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SELECTING INDIVIDUALS IN TEAM SETTINGS: THE IMPORTANCE OF SOCIAL SKILLS, PERSONALITY CHARACTERISTICS, AND TEAMWORK KNOWLEDGE
Author(s) -
MORGESON FREDERICK P.,
REIDER MATTHEW H.,
CAMPION MICHAEL A.
Publication year - 2005
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.2005.655.x
Subject(s) - psychology , conscientiousness , agreeableness , teamwork , extraversion and introversion , applied psychology , team composition , interdependence , personality , big five personality traits , team effectiveness , social psychology , situational ethics , knowledge management , management , political science , computer science , law , economics
Although work is commonly organized around teams, there is relatively little empirical research on how to select individuals in team‐based settings. The goal of this investigation was to examine whether 3 of the most commonly used selection techniques for hiring into traditional settings (a structured interview, a personality test, and a situational judgment test) would be effective for hiring into team settings. In a manufacturing organization with highly interdependent teams, we examined the relationships between social skills, several personality characteristics (Conscientiousness, Extraversion, Agreeableness, and Emotional Stability), teamwork knowledge, and contextual performance. Results indicate that each of these constructs is bivariately related to contextual performance in a team setting, with social skills, Conscientiousness, Extraversion, and teamwork knowledge incrementally predicting contextual performance (with a multiple correlation of .48). Implications of these results for selection in team and traditional settings are discussed.