Personality and Job Performance

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MSC HUMAN RESOURCE MANAGEMENT MANAGEMENT OF HUMAN RESOURCE COURSEWORK: “THERE IS A RARELY AGREEMENT ON THE ATTRIBUTES OF THE ‘IDEAL MANAGER’. HOW MIGHT THE HR FUNCTION HELP TO ENSURE THAT COMPETENT MANAGERS ARE IN PLACE” NAME: URN: WORD COUNT: 1,040 Introduction An ideal manager is crucial for the success of an organization. However, there is rarely agreement on the attributes of the ideal manager. This paper aims to explore the work personalities of the ideal manager and the relationship between personalities and job performance. Then this paper endeavors to explain how the HR function help to ensure that ideal managers are in place. Theory According to American Psychological Association, personality refers to individual differences in characteristics patterns of thinking, feeling and behaving. For decades, scholars and researchers have debated whether the personality traits are meaningful predictors of competent leader emergence (Judge, Bono, Ilies, & Gerhardt, 2000; Lord, DeVader, & Alliger,1986; Zaccaro, 2007). The Five-Factor Model of personality has been viewed as the unified framework of personality ((De Raad, 2000).The structure of Five- Factor Model (FFM) consists of openness, conscientiousness, extroversion, agreeableness, and neuroticism. The framework of FFM can be used to predict the personality of the ideal leader. Agreeableness refers to a tendency to be cooperative, polite, trusting and eager to help others (Costa & McCrae, 1992). Individuals high on agreeableness are more likely to help others (Jensen-Campbell & Graziano, 2001), and this trait is a key composition of a successful leadership. Judge and Bono (2000) reported that agreeableness is the most strongly associated with idealized leadership. Conscientiousness is the best indicator of performance in work place (Barrick & Mount, 1991). Individuals

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