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The Incremental Validity of Honesty-Humility Over Cognitive Ability and the Big Five Personality Traits

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dc.contributor.authorOh, In-Sue-
dc.contributor.authorLe, Huy-
dc.contributor.authorWhitman, Daniel S.-
dc.contributor.authorKim, Kwanghyun-
dc.contributor.authorYoo, Tae-Yong-
dc.contributor.authorHwang, Jong-Oh-
dc.contributor.authorKim, Cheon-Seok-
dc.date.accessioned2021-09-05T17:45:24Z-
dc.date.available2021-09-05T17:45:24Z-
dc.date.created2021-06-15-
dc.date.issued2014-
dc.identifier.issn0895-9285-
dc.identifier.urihttps://scholar.korea.ac.kr/handle/2021.sw.korea/101226-
dc.description.abstractThe present study examines the incremental validity of Honesty-Humility (H-H), a measure of the tendency to be fair and genuine in dealing with others, for supervisory ratings of job performance (including both task and contextual performance) over cognitive ability and the Big Five personality traits. Specifically, we explore the incremental validity of H-H in predicting contextual performance. Results based on 217 South Korean military officer candidates are consistent with previous conclusions that Conscientiousness is the strongest predictor of contextual performance and that cognitive ability is the strongest predictor of task performance. More important, our results reveal that H-H offers moderate incremental validity for contextual performance but no incremental validity for task performance over the effects of cognitive ability and the Big Five personality traits.-
dc.languageEnglish-
dc.language.isoen-
dc.publisherROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD-
dc.subjectORGANIZATIONAL CITIZENSHIP BEHAVIOR-
dc.subjectJOB-PERFORMANCE-
dc.subjectRANGE RESTRICTION-
dc.subjectRELATIVE IMPORTANCE-
dc.subjectTASK-PERFORMANCE-
dc.subject5-FACTOR MODEL-
dc.subjectHEXACO MODEL-
dc.subjectPREDICTORS-
dc.subjectDIMENSIONS-
dc.subjectMETAANALYSIS-
dc.titleThe Incremental Validity of Honesty-Humility Over Cognitive Ability and the Big Five Personality Traits-
dc.typeArticle-
dc.contributor.affiliatedAuthorKim, Kwanghyun-
dc.identifier.doi10.1080/08959285.2014.913594-
dc.identifier.scopusid2-s2.0-84904269285-
dc.identifier.wosid000340148000002-
dc.identifier.bibliographicCitationHUMAN PERFORMANCE, v.27, no.3, pp.206 - 224-
dc.relation.isPartOfHUMAN PERFORMANCE-
dc.citation.titleHUMAN PERFORMANCE-
dc.citation.volume27-
dc.citation.number3-
dc.citation.startPage206-
dc.citation.endPage224-
dc.type.rimsART-
dc.type.docTypeArticle-
dc.description.journalClass1-
dc.description.journalRegisteredClassssci-
dc.description.journalRegisteredClassscopus-
dc.relation.journalResearchAreaPsychology-
dc.relation.journalWebOfScienceCategoryPsychology, Applied-
dc.subject.keywordPlusORGANIZATIONAL CITIZENSHIP BEHAVIOR-
dc.subject.keywordPlusJOB-PERFORMANCE-
dc.subject.keywordPlusRANGE RESTRICTION-
dc.subject.keywordPlusRELATIVE IMPORTANCE-
dc.subject.keywordPlusTASK-PERFORMANCE-
dc.subject.keywordPlus5-FACTOR MODEL-
dc.subject.keywordPlusHEXACO MODEL-
dc.subject.keywordPlusPREDICTORS-
dc.subject.keywordPlusDIMENSIONS-
dc.subject.keywordPlusMETAANALYSIS-
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