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  1. personalityIn the March 2021 publication of The Psychologist, Emily Reynolds’ article introduced us to the 2020 study of Hoff et al. which explored whether personality changes between adolescence and young adulthood predicted early career success and satisfaction.  Our assistant psychologist, Mya Kirkwood reviews the research findings.

    Employing a longitudinal quasi-experimental design, they followed approximately 2,000 Icelandic youth from 2 representative samples between 2006 - 2018, gathering self-report data from Sample 1 every 4 years (on average), and Sample 2 every 6 years (on average).  

    They explored 5 key aspects of early career success and satisfaction: educational  attainment; financial income; occupational prestige; career satisfaction, and job satisfaction. 

    Information about participant’s income was gathered via self-reported pre-tax income and educational attainment was conceptualised as “highest obtained educational degree” (pg. 66)measured via objective information gathered from Iceland’s educational registry. 

    Personality and satisfaction were measured using objective and reliable psychological testing tools. Adopting a trait-based approached to personality, an Icelandic adaption of the NEO Five-Factor Inventory (Jónsson & Bergþórsson, 2004) measured participants’ Big Five personality traits. To measure Occupational Prestige, participants’ most recent occupations were rated based on the status of their job in society using O*NET’s Achievement and Recognition work-value dimensions (O*NET Online, 2021). Finally, participants reported career satisfaction and job satisfaction on a five-item scale from Greenhaus, Parasuraman, and Wormley (1990) and a five-item scale from Brayfield and Rothe’s Revised Job Satisfaction Blank (1951), respectively. 

    So, what did the evidence suggest and why has it excited the team at TOPPI? 

    Firstly, this study found that not only did personality change between adolescence and young adulthood, but these changes in personality proved to be significant predictors of income and satisfaction related to one’s job and career as a young adult. 

    Specifically, increases in emotional stability positively predicted income and career satisfaction; increases in conscientiousness and extraversion both positively predictors of career satisfaction, while increases in extraversion also positively predicted job satisfaction. 

    These findings are encouraging because they could have affirming applications for young students and professionals on many levels.  

    Firstly, they provide apprehensive young students and early career professionals with a novel approach to considering the role of personality on career success and satisfaction.  

    Currently, Holland’s theory of vocational personality and work environments and RIASEC model (1997) “pervade career counselling” (Nauta, 2010) and their enduring influence can be seen in contemporary occupational psychometric testing tools, such as the ProfileXT toolHowever, the strict typology of these models can be daunting and even imply an individual’s’ personality is an impediment to their desired career  

    – If my personality is not naturally investigative” will I dissatisfied or unsuccessful working within Pharmacy? A student might worry. 

    The current findings into personality change place the discourse around career satisfaction, and hope, back into individuals’ hands – by showing that their personality is not fixed, and their personality can be developed in ways that could lead to greater job and career satisfaction. By conceptualising personality as traits which can be developedthe study suggests that any degree of trait development can lead to incremental increases in satisfaction. 

    Snyder’s Hope Theory (2000) illustrates the importance of hope as an important cognitive and motivational system to achieving goals. By removing cognitive barriers to careers, such as perceived personality incongruency, and returning agency and pathways thoughts to the individual, by conceptualising personality as malleable traitsthe current findings encourage hope and empowerment within young professionals.  

    Secondly, this study highlights the significance of accurate and reliable evidence-based psychological testing in successful career guidance for young students. For example, by incorporating the skills and knowledge of BPS-certified Test Users and certified psychological testing tools into early careers development, young people could develop accurate understandings of their personalitylevels of emotional stability, conscientiousness and extraversion and identify potential development areas which could increase career or job satisfaction. 

    Important questions remain regarding the results of Hoff et al. (2020). The findings currently provide no explanation of the relationships or processes behind themWhy do these relationships exist, and how?   

    Furthermore, the long-established Intention-Behaviour gap indicates that the route from intentions to develop one’s personality into behavioural developmental actions will be complexHow do we ensure that young professionals can, and do, translate their intentions into desirable and observable behavioural and personality changes?  

    Applications of these findings will be most successful once we understand these two questions, but the findings of Hoff et al. (2020) are overwhelmingly empowering. Alongside novel insights into personality development and its role in occupational satisfaction, they provide hope and empowerment to young adolescents at the start of their professional journey, when, arguablyit is needed most. 

