Personality guidness

Personality Assessment[Enduring pattern of thoughts, ideas, emotions, and behaviors that are generally consistent over situations and time and that differentiate individuals from each other]Usage:SHRM survey --- 30%Fortune 100 Companies --- 50%Outside U.S. ----- 50% to 80% Interaction of personality characteristics and the situation Strong vs. weak situations Impact of reward systems Which personality characteristics are important for a given situation?

Powerful Situations Cause individuals to interpret events in the same wayCreate uniform expectancies of appropriate behaviorProvide incentives for the performance of a behaviorRequire commonplace skillsWeak SituationsCause individuals to not uniformly interpret events in the same wayDo not create consistent expectations of desired behaviorDo not offer incentives for one type of behaviorRequire a variety of skillsThe SituationConclusionsTraits vary greatly in the extent to which they influence behaviorThe situation has an important influence on individual behaviorSpecific personality traits predict valued behaviors at work only in relevant situations

Arguments for Use in SelectionThere is evidence that personality characteristics can be grouped into five broad dimensions (5-Factor Model)Managers intuitively believe personality traits matter at workMeta-analytic data show these traits can be relevant (albeit modest) predictors of work performanceBecause personality is not highly correlated to other useful selection tools, it contributes incremental validity to the prediction of success at workLittle to no adverse impactmean scores are quite comparable across racial or ethnic groups or between men and womenPersonality AssessmentAlso, correlations with: a) motivation, b) satisfaction and commitment, c) attendance and on-time arrivals, d) OCBs, e) desire to learn new work methods/increase skills, and f) less CWBs

Counter Productive Work Behaviors (CWBs)

(Can occur from emotion-based processes when organizational conditions are perceived as unpleasant or stressful; Fox & Spector, 1999). Example: Perceived justice violations: distributive, procedural, interpersonal (interpersonal and informational)

CWBs Directed toward organizations (CWB-O) Directed toward other people (CWB-P) Withdrawal behaviors (e.g., absenteeism, tardiness)

Sabotage

Production deviance (work slow down)

Theft

Abuse against others

(Fox & Spector, 2003)

Major Types of Inventories

Self-Report QuestionnairesConsist of a series of brief items asking the respondents to use a multiple-choice answer format to indicate personal information about thoughts, emotions, and past experiences

Projective TechniquesRequire verbal responses to intentionally ambiguous inkblots, pictures, or sentence stems that provide insights into an individuals personality.

Personality InventoriesSelf-reports Minnesota Multiphasic Personality Inventory, California Psychological Inventory Myers-Briggs Type Indicator Hogan Personality Inventory NEO PI-R (assesses the 5-Factor model consisting of: Neuroticism, Extraversion, Openness, Agreeableness Conscientiousness)(e.g., Thematic Apperception Test (TAT), Rorschach Inkblot Test (RIT), Miner Sentence Completion Scale)Projective Techniques --

Extraversion --- Outgoing, sociable Neuroticism (Emotional Stability): Depressed, anxious, worrisome, etc. Agreeableness: Flexible, forgiving Conscientiousness: Careful, thorough, persevering Openness to Experience: Curious, imaginative

Five Factors Overall, conscientiousness and extraversion are best predictors of managerial performance across jobs Personality measures add to prediction above and beyond other commonly used measure such as cognitive ability

Universal (or Generalizable) PredictorsConscientiousness and Emotional StabilityValid predictors of overall work performance over all studies examinedContingent (Niche) PredictorsExtraversionValid predictor for some occupational groups and specific criteria (e.g., salespeople, managerial positions)AgreeablenessValid predictor for teamwork Openness to ExperienceValid predictor for training performanceSelf-Report Inventories

When you go somewhere for a day, would you rather:plan what you will do and when, orjust goIn a large group, do you more often:introduce yourself, orget introducedIs it harder for you to adapt to:a) routine, orb)constant changeDo you think it is a worse fault to bea) unsympatheticb)unreasonableSample Myers-Briggs ItemsLiteral ______________________ FigurativeForgive _____________________ TolerateImpulse _____________________ Decision

Where you focus your attentionEIFocus attention on the outside world people and thingsFocus attention on the inner world ideas and impressionsSNThe way you take in informationTake in information through the senses; focus on the presentGet information from patterns, see the big picture and focus on future possibilitiesThe way you make decisionsTFMake decisions using logic, objective analysisMake decisions on values and subjective person-focused factorsHow you deal with the outside worldJPPlanned, organized approachFlexible, spontaneous approach

Holly (7)Very Clear Clear Moderate Slight Slight Moderate Clear Very ClearSteve (10)Bill (5)Thinking --- FeelingFFrank (1)Betty (19) 30 25 20 15 10 5 5 10 15 20 25 30TPaul (2) Sally (2)Thinking Looks at the logical consequences of actions; Examines pros and cons of approaches objectively; Energized by critique and analysis; Focuses on tasks Desires to find a standard to apply in all situations; reasonable and fairFeeling Focuses on how others may be affected by decisions by mentally placing themselves into situations; Guided by personal values; Energized by appreciating and supporting others; Focuses on interactions Strives for harmony and positive interactions

