Conscientious individuals are achievement oriented hard working dependable

Conscientious individuals are achievement oriented

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-Conscientious individuals are achievement oriented, hard-working, dependable, persistent, responsible, organized, careful, and reliable-Neurotic individuals are nervous, high strung, stress prone, moody, lack self-esteem, and are insecure-These personality dimensions are not related to each other or to intelligence; they are unique predictors-In addition to predicting performance, C and ES predict:oCitizenship behavior which contributes to the goals of the organization by contributing to its social and psychological environment (e.g., assisting co-workers who need help)oCounterproductive behavior which harms the well-being of the organization or its employees (e.g., violence, theft, racial slurs)oJob Satisfaction and turnoveroHow long you will live-A motivational explanation oAccording to goal-setting theory, the process of setting goals leads to greater performance because it directs effort and attentionoAccording to expectancy theory, higher performance occurs when employees believe their effort will lead to better performanceoAccording to self-efficacy, employees will perform better if they see themselves as competent, worthy, and confidentExceptionsIf the job requires extensive interpersonal interaction of a cooperative nature (i.e., teamwork), add agreeablenessIf the job requires interpersonal interaction that is competitive or requires persuasion or negotiation, being assertive, ambitious, energetic, and gregarious (i.e., sales), add extraversionIf the job requires employees to be flexible and adaptive to rapid changes frequently encountered at work (i.e., event planning), add openness to experienceStructured Interviews: -Interviews can accomplish the following goals:oIntroduce applicants and employersoAttract applicant interestoScreen out unsuitable candidatesoClarifying the rank order of finalists-Need to make a good joint decision- exchange accurate information that enables both applicants and organizations to make the best decisions given the alternatives available to each-Along with reference checks, interviews are the most common selection procedureoProblems:Interviewers often judge applicants’ suitability using implicitly held stereotypes about race, gender, age, or disability statusInterviewers weigh negative information about applicants more heavily than positive information
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Interviewers unconsciously consider personal qualities such as appearance or how similar they are to the candidateSequential evaluation and the number of openings can affect scoresoSolutionsUse three or four interviewers to independentlyevaluate each applicant and then average those ratingsIncrease structure in three areas:Question sophistication: Use question formats known to yield valid information (i.e., situational vs. behavioral)Question consistency: Ask the same questions in the same orderEvaluation standardization: Use the same numeric scoring procedures for rating all answers.
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