Trait activation theory is based on a specific model of job performance, and can be considered an elaborated or extended view of personality-job fit. Specifically, it is how an individual expresses their traits when exposed to situational cues related to those traits.[1]: 502 These situational cues may stem from organization, social, and/or task cues.[1] These cues can activate personality traits that are related to job tasks and organizational expectations that the organization values (i.e., job performance). These cues may also elicit trait-related behaviors that are not directly related to job performance.
According to the trait-based model of job performance introduced in Tett and Burnett (2003; see Figure 1),[1] trait activation theory suggests three overarching principles (p. 503):
Traits are expressed in work behavior as responses to trait-relevant situational cues;
Sources of trait-relevant cues can be grouped into three broad categories or levels: task, social, and organizational; and
Trait expressive work behavior is distinct from job performance, the latter being defined in the simplest terms as valued work behavior.
Tett and Burnett's (2003) Personality Trait-Based Model of Job Performance
Trait activation theory suggests that employees will look for and derive intrinsic satisfaction from a work environment that allows for the easy expression of their unique personality traits. However, the theory stipulates that only in situations where these personality traits are valued on the job (i.e., expression of traits is beneficial to quality job tasks), does "activating" the trait lead to better job performance and the potential for subsequent increased extrinsic rewards (e.g., pay and other benefits). In a nutshell, a workplace environment or job demands that are conducive to the natural and frequent expression of their traits is attractive to people.[2]
For example, the trait, extraversion, is associated with sociability and seeking out others' companionship. If this trait is activated by interaction with customers while a salesperson is performing work tasks related to sales, one might expect such trait activation to result in good job performance and potential subsequent financial bonuses. This is an example of a demand, which is a situational cue that creates a positive outcome when a relevant trait is activated. However, if extraversion is activated on the job by the presence of coworkers and one becomes overly sociable with coworkers, job performance may suffer if this sociability distracts from job tasks. This is an example of a distractor, which is a situational cue that created a negative outcome when a relevant trait is activated.[3] In this example, the organizational cues of whether a high sociability environment is expected between coworkers would influence the strength of the cue and the level of activation. Discretionary cues may activate traits that have a neutral outcome, although discretionary cues do not have a direct impact on work performance, employees are more engaged in fulfilling their workplace duties when given opportunities to activate their discretionary traits. A constraint is a factor that makes a trait less relevant, for example transitioning to a work from home environment from an office may make extraversion less relevant. A releaser is a factor that makes a trait more relevant. A facilitator is a factor that increases the strength of the situational cues that are already present.[3] Note that it is not an assumption of trait activation theory that trait-irrelevant situations result in poor performance. Rather, the theory suggests that a lack of trait activation weakens the trait-performance relationship.[4]
^ abcTett, R. P.; Burnett, D. D. (2003). "A personality trait-based interactionist model of job performance". Journal of Applied Psychology. 88 (3): 500–517. doi:10.1037/0021-9010.88.3.500. PMID 12814298.
^Simonet, Daviel V.; Tett, R.P. (2013). "5 perspectives on the leadership-management relationship: a competency-based evaluation and integration". Journal of Leadership and Organizational Studies. 20 (2): 199–213. doi:10.1177/1548051812467205. S2CID 144247895.
^ abTett, Robert P.; Toich, Margaret J.; Ozkum, S. Burak (2021-01-21). "Trait Activation Theory: A Review of the Literature and Applications to Five Lines of Personality Dynamics Research". Annual Review of Organizational Psychology and Organizational Behavior. 8 (1): 199–233. doi:10.1146/annurev-orgpsych-012420-062228. ISSN 2327-0608. S2CID 234220839.
^Judge, T.; Zapata, C. (2015). "The person-situation debate revisited: Effect of situation strength and trait activation on the validity of the big five personality traits in predicting job performance". Academy of Management Journal. 58 (4): 1149–1179. doi:10.5465/amj.2010.0837.
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