Ability Job Fit

Ability ruminate departWhat is more likely to lead to gamey sue achievement a gybe in the midst of office- conjecture or mingled with personality-organisation?IntroductionThe aim of this assignment is to construct an argument to support the offer, that Performance- brass fit is more important over Ability- business line fit, for higher chore cognitive operation. mountain chain and DefinitionsThe scope of the assessment covers only the area of high work performance related to ability-personal credit line and personality-organization, using proven research and theoretical information from a all-embracing range of articles and journals that are relatively current and authentic.Accordingly, both surmisal and empirical research, drawn from thorough literature review are used to analyse, substantiate and fold spirit-Organization shall to lead to higher work performanceIn this paper, Work performance is broadly viewed as Contextual performance behaviour, counter productive work behaviour, cloak personal facilitation and proletariat performance.Background InformationGlobalization and its effects have led organizations into unchartered territories. As institutions valiantly campaign to thrive in an incessantly demanding atmosphere, the identification of critical resources is paramount to any organization. The single most important factor that is signifi nookiet to any organization is its human capital. The success or reverse of an organization can be largely attributed to its human resources. Thus making it directly related to their work performance.The senior executives of most organizations view people and work force related issues as a critical competitive differentiator and one of their top agenda items. This sentiment is evident in the survey conducted by Accenture in their 2006 Edition of the Accenture High-Performance Workforce Study, in which attracting and retaining skilled staff and developing talented leaders were cited by the executives as critical factors in achieving high performance (Accenture Consulting, 2006).High Work PerformanceIn an organizational context high work performance is defined as an employee (or group of employees) at any direct or functions that is focused on the right priorities and understand that they are accountable for delivering strong results. They are energized, engaged and perfectly positioned to give their best by transcend or far exceeding their Key Performance Indicators (KPIs).Ability Job commensurateAbility- course fit can be defined as the fit between the abilities of a person and the demands of a billet, or the desires of a person and the attributes of a job (Sekiguchi, 2004).Personality Organization totalPersonality-Organization is defined as the compatibility between a person and the organization, emphasizing the extent to which a person and the organization share similar fundamental characteristics and/or meet individually some others needs (Kristof, 1996).Ability J ob Fit for High PerformanceAccording to the literature on practical job previews, correct and practical job information enables applicants to review the degree of affinity between their knowledge, skills and abilities (KSAs) and the job necessities. Applicants who identify a match between the job requirements and their KSAs are likely to stay in selection and accept the job offer. The canonical assumption of the theory is that applicants personal assessments play an important part in initial attraction, to remain in the selection procedure and finally in job acceptance decision. investigate also supports that natural fit is the better predictor of hiring outcomes and applicant attitudes than the objective fit (Carless, 2005).Ability-Job fit assessmentIf you are a job seeker, you might non be considering the importance of ability job-fit, but this fit is critical. As research suggests, without it, you become among the estimated 75 percent of the workforce who are dissatisfy with their jobs (Coppola, Carini, 2006).The ability job-fit model demonstrates that work performance, personal satisfaction and outcomes are enhanced when the employee and work purlieu are in perfect synch. Synchronization is a surgical operation that includes not just education and experience, but many dimensions of individuals abilities ability to learn, mental hard-wiring, personality archetypes, leadership dynamics and physical abilities (Coppola, Carini, 2006).Job Characteristic Belief DimensionsA primary classification in the job characteristics is Hackman and Oldhams (1980) Job Characteristics Model, which includes five job characteristicsAutonomySkill varietyTask feedbackTask identityTask momentEmpirical findings on Job Characteristic Belief query on the model has also found that a multiplicative or additive forefinger of the five job characteristics reflecting job complication is a better analyst of the models psychological findings than an individual job characteristic (Fr ied Ferris, 1987). Thus, for the purpose of conciseness, a single complexity job characteristic feature was developed for the current research, involving the degree to which a job is complicated, challenging, and involves diverse tasks (Ehrhart, 