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Table Of Contents

1.0. CHAPTER ONE – INTRODUCTION
1.1. THE ROLE OF PSYCHOMETRIC TESTS
Table 1 – Predictors of Work Performance (Yancey and Austin, 2000)
1.2. PERSONALITY AND WORK PERFORMANCE
1.3. RESEARCH METHODOLOGY
1.3.1. Research Philosophy
1.3.2. Research Design
1.3.3. Survey Instrument
1.3.4. Measurement
1.3.5. Sampling and Sample Size
1.4. ANALYSES
1.5. ETHICS
1.6. LIMITATIONS
2.0. CHAPTER TWO – LITERATURE REVIEW
2.1. INTRODUCTION
2.1.1. What is Personality?
2.1.2. How Stable are Personality Traits?
2.1.3. The Objective of Psychometric Instruments
2.2. THEORIES ON PERSONALITY
2.2.1. Psychodynamic Theories
2.2.2. Humanistic Theories
2.2.3. Traits Theories
2.2.4. Behaviorist/Cognitive and Social Cognitive Theories
2.3. WHY DOES PERSONALITY MATTER TO ORGANISATIONS?
2.4. TYPES OF PERSONALITY MEASURES
2.4.1. The Five Factor Model
2.4.2. Myers-Briggs Type Indicator
2.5. THE PREDICTIVE POWER OF FFM/MBTI ON PERFORMANCE
2.6. SHORTCOMINGS OF FFM AND MBTI MEASURES
2.6.1. Five Factor Model
2.6.2. Myers-Briggs Type Indicator
2.7. THE THEORIES AND CONSTRUCTS OF THE PROPOSED MEASURE
2.7.1. Definition of Behavior
2.7.2. Factors Influencing Behavior
2.7.3. Current Theories of Work Motivation
2.7.4. The Constructs of this Proposed Model
2.7.4.1. The First Premise: Behavior is Motivated by Needs
Complexity
2.7.5. Uniqueness of the CASES Personality Measure
2.8. RESEARCH QUESTIONS AND HYPOTHESES
2.8.1. Prediction of Performance by the FFM Personality Measure
2.8.2. Prediction of Performance by the CASES Personality Measure
2.8.3. The Relationships between FFM and CASES
2.8.4. Hypotheses
3.0. CHAPTER THREE – RESEARCH METHODOLOGY
3.1. INTRODUCTION
3.2. RESEARCH PARADIGMS
3.3. RESEARCH METHODOLOGY
3.4. RESEARCH DESIGN
3.4.1. Purpose of the Study
3.4.2. Type of Investigation
3.4.3. Research Method
Table 5: Four Categories of Non-experimental Techniques (Grace, 1999)
3.4.4. Researcher’s Interference
3.4.5. Study Setting
3.4.6. Time Horizons
3.4.7. Unit of Analysis
3.5. SURVEY RESEARCH
3.5.1. Selection of Survey Method
Table 6: Merits of the Four Survey Methods (Grace, 1999)
3.5.2. Selection of Measurement Techniques
3.5.2.1. Personality and Work Performance Measures
3.5.2.2. Self Report
3.5.2.3. Scales
3.5.2.4. Key Variables
3.5.3. Selection of Survey Layout
3.5.4. Selection of Sample and Sample Size
3.5.5. Selection of analytical approach
3.5.5.1. Central Tendency and Dispersion
3.5.5.2. Principal Components Analysis
3.5.5.3. Reliability
3.5.5.4. Validity
3.5.5.5. Hypothesis Testing
3.5.6. Implementation
3.5.6.1. Cost and Time Estimates
Table 9: Total Time Estimated for the Survey (developed for this research)
Table 10: Breakdown of Costs on Survey (developed for this research)
3.5.6.2. Data Collection
3.5.6.3. Data Entry
3.5.6.4. Categorising
3.6. RESEARCH PLAN
3.7. ETHICAL CONSIDERATION
3.8. LIMITATIONS
3.8.1. Response Distortions
3.8.2. Personality Scales
3.8.3. Stability of Work Performance
3.8.4. Self Rating
3.8.5. Work Performance
3.9. CONCLUSION
4.0. CHAPTER FOUR – DATA ANALYSIS
4.1. INTRODUCTION
4.2. DEMOGRAPHICS
4.2. RESULTS FROM PRINCIPAL COMPONENTS ANALYSIS
4.2.1. Principal Components Analysis of the FFM Personality Measure
Table 11: Rotated Component Matrix of FFM
Table 12: Items of FFM after Principal Components Analysis
4.2.2. Principal Components Analysis of the CASES Personality Measure
Table 13: Rotated Component Matrix of CASES
Table 14: Items of CASES after Principal Components Analysis
4.2.3. Principal Components Analysis of RBPS Performance Measure
Table 15: Rotated Component Matrix of RBPS
4.2.4. The Relationship between the FFM Dimensions and the CASES
4.3.1. Prediction of Performance by the FFM Personality Measure
Table 17: Correlations of the Components of FFM and RBPS
Table 18: Coefficients of the Regression of the Job Component of RBPS on FFM
Table 23: Coefficients of the Regression of Total RBPS on FFM
4.3.2. Prediction of Performance by the CASES Personality Measure
Table 24: Correlations of the Components of CASES and RBPS
Table 30: Coefficients of the Regression of Total RBPS on CASES
4.3.3. FFM and CASES predicting performance
4.3.3.1. FFM and CASES predicting the Job Component of the RBPS
4.3.3.2. FFM and CASES Predicting the Career Component of the RBPS
4.3.3.3. FFM and CASES Predicting the Innovator Component of RBPS
4.3.3.4. FFM and CASES Predicting the Team Component of the RBPS
4.3.3.5. FFM and CASES Predicting the Organisation Component of the RBPS
4.3.3.6. FFM and CASES Predicting Total RBPS Performance
Table 36: Coefficients of the Regression of Total RBPS on FFM and CASES
4.4. CONCLUSION
5.1. INTRODUCTION
5.2. DISCUSSION OF THE MAIN FINDINGS
5.2.1. Main Findings for Research Question One
5.2.2. Main Findings for Research Question Two
5.2.3. Main Findings for Research Question Three
5.3. IMPLICATIONS OF THE FINDINGS
5.3.1. Implications on Professional Practice
5.3.2. Implications on Theory
5.4. LIMITATIONS
5.5. FUTURE RESEARCH
5.6. CONCLUSION
BIBLIOGRAPHY AND REFERENCES
APPENDIX ONE – INFORMATION SHEET
APPENDIX TWO – CONSENT SEEKING LETTER TO COMPANY
APPENDIX THREE – QUESTIONNAIRE
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A Doctorate Thesis on Predicting Work Performance using the Five Factor Model and KYKO (CASES Model) of Personality

