Job performance manages the information, skills, mentality and information that are necessary to help someone accomplish the task undertaken within the set of expectations of the organization. Job performance can be distinguished into two different classifications, which include task-related behavior and contextual behavior (counterproductive behavior and citizenship behavior) (Rotundo & Sackett, 2002). Rotundo and Sackett (2002) expressed that one of the behaviors related to the execution of a task has the capacity to transform the company's resources into a commodity. Overall, organizations consistently use job performance, which aims to ensure the greatest potential for job performance from each worker. Yet the personality has recently attracted a lot of attention from many organizations. Indeed, the relationship between personality and job performance is a distinctive basis on the surrounding workforce. Furthermore, job performance can lead the organization to success or failure. As some researchers have suggested, one's own sense of personality is a synthesis of characteristic examples composed of thoughts, feelings, and behaviors that make an individual unique from others (Buchanan and Huczynski, 2010). Researcher had found a vast majority of theories and personality types, which include Type A and Type B personality theory, Myers-Briggs Type Indicator (MBTI®) and FFM theory (Robbins, Judge, Millett, Boyle, 2014). However, the most notable theory that could demonstrate personality in a more effective way would be FFM (The Big Five Theory). Goldberg (1990, cited in Garcia, Aluja and Garcia, 2004) expressed that the Big Five Model or FFM might be able to use to illustrate the remarkable parts of the individual...... middle of article.. ....etzer, 2003) described that emotional stability refers to an individual who is patient, relaxed, self-controlled and able to maintain stress. situation without losing control. In their argument, Hörmann and Maschke (1996 cited in Rothmann & Coetzer, 2003) believed that neuroticism could be used to predict an individual's performance in various jobs. While researchers such as Dunn, Mount, Barrick and Ones (1995 cited by Rothmann & Coetzer, 2003) added that the second most critical trait that influences the employability of candidates is emotional stability. In a late finding, Judge, Higgins, Thoresen, and Barrick (1999 cited in Moutafi, Furnham, & Crumo, 2007) claimed that job performance and neuroticism have an inverse relationship. However, Salgado (1997 cited in Rothmann and Coetzer, 2003) indicated that job performance can be predicted under certain conditions by neuroticism..