INTRODUCTION:

A general sum of characteristics or traits of the person is termed as personality. The personality factor has become most imperative in addressing many organizational enigmas. Earlier views of human behaviors at work were no more. The historical views on human behaviors considered man as an economic, rational, social and complex; now the scenario with a drastic changes in the mindset of human resources towards organizational issues its time to rethink and redefine and reframing is required to understanding human behaviors. Now most of the organizations are facing a typical phase called incapability of efficient utilization of human resources.

Qualitative measurement is needed to understand this concept. In general sense it doesn’t matters! But in terms of achieving organizational excellence feet it occupies an inseparable place. Simply this is a state where employees exist in the organizations; they are experienced, proved performances, qualified decision makers, understands their roles but their contributions have limited influence on the organizational macro issues. Where the problem lies, what happens if the same continues, who are the real victims, what is the solution to this puzzle! Personality issues like personality fit, shaping behaviors, learning attitudes, ethical considerations really matters! It is a purely a socio-psychological issue and needs proper treatment. After certain period of employment the employees becomes complacent and possess strong determinacy towards their contributions. Ultimately this presents priority for quantitative aspects than qualitative contributions. Organizational strategic moves are peculiar and advanced in nature typically the human resource inefficient utilization has become a major hurdle in answering many critical business tribulations. In practical sense it is a small issue with major impact on the organization.

The organizational decisive components like creativity, new methods of tackling routine tasks, self-concept, efficacy, changing working style as per the market demands, moving from generalizing to more specificity, mere communication to adopter, activeness to dynamism in making personality attributes etc. have direct impact on internal and external organizational environment. All these are interrelated and interdependent with the behavioral compositions what it is to be called as personality factor. The human resource practitioners are seriously involved in finding apt directives. Personality research may assist in this regard. Basically it is not a problem of skill deficiency purely a psychological one. Individual personality is shaped by biological, family, cultural and situational determinants so, a careful analysis is needed to study psychodynamics of the personality dispositions.

Organizational growth and development depends on the individual’s progressions and advancements, by considering this statement the organizations should retrain the employees with apt directives towards achieving efficiency optimization. Optimization in the sense maximum utilization of human resource work capacities. If this situation is not properly managed then the outcomes may be too severe and threat to the organizational survival. Moreover this is not a question of Reactiveness Vs Proactiveness. Hence, it demands an in-depth study of the concept called employee efficiency optimization through personality factor as a modulator. Efficiency optimization is a state where an individual realizes and able to address various personality fit issues. Simply it is more than proactiveness.

Personality influentials have been received a significant role in the modern organizations, they are intended to a strategic change from exist to ideal state. Behavioral modifications can be intelligently addressed through the personality assessments. Understanding the problem is one side and other is how it is going to be tackled! Moreover every organization is unique with their nature and operations but still the scenario is same. Organizational creativity will be sustained only through the continuous and committed efforts of the employees towards creation of new products and services. There is a close attitudinal link between the creativity and complacency. Therefore this paper is aimed to mention various strategic imperatives to the above mentioned organizational issues with an easily understandable and implementable schema.

LITERATURE REVIEW:

Efficiency is about doing the right things; effectiveness deals with means whereas efficiency with end. Efficiency focuses more on pros and cons analysis of an activity, future oriented, and quality considerations. Efficiency doesn’t think on alone objectivity, emphasizes more on relevancy and successful accomplishments with higher positive outcomes. Improving performance is again a complicated aspect at workplace (Colquitt, J, Le-Pine, J, and Wesson, M., 2009). Personality dimensions has direct impact on organizational performance, behavioral elements decides the workplace psychological outcomes of an individual (Davis Mkoji and Dr. Damary Sikalieh, 2012). Creativity is one of the matured behavioral outcomes which drives the business and makes positive impressions among the stakeholders (Kim, T., Hon, A., and Crant, J. J., 2009). Securing competitive advantage depends on improvised contributions of the employee. Organizational needs are never static, individual capabilities should be rightly aligned with the firm’s objectives (Wagner, J.A, and Hollenbeck J.R., 1998). The Job performance is not only linked with work environment (external) but also internal factor ‘personality’. Feelings, opinions and behavioral patterns play a decisive role in correlating with the work adjustment propensity (Ashton, M., C., 1998).

