ABSTRACT
This chapter has four aims. First, we summarize how trait activation theory (TAT) has been used in the literature since its introduction (Tett & Burnett, 2003; Tett & Guterman, 2000), as a basis for tracking complexities in how personality plays out in the workplace and for identifying further applications. Second, we describe two developments of TAT, specifically (1) with respect to the role of work autonomy and situation strength and (2) in terms of performance feedback and associated extrinsic rewards. Third, we present a trait activation perspective on person–workplace fit, promoting special status for personality traits regarding fit. Finally, we identify recent studies of trait–situation interactions in the workplace to assess how well TAT, as an integrative framework, might account for observed effects (regardless of whether TAT is cited in those works). To begin, we describe TAT and the two articles that introduced it.