2006).Further, research finds that the five dimensions, in the Job Characteristics Model (JCM) preponderantly relates to an individuals experience of the job, regardless of other factions such as subordinates, co-workers, supervisors, or customers. Accordingly, the take and nature of interpersonal interaction required by customer service jobs is not represented in the JCM (Ehrhart, 2006).Antecedents and outcomes of Ability-Job fitThe review of the ability-job fit literature by Edwards (1991) recognized job satisfaction, low job var., motivation, performance, attendance and retention as outcomes that are positively affected by ability-job fit. When ability-job fit is assessed as the match between what an employee wants and receives from p erforming job, it is linked to enhance job-satisfaction, integration, and organizational commitment, as well as reduce intentions to resign. Additional benefits for task performance have been established when the meaning of ability-job fit is expanded to include the match between abilities and their job demands.Research by Sekiguchi in 2004, also demonstrates that structured and validated measures for determining ability-job fit have led to efficient selection of employees leading to high performance compared to unstructured techniques (Sekiguchi, 2004).Personality Organization Fit for High PerformancePerson-environment (P-E) fit propose that positive responses occur when at that place is a high level of compatibility between individuals and their environment. Research also emphasizes this proposition that individuals adapt easily to jobs that match appropriately with their career personality characteristics (Spokane, 1985 Tinsley, 2000).P-E fit is seen as a general and wider ter m, and covers detailed concepts of fit. In the high work performance domain, one common form of fit has been identified as person-organization fit (P-O fit).Further, empirical data suggests that Personality-Organisation fit is the key attribute in maintaining flexibility and dedicated workforce that is essential to a highly competitive organizational environment (Bowen, Ledford and Nathan, 1991 Kristoff, 1996).The Person-Organization fit is distinguished into two types appurtenant fitComplementary fitSupplementary fit is defined as when a person has similar characteristics to other individuals (Ivancevich, Konopaske Matteson, 2008).Complementary fit is defined as when the individual and the situation suit each others needs (Ivancevich, Konopaske Matteson, 2008).In analysing the P-O fit and related affects on high work performance, the personality domain should be taken into account and evaluated.The main personality domains of interests in the P-O fit are the followingBig Five pe rsonality dimensionsLocus of ControlSelf-efficacyBig Five Personality DimensionsIn accordance with psychologists, the five loose personality dimensions identified in humans areExtroversionEmotional stabilityAgreeableness conscientiousnessOpenness to experienceExtroversion is a trait that indicates a persons outgoing, sociable behaviour. Research suggests that people with high extroversion thrive in sales and managerial positions as they enjoy interacting and conversing with fellow colleagues and peers Their performance excels in training programs and tends to contain superior levels of overall job contentment (Judge, Heller Mount, 2002).Emotional Stability is the ability to be calm, serene, relaxed and secure. Low emotional stability can result in job dissatisfaction and underperformance due to job-related reach (Judge Ilies, August 2002).Agreeableness is the tendency to be considerate, forgiving, tolerant, trusting and soft-hearted. In the organizational domain this is classifi ed as someone who gets along with others and who possess a cooperative attitude. Agreeableness is a trait for a team player who can develop and maintain high-priced interpersonal relationships and team cohesion (Neuman Wright, June 1999, pp. 379-389). This trait is paramount for high performing teams, specifically in the occupations within areas of customer service, sales, auditing, nursing, teaching and social work.Conscientiousness is to be dependable, organized, thorough, responsible and disciplined. Individuals displaying such traits have a tendency to work hard and enjoy achievements, which research has deemed to be important for job performance (Ivancevich, Konopaske Matteson, 2008, page 75). Further, individuals in this group exhibit higher levels of motivation, job satisfaction and other important forms such as retention, attendance and less counterproductive behaviour which are absolute for job performance (Judge Ilies, August 2002)..Openness to experience tends to ref lect the extent to which a person is broad-minded, creative, intelligent, inquisitive and willing to take risks. These characteristics are advantageous in occupations where innovation and change is continuous (Ivancevich, Konopaske Matteson, 2008, page 75).Empirical Findings on Big Five PersonalityBarrick Mount in 1991 conducted research to indentify the relationship between selected job performance criterias and Big Five personality dimensions within five occupational groups.The