ABSTRACT
When the prevailing professional belief is that personality has little relevance for the study of work performance, there is no need for personality-based job evaluations. This conventional wisdom persisted for at least two decades, from the 1960s through the 1980s. The tide of research evidence suggesting that personality variables are systematically related to job performance began to rise in the early 1990s. Hough and Oswald (2008) summarize personality-prediction research findings over the past 15 years. They conclude that personality variables predict job performance (Hogan & Holland, 2003), counterproductive work behavior (Berry, Ones, & Sackett, 2007), team performance (Peeters, Van Tuijl, Rutte, & Reymem, 2006), job satisfaction (Judge, Heller, & Mount, 2002), and major life outcomes (Roberts, Kuncel, Shiner, Caspi, & Goldberg, 2007).
