A meta-analytic investigation into the moderating effects of situational strength on the conscientiousness-performance relationship

Debates about the utility of conscientiousness as a predictor of job performance have focused primarily on mean effect size estimates, despite theoretical and empirical reasons to expect variability across situations. The present study meta-analytically demonstrates that occupation-level situational...

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Published inJournal of organizational behavior Vol. 30; no. 8; pp. 1077 - 1102
Main Authors Meyer, Rustin D., Dalal, Reeshad S., Bonaccio, Silvia
Format Journal Article
LanguageEnglish
Published Chichester, UK John Wiley & Sons, Ltd 01.11.2009
John Wiley & Sons
Wiley Periodicals Inc
Subjects
Applied psychology
Conscientiousness
Correlation analysis
Hiring
Human performance technology
Industrial and organizational psychology
Job performance
Meta-analysis
Occupations
Organizational behavior
Personality psychology
Personality traits
Psychology
Studies
Task performance
Variability
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Summary:Debates about the utility of conscientiousness as a predictor of job performance have focused primarily on mean effect size estimates, despite theoretical and empirical reasons to expect variability across situations. The present study meta-analytically demonstrates that occupation-level situational strength is one important source of this variability. Consistent with theory, predicted uncorrected conscientiousness-performance correlations ranged from r=.09 to .23 (overall performance) and r=.06 to .18 (task performance), with stronger correlations observed in weak occupations. These results highlight the need for continued inquiry into the nature of situational strength, its impact on other predictor-outcome relationships, and the implications of these issues vis-à-vis theory and practice.
Bibliography:ark:/67375/WNG-LHB2MLCW-X
istex:8023CD427371EDD6606BD19A3EBE6669C8539652
ArticleID:JOB602
This manuscript is based on portions of the first author's master's thesis. An abbreviated version was awarded the 2005-2006 International Public Management Association Assessment Council's (IPMAAC) student paper of the year and was presented at their 2006 conference. Other portions were presented at the 2006 meeting of the Society for Industrial and Organizational Psychology (SIOP).
This manuscript is based on portions of the first author's master's thesis. An abbreviated version was awarded the 2005–2006 International Public Management Association Assessment Council's (IPMAAC) student paper of the year and was presented at their 2006 conference. Other portions were presented at the 2006 meeting of the Society for Industrial and Organizational Psychology (SIOP).
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ISSN:0894-3796
1099-1379
DOI:10.1002/job.602