A Doctorate Thesis on Predicting Work Performance using the Five Factor Model and KYKO (CASES Model) of Personality

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Published by Bernard A.T.Tan
“Does personality predict work performance” is a question that many researchers have addressed over the past few decades. Prior to the 1990s, personnel selection specialists generally did not use personality testing in employee selection due to the perception it has low validity. However, recent studies using fundamental dimensions of personality have shown the predictive power of personality for work performance. Research on the significance of personality suggests that even though other factors are important in determining the performance of an individual in a given task, personality provides insight on how well a person will perform a given task. Hence, the more recent studies have focused on demonstrating the incremental gain in predicting work performance that can be attained using personality as a predictor.
“Does personality predict work performance” is a question that many researchers have addressed over the past few decades. Prior to the 1990s, personnel selection specialists generally did not use personality testing in employee selection due to the perception it has low validity. However, recent studies using fundamental dimensions of personality have shown the predictive power of personality for work performance. Research on the significance of personality suggests that even though other factors are important in determining the performance of an individual in a given task, personality provides insight on how well a person will perform a given task. Hence, the more recent studies have focused on demonstrating the incremental gain in predicting work performance that can be attained using personality as a predictor.

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Categories:Types, Research, Science
Published by: Bernard A.T.Tan on Sep 29, 2008
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