Personality dynamics influences the performance matters; individual productivity is an interactional activity depends on organizational environment (Bolin, A., U., and Neuman, G., A., 2006). High performance is a visible outcome of managed personalities, it’s a psychological contract with the organization; employees perform better when they are rightly charged. There may be a gap between actual performance and ideal performance but can be managed through the leaning personality differences (Burke, L., A., and Witt, L., A., 2004). The aspects like creativity, contingency, work intelligence, cooperative behaviors closely associated with the personality assessment (LePine, J.A, and Dyne L.V., 2001).

Effective task completions imply the level of employee understanding towards job and their role. Human fulfillments may act as motivators makes them to perform better than actual, because here the personality factor imposes certain impressions towards self and others (Nemiroff P., M., and Ford, D., L., 1976). Attitude of the individuals decides the level of organizational commitment and these are interlinked with the cognitive aspect of the attitude. Job performance may not be viewed as independent element, many job related activities influences it (Riketta.M, 2002). Human relations is the key aspect for the proper functioning of any organization, obviously its drive force in workplace establishes a right bonding between the employer and employee (Rotemberg, J., J., 1994).

Individual creativity is not only based on one’s knowledge but also proper personality adjustment and assessment. Novel thinking and ideologies are interactional with personality match concept (Feldhusen, J.F., 1995). The working environment, interactional level with colleagues, subordinates, superiors has influence on cognitive abilities and behavioral actions. The learning environment gives newer opportunities to grow and develop positive intentions (Coon, H., Care, G., and Fulker, D.W., 1992). Personality and creativity goes together, individual efficiency is purely socio-psychological facets integration. There may be individual differences but factors lead towards achieving efficiency may appear similar (Furnham, A., 1995). Occupational creativity exists as a result of personality fit with the job, changes in individual perceptual process and modifications assists in developing and maintaining creative personalities at workplace (Helson.R.,Agronick, G.and Roberts, B., 1995).

Divergent thinking makes the organizations to perform best in present and future. It is a cognition process completely a psychological in nature (Martindale.C, and Dailey, A., 1996). Openness to experience creates a new environment where learning becomes a primary entity. Personalities may be reshaped and realigned as per the firm’s objectives (McCrae, R.R., 1987). Creative problem solving is closely linked with the personality issue, there may be different types of individual differences but whenever they are rightly addressed establishes a working environment where discussions entertained for enhanced positive affectivities (Mumford, M.D., Supinski, E.P. Baughman, W.A., Costanza, D.P. and Threlfall, K.V., 1997). Self managed and directed workforce always brings a competitive advantage and may also be considered as a differentiating factor, proactive personalities are the results of personality research and evaluations (Spreitzer, G.M., Cohen, S.G., and I.edford, G., 1999). Personality assessment is an ever ending process in fact it influences employee entry at all levels, the modern selection methods emphasized more on reducing personality misfits. Even the employee selection success rate depends on effective personality tests used (Stevens, M.J. and Campion, M.A., 1999). Organizational survival attached with the customer service and satisfaction, customer preferences prioritization will become a reality through employee initiation toward new modes of service deliverables (Fritzche, B. A., Powell, A. B., and Hoffman, R., 1999). Collective work climate gives enhanced opportunities for developing learning attitudes. Individuals can shape their behaviors by observing and experiencing from the situations (Joyce, W. and Slocum, J., 1984). Self-esteem is another quotient which controls the complacency attitude of the human resource; it tends to stabilize the peak performances where task success, popularity and liking go together (Korman, A. K., 1968). Personality analysis paved a new way to measure individual performances at various levels and situations. Performances of employees are measuring under new perspectives, practically it possess both qualitative and qualitative metrics (Nikolaou, I., 2003). The degree of gap between the person’s efficacy and environment fit decides the contribution capacities, decides the element of occupational aspects improvisations which are to be considered as continuous in nature (Tinsley, H. E. A., 2000). Efficiency is completely a psychological contract and guided by work related motivators which includes career management (Atkinson, C., 2002).

