Research undertaken to examine the relationship between personalityand careers is reported. A study of the personality characteristics of204 executives who had been made redundant compared 16PF profiles withthose of similar populations and it is argued that there areidentifiable characteristics amongst the redundant sample, which showthem to be more creative and unconventional, but that they also possessa lack of social skills and poor organisational survival abilities. Thissuggests it is both personality and social fit which aresignificant in suffering an enforced job change. Further research drewon the experiences of 299 executives who had been made redundant. Thisstudy explored their reactions to the job loss event and theirsubsequent learning from experience, in terms of psychologicalgrowth and the changing patterns of their careers. This suggestedthat there is a wide variation in the response to the enforced jobchange and that the personality factors associated with this type ofexecutive may strongly influence their subsequent career paths.
Personnel Review – Emerald Publishing
Published: May 1, 1991