Personality and job performance: test of the mediating effects of motivation among sales representatives.

By Murray R. Barrick, G. Stewart, Mike Piotrowski. Journal of Applied Psychology, 2002

900 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/644058d74616bead07ce7c9c331c493a48a6f8ff

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In Clinical Psychology

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Citations in the corpus

Helping and harming others in the workplace: The roles of personal values and abusive supervision (2011, background): “For example, communion striving entails intentions to build relationships and get along well with others (e.g. Barrick et al., 2002).”
Giving Time, Time After Time: Work Design and Sustained Employee Participation in Corporate Volunteering (2012, background): “, 2007), which is a core motive in life (Baumeister & Leary, 1995; Ryan & Deci, 2000) and at work (Barrick et al., 2002).”
When Do Employees Cyberloaf? An Interactionist Perspective Examining Personality, Justice, and Empowerment (2016, background): “…should be especially more diligent and avoid cyberloafing when they perceive high levels of organizational justice, because highly conscientious people are organized, reliable, hardworking, selfdisciplined , and abide by rules and norms (Barrick et al., 2002; Costa & McCrae, 1992; Goldberg, 1992).”
The Person–Situation Debate Revisited: Effect of Situation Strength and Trait Activation on the Validity of the Big Five Personality Traits in Predicting Job Performance (2014, background): “Agreeableness is often associated with demonstrations of caring and concern for others (Costa & McCrae, 1988), as well as a desire to maintain positive relationships with others (Barrick et al., 2002).”
Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior (2019, background): “Whereas communal motives compel people to connect with others, agentic motives drive individuals to exert interpersonal influence and to try to secure power and dominance within a hierarchy (Barrick et al. 2002).”
Exploring the Impact of Job Insecurity on Employees’ Unethical Behavior (2016, methodology): “We measured this construct with 11 items from Barrick, Stewart, and Piotrowski ( 2002 ).”
Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity (2011, background): “In contrast, less extraverted leaders tend not to be as concerned with status and power (Anderson et al., 2001; Barrick et al., 2002), and they may be more receptive to employees’ proactive behaviors.”
Personality Correlates of the Four-Factor Model of Cultural Intelligence (2006, neutral): “of the Four-Factor Model of Cultural Intelligence”