STATEMENT OF THE PROBLEM:

Modern Organizations are working under different situations. Many static and dynamic factors effect differently at various phases of business growth and development. In this regard human resources occupy a prominent place, but typically managing their work capacities and capabilities are very critical. The employee contributions and extra improvisation in tackling business targets are always an unsolved puzzle. Here the complacency becomes a hurdle towards reaching efficiency optimization stage. Attitudes, behavioral patterns, feelings, thoughts, perceptions and cognitive process collectively termed personality. Due to paradigm shift in managing humans from personalities presents various opportunities and challenges towards the achieving organizational excellence and to match the efficiency quotient with business advantage. In this regard this study addresses various strategic imperatives with personality concerns.

Significance of the Study:

Organizations realized employees as critical factor to the success. But still managing humans and stabled performances is a tuff task to the human resource management practitioners, because it is all about a socio-psychological aspect. Managing personality factor results in a complete transformation from efficiency presence to utilization. This tendency directly assists the organizations in survival and gaining competitive advantage. Hence, this study gained a huge significance in the area of personality at individual level and business at organizational level.

OBJECTIVES OF THE STUDY:

The following are the objectives of the study:

1. To assess the impact of personality variables on individual enhanced performance issues;

2. To ascertain the impressions of unmanaged personality factor on employee occupational performance;

3. To determine the influence of managed personalities on employee efficiency optimization and

4. To study the dynamics of personality on organizational HR competitive advantage;

HYPOTHESIS:

The following are the hypothesis for the study:

1. Personality factor will have a positive impact on individual enhanced performances.

2. Unmanaged personality factor will have a negative impact on employee job performance.

3. Managed personalities will results in employee efficiency optimization.

4. Personality dynamics will have positive impressions on firms in gaining competitive advantage.

METHODOLOGY:

The purpose of this study is to examine how personality factor influences workplace called employee efficiency optimization. A descriptive research design taking a survey approach was used. The target population of this study consisted of Senior Software Engineers, employees of different IT Companies from the two Indian Cities (IT Hubs), namely; Bangalore and Hyderabad (Two Segments). Judgmental Random Sampling procedure was followed to select sample respondents from each of the segments, looking into convenience 80 respondents were selected from each segment. Hence total sample size is 80; (2 X 80 = 160). Data is collected from the respondents by using the interview schedule specifically designed for the purpose. The sample included 103 males (64.38%) and 57 (35.62%) females. The range of ages of the respondents is from 25 to 50 years. The educational level of the respondents is high with 84% holding bachelor degree’s (B.Tech / B.E and B.Sc.) or posts graduate degree’s (M.Tech, M.C.A and M.Sc.). The survey was conducted from August 2013 to October 2013. The tabulated data is analyzed with various statistical tools like Mean, Standard deviation, Variance and Weighted average (Descriptive statistics) and Correlation (Association statistics).

From the above table 1 it is clear that maximum agreement was there for the issue ‘Understanding personality factor is an emerging concern (22.1 mean score); Emotions play a decisive role at workplace (21.0 mean score), Personality consideration as a distinctive variable (20.3 mean score), Openness to experience concern (18.8 mean score), Learning (17.9 mean score), Ethical considerations (17.5 mean score), Social interactions (15.7 mean score), Creativity (15.5 mean score), Self-concept and Self-image (14.6 mean score) and impact of shaping behaviors on risk taking propensity enhancement (13.8mean score)