JPVery Clear Clear Moderate Slight Slight Moderate Clear Very Clear30 25 20 15 10 5 5 10 15 20 25 30Holly (25)Steve (6)Paul (28)Bill (18) Sally (1)Frank (20)Judging --- PerceivingBetty (20)Judging Planned, ordered, and structured in approach; Systematic and methodical; Prefers to have things settled, closure; Likes to make plans and schedules; Energized by getting things done and settled; Prefers to avoid last-minute stressPerceiving Spontaneous and adaptable in orientation; prefers flexibility in work Leaves things open as long a s possible; Open to last minute options and changes; Energized by resourcefulness and adapting present demands Focuses on enjoying the process

Sensing --- IntuitionVery Clear Clear Moderate Slight Slight Moderate Clear Very ClearSN30 25 20 15 10 5 5 10 15 20 25 30Holly (24)Steve (11)Paul (16)Bill (21)Sally (9)Frank (26)Betty (24)Sensing Prefers real, tangible information; Notices specifics and focus on practical realities; Factual Develops understanding through practical applications Focus on immediate issuesIntuition Takes in information by focusing on the big picture; Attends to relationships and connections between facts; provides connections and meanings Imaginative and verbally creative; follows inspiration Moves quickly to conclusions and follows hunches; Prefers clarification of ideas before use Focuses on possibilities

Extraversion --- IntroversionEIVery Clear Clear Moderate Slight Slight Moderate Clear Very Clear30 25 20 15 10 5 5 10 15 20 25 30Extraversion Focus on the external environment; direct energy outward; Prefer communicating by talking and working out ideas by talking them through; Learns best through discussions; Sociable and expressive; Takes initiative in work and relationshipsIntroversion Focus on ideas and experience; direct energy inward; Prefers to communicate through writing and work out ideas through reflection; Learns best by thinking and contemplation; Private and self-contained; Takes initiative when situation is important to them Enjoys working alone without interruptionsHolly (6)Steve (5)Paul (6)Bill (18)Sally (15) Frank (2)Betty (26)

Hogan Personality Inventory

Designed to predict occupational success Based on the 5-factor model Developed and normed on 500,000 on working adults Validated in over 200 occupations No invasive or intrusive items No adverse impactPrimary Scales ---Adjustment: confidence, self-esteem, and composure under pressureAmbition: initiative, competitiveness, and desire for leadership rolesSociability: extraversion, gregarious, and need for social interactionInterpersonal Sensitivity: tact, perceptiveness, and ability to maintain relationshipsPrudence: self-discipline, responsibility, and thoroughnessInquisitive: imagination, curiosity, and creative potentialLearning Approach: achievement orientation, valuing educationhttp://www.hoganassessments.com/?q=content/hogan-personality-inventory-hpi

Hogan Personality Inventory (cont.)Occupational Scales ---Service Orientation (attentive, pleasant, courteous to others such as customers and clients)Stress Tolerance (ability to handle stress)Reliability (integrity, good organizational citizen)Clerical Potential (able to follow directions, attentive to detail, clear communicator)Sales Potential (energetic, ability to interact socially, able to deal with client issues/problems)Managerial Potential (leadership ability, good at organizing, capability to make decisions)http://www.hoganassessments.com/?q=content/hogan-personality-inventory-hpi

Hogan Development Survey [An assessment of the dark side of personality]

Excitable: moody, hard to please, and emotionally volatileSkeptical: suspicious, sensitive to criticism, and expecting betrayalCautious: risk averse, resistant to change, and slow to make decisionsReserved: aloof, uncommunicative, and indifferent to the feelings of othersLeisurely: overtly cooperative, but privately irritable, stubborn, and uncooperativeBold: overly self-confident, arrogant, and entitledMischievous: charming, risk-taking, and excitement-seekingColorful: dramatic, attention-seeking, and interruptiveImaginative: creative, but thinking and acting in unusual or eccentric waysDiligent: meticulous, precise, hard to please, and micromanagingDutiful: eager to please and reluctant to act independently or against popular opinionhttp://www.hoganassessments.com/?q=content/hogan-development-survey-hds

Motives, Values, Preferences Inventory [Measures core goals, values, drivers, and interests]

Recognition: responsive to attention, approval, and praisePower: desiring success, accomplishment, status, and controlHedonism: orientated for fun, pleasure, and enjoymentAltruistic: wanting to help others and contribute to societyAffiliation: enjoying and seeking out social interactionTradition: dedicated to strong personal beliefsSecurity: needing predictability, structure, and orderCommerce: interested in money, profits, investment, and business opportunitiesAesthetics: needing self-expression, concerned over look, feel, and design of work productsScience: wanting knowledge, research, technology, and datahttp://www.hoganassessments.com/?q=content/motives-values-preferences-inventory-mvpi

Hogan Business Reasoning Inventory [Assesses how people think; Measures reasoning style the ability to evaluate sets of data, make decisions, solve problems, and avoid repeating past mistakes]Tactical Reasoning: the ability to solve problems and come to sensible conclusions once the facts are known. High scorers tend to be disciplined, steady, and precise.

