Beruflich Dokumente
Kultur Dokumente
C. Jayan
Calicut University, Calicut
of action and performance (Goleman, 1995). that certain personality dimensions (like
A closely related stream of research has conscientiousness) significantly predict job
focused on explaining and predicting the performance.
outcomes of job behaviours and attitudes in Job related attitudes play a major role in
various occupations. The emphasis is that EI shaping the work behaviours of managers in
predicts better performance (Jac, 1997; organisations. Lynn et al.(1990) have
Sitarenois, 1998). Sergio (2001) has found developed a theoretical model to describe the
that mental ability and emotional intelligence differential relationship that organisational
were associated with job performance rating. attitudes (organizational commitment and
Cavallro and Brienza (2002), Slaski and Cart satisfaction) and Job attitudes (Job involvement
Wright (2002) and Zeider et al. (2004) have and satisfaction) have with several behaviour
also demonstrated higher EI as having better intentions (turnover, absenteeism and
management performance. performance). Many researchers agree that
Type A personalities have emotions and job attitude has a positive impact on
behaviours characterized by ambitiousness, performance (e.g., Wright et al. 1993; Mishra
aggressiveness, competitiveness, impatience, and Gupta, 1994; Gable and Dangello, 1994;
sense of time urgency, goal directedness Hussain and Islam, 1999; Hossain, 2000;
without proper planning, and polyphasic Manikandan, 2002). Paterson et al. (1990) and
behaviour (Robert et al.). Type A behaviours Shawkat Ahmed and Asma (1999) have shows
include 4 domains: (i) An intense sense of time positive relationship between job involvement
urgency, which refers to a constant struggle and performance; and job involvement may be
with time, including impatience with delays and a potential predictor of performance and
unproductive time; (ii) inappropriate related behaviours.
aggression/hostility, refers to easily aroused A number of research studies have
anger; (iii) polyphasic behaviours, which refers demonstrated significant relationship between
to the tendency to take up two or more tasks organisational commitment and performance
simultaneously at inappropriate times. It (Wiener and Vardi, 1980; Reddy, 1985; Mayer
usually results in wasted time due to inability et al., 1989; Shore and Martina, 1989; Rai and
to complete the tasks; and (iv) goal Sinha, 2000; Angel and Lawson,1994; Thomas
directedness without proper planning, which and Douglaus, 2002). Riketta (2002) has noted
refers to the tendency of an individual to rush a positive relation between attitudinal
into work without really knowing how to organisational commitment and job
accomplish the desired result. performance, and identified moderators of this
Interest in the role of personality in work correlation. Research conducted within this
and organizational behaviour has increased framework has indicated that commitment is
over recent years. To a large extent this is not only a predictor of employee retention
due to the emergence of the Big Five (Porter,1974; Koch and Steers, 1978) but may
taxonomy for personality structure. As far as also be a predictor of employee effort and
individual work performance is concerned, performance (Mowday, 1974 and 1979; Robert
several studies exploring the role of personality et al.,1997; Manikandan, 2002).
have shown that certain personality variables Job satisfaction and performance
(like extraversion, agreeableness, relationship has been investigated by many
conscientiousness, emotional stability and researchers (Brayfield and Crokett, 1955;
openness to experience) are associated with Vroom, 1964; Hackman and Oldham, 1975;
job performance. Callinan (1998), Andrew et Locke, 1976; Khaleque, 1979; Orpen, 1985;
al. (1998) and Lagrange and Roodt (2001) find Slocem, 1990; Haque, 1992; Hossain and Miah,
C. Jayan 137
and handed over the 3 tests along with self variables capable of predicting job preference.
rating scale. They were requested to read all Table 1 presents the means and the standard
the statements carefully and answer them deviations of the variables used in the study
honestly. Co-worker rating and superior rating and also the correlation coefficient between
were obtained from their immediate co-workers the criterion variable and each of the predictor
and superiors. variables. Table II indicates other statistics, viz.,
Results and Discussion Multiple R, F-value, R 2 , Co-efficient of
determination along with t values and Beta. A
The Step-wise regression analysis, used summary of the successive Rs, increase in R,
to determine the efficacy of predictor variables percentage variance and increase in
on criterion variable, yields seven significant percentage variation are given in Table III.
Note: As the partial regression coefficients were not significant from the step No.7, the further
details were not given. *** - Significant at 0.001 level; ** Significant at 0.01 level, * Significant at
0.05 level. IV - Independent Variable; R - Multiple Correlation; SE - Standard Error; B Partial
regression coefficient; b - beta coefficient.
140 Predictors of Job Performance
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