions on Organizational Performance. International Journal of Humanities and Social Science 2: 184-194
Kohoe, R.R., &, Wright, P.M., (2013), The Impact of High-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, Vol. 39(2), pp. 366-391
Larson, M. D., Norman, S. M., Hughes, L. W., Avey, J. B. (2013) Psychological Capital: A New Lens for Understanding Employee Fit and Attitudes. International Journal of Leadership Studies. 8 (1). pp. 28-43.
Luthans, F., Norman, S. M., Avolio, B. J., Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate – employee performance relationship. Journal of Organizational Behavior. 29 (2). pp. 219-238.
Medlin, B. (2010) Bella’s: a case study in organizational behavior. Journal of Business Cases & Applications. 4. p. 1-11.
Parks, K. M., & Steelman, L. A. (2008). Organizational wellness programs: A meta-analysis. Journal of Occupational and Organizational Psychology, 13, 58–68.
Sarwar, S., &, Abugre, J. (2013). The Influence of Rewards and Job Satisfaction on Employees in the Service Industry. The Business & Management Review, 3 (2). pp. 22-32.