ABSTRACT
Personality variables have had a roller-coaster-like ride in employee selection during the 20th and 21st centuries. They have been denounced and rescued several times over the years. We foresee a more stable and sanguine future as evidence continues to mount documenting the importance of personality variables as determinants of individual-and team-level performance. Indeed, one of the most important advances in our fi eld can be attributed to the recognition of the importance of personality variables in determining and explaining performance. With the addition of personality variables to our models of job performance, we are now able to explain signifi cantly more variation in behavior and performance than ever before (Hough, 2001).
