Redundant Executive: Personality and the Job Change Experience

Abstract

Research undertaken to examine the relationship between personality and careers is reported. A study of the personality characteristics of 204 executives who had been made redundant compared 16PF profiles with those of similar populations and it is argued that there are identifiable characteristics amongst the redundant sample, which show them to be more creative and unconventional, but that they also possess a lack of social skills and poor organisational survival abilities. This suggests it is both personality and “social fit” which are significant in suffering an enforced job change. Further research drew on the experiences of 299 executives who had been made redundant. This study explored their reactions to the job loss event and their subsequent learning from experience, in terms of “psychological growth” and the changing patterns of their careers. This suggested that there is a wide variation in the response to the enforced job change and that the personality factors associated with this type of executive may strongly influence their subsequent career paths.

Citation

Tyson, S. and Doherty, N. (1991), "Redundant Executive: Personality and the Job Change Experience", Personnel Review, Vol. 20 No. 5, pp. 3-10. https://doi.org/10.1108/EUM0000000000796