Table 2: Impressions of unmanaged personalities on job performance concerns

Factor N Mean Standard Deviation Co-efficient ofVariance

Work ambiguity 160 4.9 6.24 38.99%

Locus of control 160 4.2 4.16 17.29%

Attentiveness 160 5.6 7.07 50.04%

Workplace communications 160 4.1 2.81 38.54%

Perfectionism 160 6.9 7.06 49.89%

Source: Primary data from field survey

Table 2 clearly shows the mean ratings and standard deviations to the five factors for the whole sample. The Mean ranged from 4.1 to 6.9; Standard Deviation ranged from 2.81 to 7.07. As evidence by the mean ratings, the top personality factor through which individual efficiency will be enhanced is Perfectionism, it possesses the Highest Mean (6.9) and Standard Deviation (7.06). This followed by Attentiveness (with Mean 5.6 and S.D 7.07), Work ambiguity (with Mean 4.9 and S.D 6.24), Locus of control (with Mean 4.2 and S.D 4.16) and Workplace communications (with Mean 4.1 and S.D 2.81).

Table 3: Sensitivity analysis of managed personalities on efficiency optimization

Aspect Yes No Weighted

[2] [1] Average

Proactiveness 133 27 1.83

Self-esteem 141 19 1.88

Emotional stability 138 22 1.86

Learning culture 143 17 1.89

Personality fit 148 12 1.93

Source: Primary data from field survey

After analyzing the above five factors of personality fit dynamics, from table 3 it can be easily depicted that these five personality factors equally contributes on critical employee efficiency optimization concern. The weighted average for all the factors is almost equivalent. However, on the basis of weights personality factors possess the following sequence of Personality fit (1.93), Learning culture (1.89), Self-esteem (1.88), Emotional stability (1.86) and Proactiveness (1.83).

Table 4: Correlation between the personality dynamics and firm’s HR competitive advantage Pearson Correlation Coefficients

Independent Variable (Personality Inklings)	Dependent Variable HR competitive advantage
Emotional intelligence	0.635478
Human resource synergy	0.907841
Self analysis and monitoring	0.755929
Change management initiatives	0.994192
Proactive decision makings	0.999554
Empathetic attitude	0.997788
From considerations to commitment	0.999226
Work-ethic orientation	0.990994
Loyalty concern	0.959364
Job justification	0.793614

Note: Correlation is used to explore the strength of the relationship between effective teams and organizations unique competitive advantage. This gives an indication of both of direction (positive and negative) and the strength of relationship. The size of the value of Pearson Correlation / Correlation (r) can range from 1.00 to 1.00. This value will indicate the strength of the relationship between two variables. A Correlation of 0 indicates no relationship at all, a correlation and value of 1.0 indicates a perfect positive correlation and value of -1.0 indicates a perfect negative correlation (r = 0.10 to r = 0.29 indicate small correlation, r = 0.30 to r = 0.49 indicate medium correlation, r = 0.50 to r = 1 indicate large correlation).

Table 4 signifies individual efficiency optimization mainly facilitate the IT (Information Technology) organizations in gaining unique human resource competitive advantage, in this context the above mentioned segments which are connected with performance issues, all variables attained a positive (Large) correlation; proactive decision makings (with correlation 0.999554) followed by transformations of individuals from considerations to commitment (with correlation 0.999226), work-ethic orientation (with correlation 0.990994), empathetic attitude (with correlation 0.997788), change management initiatives (with correlation 0.994192), loyalty concern (with correlation 0.959364), HR synergy (with correlation 0.907841), job justification (with correlation 0.793614), self analysis and monitoring (with correlation 0.755929) and emotional intelligence (with correlation 0.635478).

DISCUSSION OF RESULTS:

Majority of the respondents agreed the significant impact of personality factor at workplace issues. Personality carries the distinctiveness element; it guides the learning attitudes and directs occupational creativity. Personality variables like emotions, self-concept, self-image and openness to experience have direct impact on individual efficiency enhancements. Environment and situational interactions decides the personality characteristics. Ethical considerations of the organizations and individuals help in shaping behaviors. There is a co-relational relationship between the unmanaged personalities and occupational performance concerns. Work ambiguities, excessive considerations for locus of control (either may internal or external), attentiveness degree, communication styles and perfectionism dynamics are interdependent with personality factor.

