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Determinants of Performance

Do Personality Traits Affect the Job Performance, and Ethical Judgment and Decision Making of Accountants? A Dissertation Proposal by Shahriar M. Saadullah Dissertation Committee: Dr. Charles Bailey (Chair) Dr. Zabihollah Rezaee Dr. John Malloy Dr. David Allen. Determinants of Performance.

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Determinants of Performance

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  1. Do Personality Traits Affect the Job Performance, and Ethical Judgment and Decision Making of Accountants? A Dissertation Proposal byShahriar M. SaadullahDissertation Committee:Dr. Charles Bailey (Chair)Dr. Zabihollah RezaeeDr. John MalloyDr. David Allen

  2. Determinants of Performance Motivation Experience Knowledge Performance Ability

  3. Role of Personality Traits Big Five Personality Traits Motivation Experience Knowledge Performance Ability

  4. What is a Personality Trait? “A relatively stable and consistent behavior pattern…” (Corsini 2002, Page 713)

  5. The Big Five Openness Conscientiousness Extraversion Agreeableness Neuroticism OCEAN

  6. The Big Five Openness Open minded Breadth Depth Originality Complexity of mental and experiential life

  7. The Big Five Conscientiousness Socially prescribed impulse control Task- and goal- oriented behavior Thinking before acting Delaying gratification Following norms and rules Organizing and prioritizing tasks

  8. The Big Five Extraversion Energetic approach to the social and material world Sociability Activity Assertiveness Positive emotionality

  9. The Big Five Agreeableness Prosocial and communal orientation Altruism Tender-mindedness Trust Modesty

  10. The Big Five Neuroticism Emotional instability Uneven-temperedness Negative emotionality Anxiousness Nervousness Sadness Tenseness

  11. When is Personality Important? ٥ Cooper and Withey 2009 ٥ Allport 1937 ٥ Mischel 1986 ٥ Carr and Kingsbury 1938 ٥ Others ٥ Buss 1989 ٥ Others

  12. How does personality affect job performance?

  13. Types of Tasks (at CPA firm) Administrative Advisory Communication Entrepreneurial Human Resource Leadership Learning (Training) Marketing Mentoring Supervisory Teaching (Training) Technical

  14. Study #1 Conscientiousness

  15. Study # 1 + Conscientiousness Technical Tasks

  16. Study # 1 + + + Conscientiousness Technical Tasks Performance

  17. Study #1 + + _ + Conscientiousness Technical Tasks Performance Extraversion

  18. Study #1 + + _ + + + Conscientiousness Technical Tasks Performance Extraversion Learning (Training)

  19. Study #1 + + _ + + + + + Conscientiousness Technical Tasks Performance Extraversion Openness Learning (Training)

  20. Study #2: Supervisor’s Effect on Subordinate • + • _ • + _ • (Aquino et al. 1997; Becker and Kernan 2003; Brown et al. 2002; Eisenberger et al. 2002; Gerstner and Day 1997; Harachiewicz and Larson 1986; Kacmar et al. 2003; Maertz et al. 2007, Rhoades and Eisenberger 2002; others) Support Performance Abuse Feedback Turnover

  21. Study #2 Openness • + • + • + • _ • + _ • + • + • + Support Agreeableness Performance Abuse Neuroticism Conscientiousness Feedback Extraversion

  22. Paper #3: Rest’s (1986) Four Component Model of Ethical Behavior I. Moral Sensitivity: Recognition What influences this? II. Moral Judgment: Ideal Action III. Moral Motivation: Intention IV. Moral Character: Follow through (integrity)

  23. Study #3: Effects of Personality on Intention III. Moral Motivation: Intention

  24. So What? Managing task selection to enhance performance Matching the right accountants with the right tasks Selecting the right supervisors to improve performance and lower turnover Minimizing unethical decision making

  25. The End

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