s that look at how well intelligence predicts performance in teams. The same kind of uncertainty exists about the role that conscientiousness plays in generating the often-unrewarded "beyond the call of duty" contributions called organizational citizenship behaviors (OCB).There are at least five circumstances that should lead employers to consider replacing precise matching with a search for employees with a mix of intelligence. The first two-suggestion rest on the results of the research discussed in the preceding pages. The remaining three have not been tested in the laboratory, but make sense logically. * When the Job Calls for a Great Deal of Problem Solving. In this case, g influences the ability of individuals to identify problems and to come up with creative ways to solve them. It appears likely, as well, that conscientious men and women assign high priorities to company concerns and thus look for solutions that benefit their employers, not just themselves. * When the New Employee Will Have a High Degree of Autonomy. Employees in some jobs have little opportunity to show initiative on the one hand or to goof off or goof up on the other. Some of these workers spend the bulk of their day under their supervisor's direct gaze. The pace at which others work and the methods they use are spelled out in excruciating detail and any departure is instantly obvious. The archetypal assembly line job scores high in this respect. Other jobs stand in stark contrast, and require independent initiative. Other things being equal, conscientiousness is more likely to separate high performers from low performers in such low control - low structure jobs than it is in their high control - high structure counterparts. * When the Things New Employees Learn on the Job are More Important Than What They Bring to the Job. Pilots, surgeons, lawyers, and plumbers bring a well defined set of skills to their jobs. Other jobs are different, however. New employe...
