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Aggregate personality and organizational competitive advantage

Based on attraction–selection–attrition theory, human capital resources theory, person-organization fit theory and organizational climate/culture strength theory we hypothesize that (1) Big 5 aggregate conscientiousness, emotional stability and agreeableness will be significantly related to organizational financial performance (only conscientiousness is significant), (2) that interaction effects of Big 5 means and SDs will be reflected in organizational financial performance (not supported), and (3) that Big 5 strength (variance) alone is a significant correlate of organizational financial performance (supported for all but extraversion). In addition, an aggregate of strength across the Big 5 facets is also a significant correlate of organizational financial performance. Limitations and implications of these findings for future research on aggregate personality and practice are discussed. 
 
Practitioner points 
Selection on the basis of conscientiousness will yield not only effective individual performance but may also be reflected in organizational financial performance as well. 
Firms should be attentive to the variance in the attributes of those hired because smaller aggregate variance on all but extraversion Big 5 attributes is significantly reflected in organizational financial performance.