Managed personalities result in achieving occupational efficiency optimization at individual level. Shaping behaviors refers to maximizing positive affectivities of personality. The proactive personalities make a distinctive impressions at workplace here the self-esteem acts a drive, motivates towards achieving excellence in task performance. Managing emotions helps in establishing effective interpersonal relationships. Learning is the key attribute for enhancing occupational efficiency, being it is considered as socio-psychological aspect. Achieving personality fit encapsulates a perfect degree of adjustment with job and the organization. Person-job fit includes matching an individual goals, career, advancements with present and anticipated job requirements. Person-organization fit refers to interrelating the growth and development of individual with the organizational progressions.

Personality factor helps in gaining firm’s unique HR competitive advantage. Emotional intelligence helps the individuals to understand better the emotions of self and others, to project and manage emotions as per the situations at workplace. Then tendency led to enhance friendly atmosphere and creates group bonding. Personality assessments help to find the skill-gaps, transforms individual’s energy into synergy i.e. more than normalcy. Self-analysis deals with introspection and understanding one’s own personality. Self-monitoring makes the individuals to have proper work evaluations and to assess faults or success factors.

Managing change is another critical factor to sustain in an ever dynamic business context. Basically introducing changes at workplace is the most tuff task to any team leader or personnel manager, but with understanding personality contemplations in stabilizing change management initiatives has significant level of influence on human resource efficiency maximization. Personality plays a vital role in decision-makings at individual level. Shaped behavior makes the individual as proactive decision maker and always does best in the critical business contingencies. Being emphatic towards others establishes an effective organizational climate which increases the degree of adjustment cum integration with the work environment.

Positive behavioral modification converts the employee occupational considerations into commitment. It creates a sense of loyalty among the individuals towards the job and organization. Work ethic orientation is a degree of one’s highest order of engagement with the job just like live-eat-breath job. This personality inkling enhances the occupational creativity. Loyalty concern reflects the level of belongingness of the employee towards organization. A mere loyalty is not enough, it should starts from the job satisfaction more over it’s a job justification. All the findings addressed many critical issues of employee efficiency dynamics and established a direct connection with personality factor. Individual efficiency is needed to be optimized to capture the business opportunities at macro level and to create unique identity cum evergreen demand for individual services-presence at micro level. Hence devising effective strategies to ensure individual efficiency optimization at organization and individual levels are highly required.

Practical Implications and Conclusions:

Individual occupational efficiency optimization has a significant potential contribution towards the job and organization. The organizational survival and excellence rests with two key aspects namely Customer value and satisfaction and deriving maximum returns with optimal resource utilization. The implications of personality factor contemplations on individual efficiency optimization can be discussed under two heads namely Individual and Organizational level, with following strategic recommendations:

At Individual Level:

Career Plans: The complacency phase or attitude can be managed through having proactive career plans. Continuous revising and monitoring is essential.

Extra Improvisations: The employees should understand difference between the doing the things right to doing the right things. Individuals always consider the value additions from them towards job and organization. In simple it is extra improvisation from doing job routines.

Learning Culture: The individuals should adopt a learning culture, which ensures deficiencies eliminations and efficiency ensured in handling job issues.

Maximizing Risk-taking Propensity: Risk-taking attitude is essentially required component in optimizing occupational efficiency. Some jobs required to take high risk. Personality assessment guides attitudes, behavioral patterns required to tackle regular duties on the grounds of continuous improvement. Understanding personality factor implies the individual’s positive behavioral modifications. Personality has a biological base but it is guided by the socio-environmental interactions.

Self-esteem: Self-esteem is another component which motivates the individual to do effective task completions. Individual’s degree of liking or disliking themselves. The employees should always have positive impressions about themselves.

Self-image: Every individual is influenced by inner self image; in fact this can be used as distinctive aspect. The employees must have a clear distinction and analysis between the actual self-image and ideal self-image. This is called a personality transformational process.

Openness to change: Individual’s growth and development aspects depend on this element. Accepting changes at the work environment assists the employees to adopt themselves with the job dynamics.

