In recent years, many researchers have demonstrated that the personality model – the “Big Five” model – uses five distinct scales to describe personality: conscientiousness (the measure in which one is dependable, responsible, dependable, persistent, and success-oriented), emotional stability (calmness and self-control), extraversion (a measure of sociability, ambition, and narcissism), agreeableness (the degree to which one is good-natured character, cooperative, and trust) and openness to experience (a measure of imagination, sensitivity, and curiosity) (Robbins, Judge, Millett, & Boyle, 2014). It is obvious that individuals have unique combinations of these big five patterns, so personality traits affect job performance differently in terms of employee motivation and selection. First, it determines how and why we are motivated to achieve certain goals: for example, people who score high in extroversion are more motivated to achieve a goal if a reward such as money or a raise is expected; or some people are motivated by the recognition of their colleagues, so they want their success to be celebrated during the staff lunch (Bailey, 2014). Second, according to the research of Barrick & Mount (1991), the relationship between the big five model and job performance can predict job performance through job selection. For example, in customer