In the present paper, the relationship between neuroticism and supervisory ratings of performance is examined using a dynamic approach to personality. This approach integrates both within- and between-person differences by looking at individual differences in baseline neuroticism, neuroticism variability and neuroticism attractor strength. Our findings showed that baseline neuroticism related to lower supervisory ratings of performance, and that a high level of baseline neuroticism is particularly detrimental for people who fail to return to their baseline swiftly. Altogether, these findings demonstrate that adopting a more integrative, dynamic approach to personality has the potential to contribute to a better understanding of the personality–performance relationship. Practitioner points: How employees’ performance is perceived by their supervisors not only depends on between-person differences in employees’ average level of neuroticism, but also on the extent to which their state neuroticism levels vary Assessing personality dynamics has the potential to contribute to a better understanding of the candidate’s personality Managers should take into account that the impact of baseline personality on performance depends on how deviations from the baseline are regulated.
|Number of pages||10|
|Journal||Journal of Occupational and Organizational Psychology|
|Publication status||Published - 1 Jun 2020|
Bibliographical noteFunding Information:
This research was supported by Fonds Wetenschappelijk Onderzoek – Vlaanderen (FWO) (grant number G024615N). We would also like to thank Jonas Debusscher for the data collection.
© 2019 The Authors. Journal of Occupational and Organizational Psychology published by John Wiley & Sons Ltd on behalf of British Psychological Society
Copyright 2020 Elsevier B.V., All rights reserved.
- personality dynamics
- supervisory ratings