Other than Big Five Traits, there are some other, more specific attributes which are powerful predictor of behavior in organizations. These are core self-evaluation, Machiavellianism, Narcissism, Self-monitoring, Risk taking, proactive personality and other orientation. Let’ discuss each briefly;

Core Self-Evaluation:

People who have positive core self-evaluations like themselves, find themselves as effective, capable and in control of their environment. Vice versa, people with negative core self-evaluation don’t like themselves, question their abilities and view themselves as powerless in their environment.

Job performance: Job performance of people with high core self-evaluation is found much higher than others.

·         They set ambitious goals, more committed to attain them and are mor persistent in attempting to achieve those set goals.

·         They provide better customer services.

·         Popular co-workers.

·         They grow faster than the people with negative core self-evaluation.

·         Performance becomes far better, when they feel their work provides meaning and is helpful to others.

One study of Fortune 500 CEOs suggests that too many people are overconfident. This makes them to take bad decisions. Teddy Forstmann, Chairman of IMG (a sports marketing giant) says,

·         “I know God gave me an unusual brain. I can’t deny that. I have a God-given talent for seeing potential.”

We can call him as over confident.

But at the same time, we need to keep one more important point in our minds, that, many people sell themselves for too less.

Machiavellianism:

This term is named after Niccolò Machiavelli, he wrote in sixteenth century about how to gain and use power. People with high Machiavellianism are:

·         More pragmatic.

·         Maintains emotional distance.

·         Believes that ends can justify means.

·         Manipulate more.

·         Win more.

·         Less persuaded.

·         Don’t like their work as much, work gives them stress and are involved in deviant work behaviors.

Situation when High Machs flourishes are;

·         They interact face to face with others rather than indirectly.

·         When the situations have minimal rules and regulations.

·         When emotional involvement is irrelevant.

Job Performance:

Machs perform better in bargaining jobs (labor negations), or reward winning jobs (sales agents)

Narcissism:

It is when a person fell in love with his own image. In Psychology, Narcissism if defined as,

“People give themselves so much importance. Requires excessive admiration, has a sense of entitlement and is arrogant.”

Narcissists are more charismatic and more likely to be emerged as leaders. They also keep good psychological health.

Negative sides:

·         They are less desirable.

·         As they talk down to others, treat others as if they are inferior, so people don’t like them.

·         They are selfish.

·         Their bosses rank them low on their jobs.

·         They often are not willing to help others.

Self-Monitoring:

It is the ability of a person to adjusts his behavior to eternal situational factors. People high in self-monitoring are sensitive and adapt quickly to changing situations. They understand external cues, and can behave differently in different situations. Subject with situation they present striking contradictions between their public appearance and private self.

Low self-monitors don’t posses such qualities. They are brutally honest. They don’t change themselves with changing situations, and show their real self in each situation. There is high consistency in their behavior between who they are and what they do.

High self-monitors closely observe other’s behavior and are capable of confirming than low self-monitors.

High self-monitors receive better performance ratings, find more chances to grow and are more likely to emerge as leaders. They are also better fit for central positions in the organization.

Risk Taking:

People vary in willingness of taking risks. High risk-taking Managers made more quick decisions and use less information than the low risk-takers. And research shows an interesting fact that, decision accuracy is same for both groups.

Recent researches show that, managers in big organizations are more willing to take risks than new entrepreneurs.

Risks are also linked with job demands. For example: a stock trader in a brokerage firm will be high risk taker, because his job allows him to take risks. On the other hand, the accountant in a private firm is considered to be the low risk-taker.

Proactive Personality:

Proactive personalities look for opportunities, make initiatives, take actions and persevere until meaningful change occurs. They bring positive change in their environment, regardless of obstacles and constraints.

·         They are more likely to become leaders, change agents and achieve career success.

·         They are found as satisfied with their work.

·         Help others who are in need with their work.

·         Build healthy relationships with others.  

·         They challenge the status quo and raise their voice when situations aren’t to their likings.

·         When companies need entrepreneurial initiatives, these proactive personalities are best candidates.

·         They select, create and influence work situations in their favor.

·       They seek for jobs and organizational information, nourish contacts in high places and plan their career and fight with hindrances which   are in way of their success.

Other-Orientation:

it is a personality trait, that reflects, to which extent a decision is effected by influences and concerns vs our own well-being and outcomes. Some people think a lot about other people, much concerned about their feelings and well-being, while others think about them-selves, about their own stakes and interests. These are varying levels of other orientation.

People who are other-oriented feel more obliged to help others who have helped them (pay me back). On the other hand, people who are self-oriented will help others when they expect to be helped in future.

Employees who are high in other-orientation put extra effort when engaged in helping work or prosocial behavior, in return it effects some behaviors which actually matter for organization.