What types achievement and activates that would be likely to predict success?

Of the five factors, the single factor of conscientiousness is the most predictive of job performance (Hurtz & Donovan, 2000).

Absences

Job absence is very much a part of job performance: employees are not performing effectively if they do not even come to work. Introverted, conscientious employees are much less likely to be absent from work, as opposed to extraverted employees who are low on conscientiousness. Interestingly enough, neuroticism is not highly correlated with absence (Judge, Martocchio, & Thoresen, 1997). The Judge et al. (1997) study is interesting considering the Judge et al. (2002) research on job satisfaction and the five-factor model. The results of the latter research suggests that extraverted individuals are more satisfied in the workplace, because work gives them an opportunity to experience an optimal level of arousal, whereas introverted individuals are less satisfied in the workplace due to too much stimulation. Combining the results of these two studies suggests that conscientiousness is the deciding factor regarding job absence.

Perhaps another factor in absenteeism is that, although introverts may be less satisfied in the workplace, they go to work anyway. This behavior might imply either that introverts are more conscientious or simply that introverts have no compelling reason not to go to work (whereas extraverts may have friends who urge them to skip work and go see a movie). This conclusion is debateable, however, because introverts might be tempted to skip work to avoid the extra stimulation and might perhaps stay home and read a book (a book on psychology, no doubt). Judge and his colleagues will likely continue their research and perhaps provide answers in the future.

Teamwork

Oftentimes in the workplace the ability to be a team player is valued and is critical to job performance. Recent research has suggested that conscientiousness, extraversion, and agreeableness are all related to cooperative behavior but that they are not related to task performance. Although this fortifies the case that job performance is related to the five-factor model via increased cooperativeness among coworkers, it lays siege to the role of personality by implying that actual job performance (task performance) is related to cognitive ability and not to personality (LePine & Dyne, 2001).

Leadership abilities are often essential in the workplace, especially for individuals who aspire to move up into the ranks of management. Studies of Asian military units have found that neuroticism is negatively correlated with leadership abilities. Contrary to what the researchers hypothesized, agreeableness is negatively correlated with leadership abilities as well. Openness to experience is unrelated to leadership abilities, but extraversion is positively correlated with leadership abilities (Lim & Ployhart, 2004). This evidence is consistent with the long-standing idea that in teams there are leaders and there are followers; the leaders make decisions and the followers abide by them. Although agreeableness is positively correlated with working with a team, it is negatively correlated with being a leader. Those followers who do not always agree and are willing to voice their own opinions end up moving up the ranks, whereas those who blindly agree are left as followers.

Personnel Selection

Research into the relation between the five-factors model and personnel hiring provides additional evidence that conscientiousness is the most valid predictor of job performance (Schmidt & Ryan, 1993). Given that conscientious individuals have a tendency to perform better as employees, it is easy to believe that employers will seek out that factor or the traits that coincide with it.

Job performance and personality (as measured in the five-factor model) are related. It appears that the relation between job performance and the five factors is more a consequence of the social aspects of the workplace than of ability. Research indicates that cognitive ability is more strongly correlated with task performance than any of the five factors are correlated with task performance. The five factors are strongly correlated with cooperating with others and enjoying the overall workplace experience, which are key components of long-term job success. Being absent from work or working as a team are correlates of personality that directly affect whether one will succeed in the workplace, and they are strongly correlated with the Big Five and not with cognitive ability.

It is worth noting that the majority of research has been on sales or other occupations in which interacting with people is required. Is it possible that these studies are skewed? Perhaps researching individuals in jobs that require very little human interaction (such as authors of fiction, like Steven King) would yield different results.

Conscientiousness and extraversion are the two aspects of the five-factor model that are always correlated with positive job performance, although conscientiousness is more positively correlated (extraversion is negatively correlated with job performance in that it appears to inspire more absence, but only when combined with low levels of conscientiousness). Agreeableness is negatively correlated with job performance within a leadership role. Openness to experience, in general, is unrelated. Neuroticism is negatively correlated with job performance.

Cognitive ability may allow an employee to complete a specific task, but the ability to work with others and to stay motivated are aspects of personality. The five-factor model is a valid predictor of workplace performance. Personality is an indispensable consideration for employers looking for quality employees.

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