Two department managers are discussing how important personality is to organizational performance

The production manager, Tucker Crisp, says that personality is not that large of a factor in determining organizational performance on the assembly line he manages. Cindy Park says that personality is very important for employees to contribute to the success of her marketing team. Can both Crisp and Park be correct? If so, how? If not, why not?
What will be an ideal response?

Crisp and Park are involved in the person-situation debate. Considering personality can be useful in understanding and predicting how workers generally feel, think, and behave on the job. However, the impact of personality may be limited by the worker's specific situation. In the case of manufacturing employees working on an assembly line, the pace of the assembly line restricts employee behavior. Because the worker cannot vary job behavior, personality does not significantly impact job performance. In contrast, marketing employees work on creative teams where they may have more choice in how to perform their jobs; therefore, personality may affect how they interact. The differences in the type of work the two sets of employees perform explain why personality may play a larger role in job performance in the marketing department than it does in production.