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Interactive effects of personality and organizational politics on contextual performance
Author(s) -
Witt L. A.,
Kacmar K. Michele,
Carlson Dawn S.,
Zivnuska Suzanne
Publication year - 2002
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.172
Subject(s) - agreeableness , psychology , conscientiousness , social psychology , personality , facet (psychology) , extraversion and introversion , big five personality traits , context (archaeology) , hierarchical structure of the big five , interpersonal communication , facilitation , variance (accounting) , perception , politics , big five personality traits and culture , political science , paleontology , accounting , neuroscience , biology , law , business
The authors explored the process of evaluating contextual performance in the context of a politically charged atmosphere. They hypothesized that the negative relationship between perceptions of organizational politics and contextual performance is weaker among workers high in three of the Big Five model of personality dimensions—agreeableness, extraversion, and conscientiousness. Data were collected from a matched sample of 540 supervisors and subordinates employed in the private sector. Results indicated that the interaction of politics and the personality dimension of agreeableness explained a significant incremental amount of variance in the interpersonal facilitation facet of contextual performance. These findings demonstrate the need to consider both the situation and the person as antecedents of contextual performance. Copyright © 2002 John Wiley & Sons, Ltd.