Stephen A. Woods

Measuring the Big Five with single items using a bipolar response scale

The convergence on the Big Five in personality theory has produced a demand for efficient yet psychometrically sound measures. Therefore, five single‐item measures, using bipolar response scales, were constructed to measure the Big Five and evaluated in terms of their convergent and off‐diagonal divergent properties, their pattern of criterion correlations and their reliability when compared with four longer Big Five measures. In a combined sample (N = 791) the Single‐Item Measures of Personality (SIMP) demonstrated a mean convergence of r = 0.61 with the longer scales. The SIMP also demonstrated acceptable reliability, self–other accuracy, and divergent correlations, and a closely similar pattern of criterion correlations when compared with the longer scales. It is concluded that the SIMP offer a reasonable alternative to longer scales, balancing the demands of brevity versus reliability and validity. Copyright

Sense of coherence and diabetes: A prospective occupational cohort study

BackgroundSense of coherence (SOC) is an individual characteristic related to a positive life orientation leading to effective coping. A weak SOC has been associated with indicators of general morbidity and mortality. However, the relationship between SOC and diabetes has not been studied in prospective design. The present study prospectively examined the relationship between a weak SOC and the incidence of diabetes.MethodsThe relationship between a weak SOC and the incidence of diabetes was investigated among 5827 Finnish male employees aged 18–65 at baseline (1986). SOC was measured by questionnaire survey at baseline. Data on prescription diabetes drugs from 1987 to 2004 were obtained from the Drug Imbursement Register held by the Social Insurance Institution.ResultsDuring the follow-up, 313 cases of diabetes were recorded. A weak SOC was associated with a 46% higher risk of diabetes in participants who had been =<50 years of age on entry into the study. This association was independent of age, education, marital status, psychological distress, self-rated health, smoking status, binge drinking and physical activity. No similar association was observed in older employees.ConclusionThe results suggest that besides focusing on well-known risk factors for diabetes, strengthening SOC in employees of =<50 years of age can also play a role in attempts to tackle increasing rates of diabetes.

Predicting adult occupational environments from gender and childhood personality traits.

To test aspects of a theory of the role of personality and gender on the development of vocational interests and their subsequent effects on adult occupational choices, the authors of this study examined associations among childhood personality traits, gender, and occupational environments more than 40 years later. Participants (N = 587) were assessed on the Big Five by their teachers when the participants were between 6 and 12 years old. In middle-age (late 40s), the participants reported their occupation. Hollands (1997) RIASEC vocational types (Realistic, Investigative, Artistic, Social, Enterprising, Conventional) were used to characterize the job environments of reported occupations. Childhood Openness/Intellect and Conscientiousness, but no other Big Five traits, were associated with occupational environments. For the most strongly sex-typed work environments, associations with Openness/Intellect were moderated by gender. These findings suggest that the roots of the strongest gender-stereotyping effects in occupations may be found not only in the social factors associated with gender but also in the individual differences of children related to Openness/Intellect.

Managing diversity in organizations: An integrative model and agenda for future research

The literature on policies, procedures, and practices of diversity management in organizations is currently fragmented and often contradictory in highlighting what is effective diversity management, and which organizational and societal factors facilitate or hinder its implementation. In order to provide a comprehensive and cohesive view of diversity management in organizations, we develop a multilevel model informed by the social identity approach that explains, on the basis of a work motivation logic, the processes by, and the conditions under which employee dissimilarity within diverse work groups is related to innovation, effectiveness, and well-being. Building on this new model, we then identify those work group factors (e.g., climate for inclusion and supervisory leadership), organizational factors (e.g., diversity management policies and procedures, and top managements diversity beliefs), and societal factors (e.g., legislation, socioeconomic situation, and culture) that are likely to contribute to the effective management of diversity in organizations. In our discussion of the theoretical implications of the proposed model, we offer a set of propositions to serve as a guide for future research. We conclude with a discussion of possible limitations of the model and practical implications for managing diversity in organizations.

Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?

Summary To account for the double‐edged nature of demographic workplace diversity (i.e,. relational demography, work group diversity, and organizational diversity) effects on social integration, performance, and well‐being‐related variables, research has moved away from simple main effect approaches and started examining variables that moderate these effects. While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work. Using the Categorization‐Elaboration Model as our theoretical lens, we review variables moderating the effects of workplace diversity on social integration, performance, and well‐being outcomes, focusing on factors that organizations and managers have control over (i.e., strategy, unit design, human resource, leadership, climate/culture, and individual differences). We point out avenues for future research and conclude with practical implications.

