| dbo:abstract
|
- Trait activation theory is based on a specific model of job performance, and can be considered an elaborated or extended view of personality-job fit. Specifically, it is how an individual expresses their traits when exposed to situational cues related to those traits. These situational cues may stem from organization, social, and/or task cues. These cues can activate personality traits that are related to job tasks and organizational expectations that the organization values (i.e., job performance). These cues may also elicit trait-related behaviors that are not directly related to job performance. According to the trait-based model of job performance introduced in Tett and Burnett (2003; see Figure 1), trait activation theory suggests three overarching principles (p. 503):
* Traits are expressed in work behavior as responses to trait-relevant situational cues;
* Sources of trait-relevant cues can be grouped into three broad categories or levels: task, social, and organizational; and
* Trait expressive work behavior is distinct from job performance, the latter being defined in the simplest terms as valued work behavior. Trait activation theory suggests that employees will look for and derive intrinsic satisfaction from a work environment that allows for the easy expression of their unique personality traits. However, the theory stipulates that only in situations where these personality traits are valued on the job (i.e., expression of traits is beneficial to quality job tasks), does "activating" the trait lead to better job performance and the potential for subsequent increased extrinsic rewards (e.g., pay and other benefits). In a nutshell, a workplace environment or job demands that are conducive to the natural and frequent expression of their traits is attractive to people. For example, the trait, extraversion, is associated with sociability and seeking out others' companionship. If this trait is activated by interaction with customers while a salesperson is performing work tasks related to sales, one might expect such trait activation to result in good job performance and potential subsequent financial bonuses. However, if extraversion is activated on the job by the presence of coworkers and one becomes overly sociable with coworkers, job performance may suffer if this sociability distracts from job tasks. In this example, the organizational cues of whether a high sociability environment is expected between coworkers would influence the strength of the cue and the level of activation. Note that it is not an assumption of trait activation theory that trait-irrelevant situations result in poor performance. Rather, the theory suggests that a lack of trait activation weakens the trait-performance relationship. (en)
|
| dbo:thumbnail
| |
| dbo:wikiPageID
| |
| dbo:wikiPageLength
|
- 23790 (xsd:nonNegativeInteger)
|
| dbo:wikiPageRevisionID
| |
| dbo:wikiPageWikiLink
| |
| dbp:wikiPageUsesTemplate
| |
| dcterms:subject
| |
| rdfs:comment
|
- Trait activation theory is based on a specific model of job performance, and can be considered an elaborated or extended view of personality-job fit. Specifically, it is how an individual expresses their traits when exposed to situational cues related to those traits. These situational cues may stem from organization, social, and/or task cues. These cues can activate personality traits that are related to job tasks and organizational expectations that the organization values (i.e., job performance). These cues may also elicit trait-related behaviors that are not directly related to job performance. (en)
|
| rdfs:label
|
- Trait activation theory (en)
|
| owl:sameAs
| |
| prov:wasDerivedFrom
| |
| foaf:depiction
| |
| foaf:isPrimaryTopicOf
| |
| is dbo:wikiPageRedirects
of | |
| is dbo:wikiPageWikiLink
of | |
| is foaf:primaryTopic
of | |
_Figure.png?width=300)
_Figure.png){kind=link}
_Figure.png){kind=link}