Over the years, personality has had at best a checkered reputation as a predictor of work outcomes. From Guion and Gottier (1965) and Mischel (1968) to Davis-Blake and Pfeffer (1989), personality has been roundly criticized as an ineffective predictor of performance. In recent years, however, researchers have acknowledged and documented the fact that we all have personalities (eg, Goldberg, 1993), and that personality matters because it predicts and explains behavior at work. This research, based on a construct-oriented approach primarily using the “Big Five” traits, has consistently shown that personality predicts job performance across a wide variety of outcomes that organizations value, in jobs ranging from skilled and semiskilled (eg, baggage handlers, production employees) to executives. Yet the magnitude of these effects, as reported in the Murphy and Dzieweczynski (this issue) article, can be characterized as modest, at best. If this is true, why should we care about personality? We begin this article with a review of what researchers have learned about the role of personality at work, and conclude with a discussion about personality’s future. Later, we discuss the findings from seven divergent research streams that, when taken together, demonstrate why we should care about personality. The first reason is that managers care about personality. Research has shown that managers weight individual personality characteristics as if they were nearly as important as general mental ability, during the hiring decision (Dunn, Mount, Barrick, & Ones, 1995). In fact, it is hard to find a manager who says they would prefer to hire someone who is careless, irresponsible, lazy, impulsive, and low in achievement striving (low in Conscientiousness). Similarly, not many managers seek to hire individuals who are anxious, hostile, personally insecure, and de-