A survey of UK selection practices across different organization sizes and industry sectors

This paper presents results of a study examining the methods used to select employees in 579 UK organizations representing a range of different organization sizes and industry sectors. Overall, a smaller proportion of organizations in this sample reported using formalized methods (e.g., assessment centres) than informal methods (e.g., unstructured interviews). The curriculum vitae (CVs) was the most commonly used selection method, followed by the traditional triad of application form, interviews, and references. Findings also indicated that the use of different selection methods was similar in both large organizations and small-to-medium-sized enterprises. Differences were found across industry sector with public and voluntary sectors being more likely to use formalized techniques (e.g., application forms rather than CVs and structured rather than unstructured interviews). The results are discussed in relation to their implications, both in terms of practice and future research.

Higher-Order Factor Structures and Intercorrelations of the 16PF5 and FIRO-B

This study investigated the intercorrelations and the independent and combined factor structures of the Sixteen Personality Factor Questionnaire Fifth Edition (16PF5) and the Fundamental Interpersonal Orientation-Behaviour Scale (FIRO-B). Four thousand four hundred and fourteen U.S. participants completed these measures as part of executive assessments between 1994 and 2003. Exploratory factor analyses supported the five-factor higher-order structure of the 16PF5; however, the three-component structure for the FIRO-B was not supported. A six-factor structure was found to underlie the variance in the measures in combination. Five of these were close to the 16PF5 higher-order structure, but a sixth factor labelled Social Independence also emerged. This new factor consisted of the 16PF5 primaries of Liveliness and Social Boldness, and the FIRO-B Wanted Control scale.

Toward a Periodic Table of Personality: Mapping Personality Scales Between the Five-Factor Model and the Circumplex Model

In this study, we examine the structures of 10 personality inventories (PIs) widely used for personnel assessment by mapping the scales of PIs to the lexical Big Five circumplex model resulting in a Periodic Table of Personality. Correlations between 273 scales from 10 internationally popular PIs with independent markers of the lexical Big Five are reported, based on data from samples in 2 countries (United Kingdom, N = 286; United States, N = 1,046), permitting us to map these scales onto the Abridged Big Five Dimensional Circumplex model (Hofstee, de Raad, & Goldberg, 1992). Emerging from our findings we propose a common facet framework derived from the scales of the PIs in our study. These results provide important insights into the literature on criterion-related validity of personality traits, and enable researchers and practitioners to understand how different PI scales converge and diverge and how compound PI scales may be constructed or replicated. Implications for research and practice are considered.

Personality and Occupational Specialty: An Examination of Medical Specialties using Holland’s RIASEC Model

Purpose – The purpose of this paper is to re-examine the role of personality in occupational specialty choice, to better understand how and in what ways personality traits might influence vocational development after a person has chosen a career. Design/methodology/approach – The study tested hypotheses in a sample of UK medical students, each of whom had chosen their specialty pathway, and completed a measure of the Big Five personality traits. Associations of the junior doctor’s Big Five personality traits with the Holland’s realistic, investigative, artistic, social, enterprising, conventional (RIASEC) profiles of their medical specialty selections (derived from the O*NET database) were examined. Findings – Findings provided good support for the hypotheses. Junior doctors’ agreeableness (with social) and neuroticism (with realistic, artistic and enterprising) were the main predictors of the RIASEC profiles of their specialty selections. Research limitations/implications – The findings suggest that pers...

Examining conscientiousness as a key resource in resisting email interruptions: Implications for volatile resources and goal achievement

Within the context of the conservation of resources model, when a resource is deployed, it is depleted – albeit temporarily. However, when a ‘key’, stable resource, such as Conscientiousness, is activated (e.g., using a self‐control strategy, such as resisting an email interruption), we predicted that (1) another, more volatile resource (affective well‐being) would be impacted and that (2) this strategy would be deployed as a trade‐off, allowing one to satisfy task goals, at the expense of well‐being goals. We conducted an experience‐sampling field study with 52 email‐users dealing with their normal email as it interrupted them over the course of a half‐day period. This amounted to a total of 376 email reported across the sample. Results were analysed using random coefficient hierarchical linear modelling and included cross‐level interactions for Conscientiousness with strategy and well‐being. Our first prediction was supported – deploying the stable, key resource of Conscientiousness depletes the volatile, fluctuating resource of affective well‐being. However, our second prediction was not fully realized. Although resisting or avoiding an email interruption was perceived to hinder well‐being goal achievement by Conscientious people, it had neither a positive nor negative impact on task goal achievement. Implications for theory and practice are discussed. Practitioner points It may be necessary for highly Conscientious people to turn off their email interruption alerts at work, in order to avoid the strain that results from an activation‐resistance mechanism afforded by the arrival of a new email. Deploying key resources means that volatile resources may be differentially spent, depending on ones natural tendencies and how these interact with the work task and context. This suggests that the relationship between demands and resources is not always direct and predictable. Practitioners may wish to appraise the strategies they use to deal with demands such as email at work, to identify if these strategies are assisting with task or well‐being goal achievement, or whether they have become defunct through automation.