Many meta-analyses have brought about and later on confirmed the predictive value of the Big Five through a number of behaviors. The research on the Big Five has shown that there is both support and criticism for the model. There are also limitations extended to the model as the Big Five has an explanatory and predictive theory attached with it. Some suggest that this model does not explain nearly all the human personality domains and is thus regarded as an incomplete model in essence. However some are of the view that it is an extensive and comprehensive model. A manager or coach could use his self-fulfilling prediction to enhance and improve an individual’s performance levels by weighing in his strengths with the grey areas. If he believes that this individual has a good amount of strong points within his personality, he should offer him a chance to excel and in return let the organization grow and develop as a result of the same underpinnings. More than anything else, there is a dire need to put the strengths and weaknesses side by side so that the advantages and the shortcomings could be envisaged beforehand, and that the weaknesses could be plugged, the sooner the better. This manager or coach could find new ways through which this employee can work towards achieving superior performance levels in the long term scheme of things (Beach 1996). The individual can only be gauged in a proper way if there are set conditions under which he can manifest his truest basis, i.e. by giving him a trial under which he is tested to the best possible levels. The manager must realize that he has to play his cards well as far as assigning work activities and processes are concerned to the individual under him. This will bring in success for the individual, the manager and indeed the entire organization. References Beach, L (1996). Decision Making in the Workplace: A Unified Perspective. Lawrence Erlbaum
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