job performance criterias werePersonnel dataTraining progressionJob proficiencyMeta-analysis findings of different occupational groups (professionals, skilled/semi-skilled labour, managers, police and sales) across Big five personality dimensions are presented in Table 1 appendix1 (Barrick Mount, 1991, p.12).The results confirmed that for all the occupational groupings Conscientiousness was the valid predictor. The 5 occupational groups shows consistency across other personality dimensions (Barrick M.R Mount M.K, 1991, pp.12-13)In terms of Emotional Stability (ES) very flyspeck evidence was found. The correlations for ES were lower compared to conscientiousness, but ES for professionals was in fact in the opposite direction. Agreeableness and Extraversion were theorized as valid predictors for sales representatives and managers. This theory was found support for Extraversion in both occupations.However, very less support was found for Agreeableness, for sales and for managers. Rest of the true score correlations with respect to other dimensions were quite low (Barrick M.R Mount M.K, 1991, pp.14)Table 2 in Appendix1 shows that Conscientiousness as a credible tool for all three amount types and the results for Conscientiousness are consistent. Extraversion and Openness to Experience (OE) were significant predictors of training proficiency criterion. Most of the other remaining correlations were comparatively small for all three criterion types (Barrick M.R Mount M.K, 1991, p.1 4)Van Scotter and Motowidlo (cited in Murphy, Cleaveland Beaty, 2001, p. 127) examined correlations between task performance and personality measures scores, and also the two dimensions of contextual performanceJob dedication such as self-disciplined behaviours like working hard, following rules and taking initiative to solve a problemInterpersonal facilitation (cooperative behaviours which helped co-workers in finishing their tasks)These researchers found that Agreeableness, Extroversion, Conscientiousness, and Positive Affectivity were significantly related to inter personal facilitation and only Conscientiousness was related significantly to task performance (Murphy, Cleaveland and Beaty, 2001, pp.127)The relationship between job context, job content sources of melody and selected behavioural and attitudinal outcomes, absenteeism and perceived performance, were empirically examined, while controlling for differences in personality, occupation and organizational culture. The re search was conducted with twelve hundred hospital workers using an occupational stress questionnaire and attendance records. It was found that job content stress was found to reduce absenteeism but not to influence perceived performance, while job context stress increased absenteeism and reduced perceived performance (Arsenault, 1983, p.227)The outcome of the research attributed personality to have significant effect on performance but not on absenteeism, but occupation influenced absenteeism but not performance while organizational culture contributed to the explanation of both absenteeism and performance (Arsenault, 1983, p.227).Smithikrai in 2008 conducted a study on Counter Productive Work behaviour (CWB) and the extent to which the strength of situations moderates the relations between personality traits (Smithikrai, 2008, p.253).The study set the following as the CWBsAbsenteeismProduction distortionWorkplace aggressionTheftSabotage or fraudThe Research found that conscientiou sness is the strongest predictor of CWB (Hough, 1992 Salgado, 2002 Dalal, 2005 Sackett et al., 2006(cited in Smithikrai, 2008, p.253)).The results also indicated that, in a namby-pamby situation only, conscientiousness has a stronger, negative relation to CWB when agreeableness is low than when agreeableness is high (Smithikrai, 2008, p.261).Locus of controlLocus of control refers to the extent a person believes that specific outcomes are caused by their actions. If someone feels that they are in control of the outcomes, then they have an internal locus of control and the opposite be interpreted as external locus of control (Salazar, Hubbard Salazar, 2002).Empirical Findings on Locus of ControlDaileys (1980) study, conducted with 281 scientists, tackled the association between locus of control and task difficulty, task variability and job performance. The research indicated that individuals with an internal locus of control exhibited greater satisfaction, motivation and had an ele vated level of involvement in their jobs leading to high performance.Research with a group of accountants performed in Taiwan, also suggests that accountants personality, as measured by locus of control, plays an essential function in predicting the intensity of job performance (Jui-Chen Chen, Colin Silverthorne, 2008).Self-efficacy (SE)SE is essential for successful job performance and must not be underestimated as simply the belief that ones capability and competence may even take care an individuals attempt at completing a particular task. SE affects a persons choice, behaviour, motivation, perseverance, and facilitative thought patterns. Low SE can result in change effects such as stress and depression, and