Strategic Reasoning: the ability to detect errors, gaps, and logical flaws in graphs, memos, diagrams, written reports, numerical projections, and tables of data. High scorers tend to be curious and interested in feedback.http://www.hoganassessments.com/?q=content/hogan-business-reasoning-inventory-hbri

OTBQ(Off-Task Behavior Questionnaire)

The following items are examples or work related behaviors that you may engage in during the course of your work. Using the scale below, please rate the degree to which you engage in these behaviors.

Never Rarely Occasionally Often Constantly

(1) (2) (3) (4)(5)

1. ____ I pay close attention to any error I make on my job2._____ I focus my attention on what is going wrong3._____ I focus my total attention on learning a new rule/procedure4._____ I focus my attention on being ready for any changes in my work5._____ I focus my attention to respond to any changes in my work6._____ I think about new strategies for improving my performance7._____ I tell myself things to encourage me to try harder_____ I focus my attention on how fast I can finish a work task _____ I focus my attention on how many work tasks I can complete

From: Kanter, R., Ackerman. P. L., Murtha, T. C., Dugdale, B., & Nelson, L. (1994). Goal-setting, conditions of practice, and task performance: A resource allocation perspective. Journal of Applied Psychology, 79, 826-835.

Sample Items from the Workplace Cognitive Failures Questionnaire

______ _______ _______ _______ _______ 1 2 3 4 5 (Never) (Very Often)

Cannot remember whether you have or have not turned off work equipment?

Fail to recall work procedures?

Cannot remember work-related phone numbers?

Forget where you have put something you use in your job (e.g., tools)?

Do not fully listen to instruction?

Do not focus your full attention on work activities?

Throw away something you meant to keep (e.g., memos, tools)?

Say things to others that you did not mean to say? From: Wallace, J. C., & Chen, G. (2005). Development and validation of a work-specific measure of cognitive failure: Implications for occupational safety. Journal of Occupational and Organizational Psychology, 78, 615-632.

I like parties and socials. (Sociability)

When I work on a committee I like to take charge of things. (Ambition) I often lose my temper. (Likeability; R) Sometimes I rather enjoy going against the rules and doing things I'm not supposed to. (Prudence; R) I am embarrassed with people I do not know well. (Adjustment; R) I read at least ten books a year. (Intellectance)

I always see to it that my work is carefully planned and organized. (Ego- control)Sample California Psychological Inventory Sample Items

If I am promoted ________Wearing a necktie _______Yacht racing _______Dictating lectures _______Presenting a report at a staff meeting _______Miner Sentence Completion Scale[Assesses Motivation to Manage] Sample ItemsSeven Subscales: Authority Figures Competitive Games Competitive Situations Masculine Roles Imposing Wishes Standing Out From the Group Routine AdministrationSignificant correlations between MSCS and managerial progress (e.g., promotion, pay rate)MSCS scores are not related to scores on measures of intelligence

TAT --- 31 pictures that depict a variety of social and interpersonal situations. Participants are requested to write or tell a story about each picture to the examiner (e.g., what happened, what Ten pictures are gender-specific; the others can be used with either sex. Use: To uncover internal conflicts, dominant drives, interests, and motives. Specific motives include the need for achievement, need for power, the need for intimacy, and problem-solving abilities. Thematic Apperception Test

Rorschach Inkblot TestTen cards which bilateral and symmetrical inkblotsScoring ---Location: the part of the blot used (e.g., use of the whole blot, common or unusual detail)Determinants: form, color, shading, and movement) Content (human figures, animal figures, anatomical diagrams, inanimate objects

Issues Affecting Usefulness in SelectionThe reliability of measures of an individuals responses at two different timesThe impact on an individuals score due to the total number of responses given (e.g., verbal ability).The quantity and complexity of responses make scoring difficult.Lack of trained personnel in administering, scoring, and interpreting data from projective tests.Projective Techniques

Legality of the MMPI Karraker v. Rent-A-Center, Inc. 411 F, 3rd 831 (7th Cir. 2005)The Seventh Circuit reversed the district court and ruled that the MMPI fit the definition of a medical examination. A medical exam is a procedure or test that seeks information about an individuals physical or mental impairments or health. So, the court had to decide if the MMPI was designed to reveal an impairment of physical or mental health. They held that the test was so designed to do so. In other words, it excluded employees from being promoted who had disorders, even though a psychologist was not used to interpret the test results. In this regard, given that the test was originally designed to measure mental disorders may violate the ADA.

ADAMedical examinations & inquiries about disabilities An employer may not ask or require a job applicant to take a medical examination before making a job offer

An employer may condition a job offer on the satisfactory result of a post-offer medical examination or medical inquiry if this is required of all entering employees in the same job category If an individual is not hired because a post-offer medical examination or inquiry reveals a disability, the reason(s) for not hiring must be job-related and consistent with business necessity. The employer also must show that no reasonable accommodation was available that would enable the individual to perform the essential job functions, or that accommodation would impose an undue hardship

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