Joseph A. Schmidt

Refining the Relationship between Personality and Subjective Well-Being.

Understanding subjective well-being (SWB) has historically been a core human endeavor and presently spans fields from management to mental health. Previous meta-analyses have indicated that personality traits are one of the best predictors. Still, these past results indicate only a moderate relationship, weaker than suggested by several lines of reasoning. This may be because of commensurability, where researchers have grouped together substantively disparate measures in their analyses. In this article, the authors review and address this problem directly, focusing on individual measures of personality (e.g., the Neuroticism-Extroversion-Openness Personality Inventory; P. T. Costa & R. R. McCrae, 1992) and categories of SWB (e.g., life satisfaction). In addition, the authors take a multivariate approach, assessing how much variance personality traits account for individually as well as together. Results indicate that different personality and SWB scales can be substantively different and that the relationship between the two is typically much larger (e.g., 4 times) than previous meta-analyses have indicated. Total SWB variance accounted for by personality can reach as high as 39% or 63% disattenuated. These results also speak to meta-analyses in general and the need to account for scale differences once a sufficient research base has been generated.

Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies

Abstract We tested relationships between employee quit rates and two bundles of human resource (HR) practices that reflect the different interests of the two parties involved in the employment relationship. To understand the boundary conditions for these effects, we examined an external contingency proposed to influence the exchange-based effects of HR practices on subsequent quit rates – the local industry-specific unemployment rate – and an internal contingency proposed to shape employees’ conceptualization of their exchange relationship – their employment status (i.e. full-time, part-time and temporary employment). Analyses of lagged data from over 200 Canadian establishments show that inducement HR practices (e.g. extensive benefits) and performance expectation HR practices (e.g. performance-based bonuses) had different effects on quit rates, and the former effect was moderated by unemployment rate. The effects of HR practices on quit rates did not differ between FT and PT employees, but a different pattern of main and interactive effects was found among temporary workers. These findings suggest that employees’ exchange-based decisions to leave may be less affected by the number of hours they expect to work each week, and more by the number of weeks they expect to work.

The effects of personality on job satisfaction and life satisfaction: A meta-analytic investigation accounting for bandwidth–fidelity and commensurability:

To what extent do employees’ personality traits shape their perceptions of job and life satisfaction? To answer this question, we conducted the largest meta-analysis on the topic to date, summarizing a total of 12,682 correlations among combinations of personality, job satisfaction and life satisfaction. We also sought to refine previous meta-analytic estimates by comparing the effects of personality facets to broad trait domains, while controlling for commensurability of personality measures. The results showed that the Big Five personality traits accounted for about 10% of the variance in job satisfaction, which in turn accounted for 13% of the variance in life satisfaction. Compared with the broad trait domains, personality facets typically accounted for twice as much variance in life satisfaction, with only a minor increase for job satisfaction, which contradicts the typical bandwidth–fidelity heuristic. The results also provided support for a trickle-down or top-down effect, where dispositions affect perceptions of life satisfaction, which then influenced the more specific subdomain of job satisfaction. The results have important implications for researchers and practitioners, suggesting that information is lost when personality facets are overlooked, and that educational and workplace interventions could enhance perceptions of satisfaction for those prone to lower levels of subjective well-being.

Making Stronger Causal Inferences: Accounting for Selection Bias in Associations Between High Performance Work Systems, Leadership, and Employee and Customer Satisfaction

We develop competing hypotheses about the relationship between high performance work systems (HPWS) with employee and customer satisfaction. Drawing on 8 years of employee and customer survey data from a financial services firm, we used a recently developed empirical technique—covariate balanced propensity score (CBPS) weighting—to examine if the proposed relationships between HPWS and satisfaction outcomes can be explained by reverse causality, selection effects, or commonly omitted variables such as leadership behavior. The results provide support for leader behaviors as a primary driver of customer satisfaction, rather than HPWS, and also suggest that the problem of reverse causality requires additional attention in future human resource (HR) systems research. Model comparisons suggest that the estimates and conclusions vary across CBPS, meta-analytic, cross-sectional, and time-lagged models (with and without a lagged dependent variable as a control). We highlight the theoretical and methodological implications of the findings for HR systems research.

A Longitudinal Study of the Antecedents and Consequences of Collective Personality

In this study, we explored the development and relevance of collective personality to group effectiveness. To this end, we followed a sample of 94 newly formed groups over a 4-month period. First, the results showed support for the emergence of a Big Five structure of collective personality over time. This factor structure appeared to be well developed sometime between 2 and 3 months after group formation. Second, many group personality composition variables were significant antecedents of corresponding collective traits over time. Third, collective Conscientiousness, Agreeableness, and Emotional Stability predicted group task performance, group social loafing, and group task conflict, after controlling for group personality composition and group ability composition. These findings highlight the potential usefulness of collective personality traits in understanding group outcomes.