thus should be handled with care for high job performance (Christopher, 1999).Empirical Findings on Self-efficacyResearch was conducted amongst 118 employees in an Australian financial services firm Christopher, 1999). In the study, self-efficacy was found to mediate the as sociation between the amount of prescribed training and superior ratings of improved performance among individuals in jobs where self-confidence was perceived to be crucial for positive outcome, but not among individuals in any positions where it was considered irrelevant (Christopher, 1999).Research confirms the significance of self-regulatory mechanisms in performance achievements and motivational processes (Locke Latham, 1990 Kanfer, 1990 Bandura, 1997 Carver Scheier, 1985). Meta-analytic investigations and performance outcomes in a variety of contexts have been clearly established when self-efficacy is associated (Bandura, 1997) and meta-analytic investigations (Stajkovic Luthans, 1998a).A positive connection between self-efficacy and work-related performance is found by researchers in areas such as computer-related tasks (Harrison, Rainer, Hochwarter, Thompson, 1997), academic research productivity (Taylor, Locke, Lee, Gist, 1984), managerial decision-making (Wood Bandura , 1989a), career choice (Lent, Brown, Larkin, 1987) organizational change (Judge, Thorensen, Pucik, Welbourne, 1999) and coping with career-related stressful events (Stumpf, Brief, Hartman, 1987).The Importance of P-O Fit over Ability-Job FitAlthough studies of Ability Job Fit and Personality-Organization (P-O) Fit have been extensive and increasing, researchers have increasingly put more emphasis on P-O Fit. Kristof (1996) contends that there has been a growing interest in P-O Fit during the recent years by both scholars and managers. Bowen et al (1991) (cited in Sekiguchi, 2004) explains that P-O fit is the key to maintaining the flexible and act work force that is necessary in a competitive business environment and a tight labour market.Kristof, (1996) contends that P-O fit occurs when an organization satisfies an employees needs desires and preferences. The P-O fit argues that employee/persons leave jobs that are not compatible with their personalities. However, it has been argued that the ability job fit model emphasizes the performances of employees, but their satisfaction and thus the outcomes are enhanced when the employees and their work environment are in perfect synchronization (Coppola Carini, 2006).Also, according to Coppola and Carini (2006), individuals past experience and educational skills would not produce any tangible performance outcomes as they try to match their skills with a new job.Sekiguchi, (2004) contends that employees and organization attract each other based on their similarities. This was confirmed by empirical evidence that an elevated level Personality-Organization fit is linked to a number of positive results. Vancouver Schmitt, 1991, Brets Judge, 1994, Chatman, 1991, Boxx et al 1991, Downey et al 1975, OReilly et al, 1991, Postner et al 1985, Tziner, 1987(cited in Sekiguchi, 2004) explains that empirical evidence discovered that Person Organization Fit was correlated to a number of positive performance outcomes. bank l ine and Judge, (1996) explains that people select organizations that fulfil needs that has been seen a process that resulted in P-O fit. Chatman, 1989, 1991, Judge, 1993, OReilly et al., 1991, Meglino, et al., 1989 (cited in Cable Judge, 1996, p. 297) further explains that employees are fully committed towards their organization when they share the values of their organizations and in turn they achieve maximum job satisfaction resulting in high performance.ConclusionsTheory and research on Ability-Job Fit and Personality-Organisation fit involved a variety of levels of study with respect to high job performance. The analyses were conducted using various job abilities and personality traits in multiple conceptualizations leading to job performance. The P-O is the important attribute to an employees adaptability in an organization providing the essential impetus to higher work performance. This basically content that recruitment of persons possessing the right personality would resu lt in far better job performance when the person and the organization are aligned together.Based on the theoretical and empirical research on personality-organisation fit and ability-job fit, its extensively proven that personality-job fit carries more importance than the ability-job fit.ReferencesAccenture Consulting 2006, High Performance Work Study 2006, Research Report, p. 5, retrieved 2 April 2010, .Arsenault, A 1983, The role of personality, occupation and organization in understanding the relationship between job stress, performance and absenteeism, vol. 1983, issue 3, p. 227Barrick, MR Mount, MK 1991, The Big Five Personality Dimensions and Job Performance A Meta-Analysis, vol. 44, issue 1, pp. 1-26.Bandura, A 1997, Self-efficacy The exercise of control, New York Freeman.Beaty, JC Jr, Cleveland, JN Murphy, KR 2001, The Relation Between Personality and Contextual Performance in tight 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