Locus of control: It is the degree of believe that the individual are in control of events or events control them. This classification is termed as External locus of control and Internal locus of control. Internal locus of control implies the level of self-confidence, self-reliance, independent nature. It is needed to be handled with care, through taking continuous measures to reduce the impact of negative affectivities on job.

Interpersonal communication: Irrespective of the personality nature and type everyone is required to have effective interpersonal communication management. It creates the friendly climate at workplace. For this some of the personality traits are required to be managed like shyness, reservednesss, temperaments etc.

Empathetic Attitude: This quotient increases the area of concern for others. It encourages the employees to cooperate with job-organization at different critical times. It is all about of understanding.

Adjustment: The success of individuals at workplace lies with the level of adjusting. Proper adjusting towards the environment and situations assures positive results at task performances.

At Organizational Level:

Personality research: Introducing personality research as a continuous activity of the personnel department. It is an activity intended to predict employee behaviors, because these research activities ensures to control deviant behaviors at right time and shaping behaviors as per the job cum organizational requirements.

Personality assessments: Like performance management, personality assessments help the organizations to address many typical employee psychological workplace concerns. Tackling peak or poor performances may be possible.

Emotional intelligence: It refers to the ability to detect and to manage emotional cues for information. Managing emotions may not answer many critical individual issues but directing and guiding emotional towards positive emotional reactions fetches unique HR competitive advantage to the firm.

Personality mapping: It deals with the finding methods and ways to achieving personality fit. Through this the firm’s can match individual behaviors with job and the organization. Personality mapping can be used at the time selection, training and development, job changes in content and context etc.

Redesigning motivation system: The motivational system of the organization needed to be integrated with the personality variables considerations. This implies controlling many job related concerns through managing persona.

Job involvement Vs Organizational commitment: The organizations have to understand the personality factor impressions on employee job involvement. Personality match enlarges the positive affectivities of personality concerns with job i.e. job engagement and this gives satisfaction, ultimately results in individual identifies and recognizes long term membership in that particular organization called organizational commitment.

Job satisfaction and performance: Personality research helps in the critical examination of personality variables on individuals displayed behaviors at workplace. Person-job fit and Person-organization fit ensures job performance through satisfaction.

Managing personality determinants: It consists of family, social groups, culture, religion, schooling and workplace. All these play a vital role in shaping personalities. High preference and attention is highly required to manage personalities at workplace. It needs a in-depth and systematic understanding of personality dynamics.

Work-ethic orientation: Organizations must concentrate on creating learning organizations, developing such attitudes through overcoming the individual differences at workplace. The organization’s real success rests with reaching this state of great involvement of individuals towards only work satisfaction considerations and having less outside interests.

Scope for Further Research:

The present study is limited to assessing the influence of personality factor considerations on individual occupational efficiency optimization. Therefore, there is abundant scope for exploration in this area like Managing Super Ego State, Perfectionism Attitude, Emotional Dissonance, Work Relationships Vs Stress, Organizational Citizenship Behaviors, Organizational Justice and Interpersonal Relationships, Creating Learning Organizations and Inclusive Training etc.

REFERENCES:

1. Ashton, M., C., (1998). “Personality and Job Performance: The Importance of Narrow Traits”. Journal of Organizational Behavior, 19(3), pp. 289- 303.

2. Atkinson, C. (2002), “Career management and the changing psychological contract”. Career Development International, Vol. 7, No.1, pp. 14-23.

3. Bolin, A., U., and Neuman, G., A., (2006). “Personality, Process, and Performance in Interactive Brainstorming Group”. Journal of Business and Psychology, 20(4), pp. 565-585.

4. Burke, L., A., and Witt, L., A., (2004). “Personality and High-Maintenance Employee Behavior”. Journal of Business and Psychology,18(3), pp. 349-363.

5. Colquitt, J, Le-Pine, J, and Wesson, M. (2009). “Organizational Behavior; improving performance and commitment in the workplace”, New York, McGraw-Hill, Irwin.