    References 

    Brayfield, A. H., & Rothe, H. F. (1951). An index of job satisfaction. Journal of Applied Psychology, 35, 307–311. doi:10.1037/h0055617 

    Greenhaus, J. H., Parasuraman, S., & Wormley, W. M. (1990). Effects of race on organizational experiences, job performance evaluations, and career outcomes. Academy of Management Journal, 33, 64–86. doi:10.5465/25 6352 

    Hoff, K. A., Einarsdóttir, S., Chu, C., Briley, D. A., Rounds, J. (2021). Personality changes predict early career outcomes: Discovery and replication in 12-year longitudinal studiesPsychological Science, 32 (1), 64 – 79. 

    Holland, J. L. (1997). Making vocational choices: A theory of vocational personalities and work environments (3rd ed.). Odessa, Florida. Psychological Assessment Resources. 

    Jónsson, F. H., & Bergþórsson, A. (2004). Fyrstu niðurstöður úr stöðlun NEO-PI-R á Íslandi [First results of a standardization of NEO-PI-R in Iceland]. Sálfræðiritið/Icelandic Journal of Psychology, 9, 9–16 

    Snyder, C.R. (2000). Hypothesis: There is Hope. In C.R. Snyder (Eds.), Handbook of Hope Theory, Measures and Applications (pp.3-21). San Diego: Academic Press. 

    Nauta, M. N. (2010). The development, evolution, and status of Holland’s Theory of vocational personalities: Reflections and future directions for counselling psychology. Journal of Counseling Psychology, 57 (1), 11 – 12. 

    O*NET OnLine (2021). Work Values Search for: Achievement, Recognition. Retrieved from: https://www.onetonline.org/explore/workvalues/Achievement/Recognition/ 

    Reynolds, E. (2021, January 20). Here’s how personality changes in young adulthood can lead to greater career satisfaction. British Psychological Society: Research Digest. Retrieved from: https://digest.bps.org.uk/2021/01/20/heres-how-personality-changes-in-young-adulthood-can-lead-to-greater-career-satisfaction/ 

  2. employee_loyaltyTake care of your employees and they will take care of you...

    While businesses expend great efforts to keep customers happy, research suggests that employees still struggle to get a basic level of care from their employers (Reid, 2009). Why is this? Is it essential for organizations to place employee care on an equal footing as customer care? What difference will it make to the success of the business?

    Gone are the days when customer care was a business's sole priority and all that one perceived to be necessary to drive sales – times have changed! Nowadays, some employees are consistently showing how willing and able they to add-value to their organizations. Despite this, their efforts go unnoticed – employers are still finding it difficult to recognize that employees are their biggest asset, particularly those who are loyal. According to Reichheld (2006) "Loyal employees are committed to the success of the organization and they believe that working in their current role is the best option". In view of this, they will "go-the-extra-mile" to ensure customers are happy and will make more of an effort to foster healthy and productive relationships with their colleagues.

    So, how can you nurture quality employees who care enough about your business to aid its survival? Best practice HR giants such as CIPD and ACAS recommend that managers and leaders alike should develop their "soft skills" so as to respond appropriately to needs of their employees. The premises behind this being that when employees feel cared for they will reciprocate care towards their employer. Its simple - care for your staff and they will care for your business! It is a basic fact that so many business owners today have forgotten. Organizations who are successful at embedding this philosophy into their management practice do well because unlike most they recognize the importance of caring for both the financial and human elements of their business.

    Think of it like this, employees have a huge influence over the customer experience and leaves with them an impression about your business, this will influence their decision to return or not. Obviously, customers will return if your product(s) is what they want and/or need…but stop for a moment and think - how many other businesses stock the same products/services as you do? Remember, customers have choice; you need to ensure that your business is the chosen one. Loyal employees can assist you in your efforts to achieve this!

    Tips on how to nurture employee care and loyalty:

    • Listen to your staff and show awareness of their needs – provide the opportunity for them to work according to their strengths – getting the right people, with the right skills, in the right place at the right time is a proven recipe for success
    • Ensure they have the adequate tools to perform well in their role
    • Focus on developing your key asset and they will do their job well – provide training opportunities so they can strengthen their skills and abilities.
    • Motivate and reward staff for their efforts – rewards incentives are major contributors of employee satisfaction and happiness.

    Dr Michelle Hunter-Hill is a Chartered Psychologist and Programme Convener: Occupational and Business Psychology and HRM