6. Coon, H., Care, G., and Fulker, D.W. (1992). “Community influences on Cognitive Ability”. Intelligence, 16, (2).

7. Davis Mkoji and Dr. Damary Sikalieh (2012). “The Influence of Personality Dimensions on Organizational Performance”.International Journal of Humanities and Social Science Vol. 2 No. 17; September 2012.

8. Feldhusen, J.F. (1995). Creativity: “A knowledge base, metacognitive skills, and personality factors”. The Journal of Creative Behaviour, 29, (4), 255-268.

9. Fritzche, B. A., Powell, A. B., and Hoffman, R. (1999). “Person-environment congruence as a predictor of customer service performance”. Journal of Vocational Behavior, 54, 59-70.

10. Furnham, A. (1995). “Personality and Creativity”. Perceptual and Motor Skills, 88, 407-408.

11. Helson.R.,Agronick, G.and Roberts, B. (1995). “Enduringness and change in creative personality and the prediction of occupational creativity”. Journal of Personality and Social Psychology, 69,(6),1173-1183.

12. Joyce, W. and Slocum, J. (1984). “Collective climate: Agreement as a basis for defining aggregate climates in organizations”. Academy of Management Journal, 27, 721-742.

13. Kim, T., Hon, A., and Crant, J. J. (2009). “Proactive Personality, Employee Creativity, and Newcomer Outcomes: A Longitudinal Study”. Journal of Business and Psychology, 24(1), 93-103.

14. Korman, A. K. (1968). “Task success, task popularity, and self-esteem influences on taskliking”.

15. Journal of Applied Psychology, 52, 484–490.

16. LePine, J.A, and Dyne L.V. (2001). “Voice and cooperative behavior as contrasting forms of contextual performance: evidence of differential relationship with big five personality characteristics and cognitive ability”. Journal of Applied Psychology, Vol. 86 No. 2; 326-336.

17. Martindale.C, and Dailey, A. (1996).“Creativity, primary process cognition and personality”. Personality and Individual Differences, 20, 409-414.

18. McCrae, R.R. (1987). “Creativity, divergent Thinking, and openness to experience”. Journal of Personality and Social Psychology, 52, 1258-1265.

19. Mumford, M.D., Supinski, E.P. Baughman, W.A., Costanza, D.P. and Threlfall, K.V. (1997). “Process-based measures of creative problem-solving skills: Overall Prediction”. Creativity Research Journal, 10, 73-85.

20. Nemiroff P., M., and Ford, D., L., (1976). “Task Effectiveness and Human Fulfillment in Organizations: A Review and Development of a Conceptual Contingency Model”. The Academy of Management Review, 1(4), pp. 69-82.

21. Nikolaou, I. (2003). “Fitting the person to the organization: examining the personality-job performance relationship from a new perspective”. Journal of Managerial Psychology Vol. 18 No. 7, 2003, pp. 639-648

22. Riketta.M,(2002). “Attitudinal Organizational Commitment and Job Performance: A meta- Analysis”. Journal of Organizational Behavior, 23, 257-266.

23. Rotemberg, J., J., (1994). “Human Relations in the Workplace”. The Journal of Political Economy, 102(4), pp. 684-717.

24. Spreitzer, G.M., Cohen, S.G., and I.edford, G., (1999). “Developing effective self-managing work teams in service organizations”. Group and OrganizationalManagement, 24(3): 340-366.

25. Stevens, M.J. and Campion, M.A., (1999). “Staffing work teams: Development and validation of a selection test for teamwork settings”. Journal of Management, 25(2): 207-228.

26. Tinsley, H. E. A. (2000). “The congruence myth: An analysis of the efficacy of the person environment fit model”. Journal of Vocational Behavior, 56, 147–179.

27. Wagner, J.A, and Hollenbeck J.R. (1998). “Organizational Behavior; Securing Competitive Advantage”, (ed), New Jersey, Prentice Hall.

Received on 19.12.2013 Modified on 05.01.2014

Asian J. Management 5(1): January–March, 2014 page 14-20