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 Powerful Situations Cause individuals to interpret events in the Cause individuals to interpret events in the same same wayway

Create Create uniform expectancies uniform expectancies of appropriate of appropriate behaviorbehavior

Provide Provide incentives incentives for the performance of a for the performance of a behaviorbehavior

Require commonplace skillsRequire commonplace skills•Weak SituationsWeak Situations

Cause individuals to not uniformly interpret Cause individuals to not uniformly interpret events in the same wayevents in the same way

Do not create consistent expectations of Do not create consistent expectations of desired behaviordesired behavior

Do not offer incentives for one type of Do not offer incentives for one type of behaviorbehavior

Require a Require a variety variety of skillsof skills

The Situation

ConclusionsTraits 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 SelectionArguments for Use in Selection There is evidence that personality There is evidence that personality characteristics can be grouped into characteristics can be grouped into five five broad dimensions broad dimensions (5-Factor Model)(5-Factor Model)

Managers intuitively Managers intuitively believe believe personality personality traits traits matter matter at workat work

Meta-analytic data show these traits can Meta-analytic data show these traits can be be relevant (albeit modest) predictors relevant (albeit modest) predictors of of work performancework performance

Because personality is Because personality is not not highly highly correlated to other useful selection correlated to other useful selection tools, it tools, it contributes contributes incremental validity incremental validity to the prediction of success at workto the prediction of success at work

Little to Little to no adverse impactno adverse impact—mean scores —mean scores are quite comparable across racial or are quite comparable across racial or ethnic groups or between men and womenethnic groups or between men and women

Personality Assessment

Also, 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 InventoriesMajor Types of Inventories

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

Projective TechniquesProjective Techniques Require verbal responses to intentionally Require verbal responses to intentionally ambiguous inkblots, pictures, or sentence stems ambiguous inkblots, pictures, or sentence stems that provide insights into an individualthat provide insights into an individual’’s s personality.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) PredictorsUniversal (or Generalizable) Predictors Conscientiousness and Emotional Conscientiousness and Emotional StabilityStability

Valid predictors of overall work performance Valid predictors of overall work performance over all studies examinedover all studies examined

•Contingent (Niche) PredictorsContingent (Niche) Predictors ExtraversionExtraversion

Valid predictor for some occupational groups Valid predictor for some occupational groups and specific criteria (e.g., salespeople, and specific criteria (e.g., salespeople, managerial positions)managerial positions)

AgreeablenessAgreeableness Valid predictor for teamwork Valid predictor for teamwork

Openness to ExperienceOpenness to Experience Valid predictor for training performanceValid predictor for training performance

Self-Report Inventories

• When you go somewhere for a day, would you rather:

a) plan what you will do and when, or

b) just go

• In a large group, do you more often:

a) introduce yourself, or

b) get introduced

• Is it harder for you to adapt to:

a) routine, or

b) constant change

• Do you think it is a worse fault to be

a) unsympathetic

b) unreasonable

Sample Myers-Briggs Items

Literal ______________________ Figurative

Forgive _____________________ Tolerate

Impulse _____________________ Decision

Where you focus your attention

E I

Focus attention on the outside world – people and things

Focus attention on the inner world –

ideas and impressions

S N

The way you take in information

Take in information through the

senses; focus on the present

Get information from patterns, see the big picture and focus on future possibilities

The way you make decisionsT F

Make decisions using logic, objective

analysis

Make decisions on values and subjective person-focused factorsHow you deal with the outside

worldJ P

Planned, organized approach

Flexible, spontaneous approach

Holly (7)

Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear

Steve (10)

Bill (5)

Thinking --- Feeling

F

Frank (1)

Betty (19)

30 25 20 15 10 5 5 10 15 20 25 30

T

Paul (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 fair

Feeling• 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

J P

Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear

30 25 20 15 10 5 5 10 15 20 25 30

Holly (25)

Steve (6)

Paul (28)

Bill (18)

Sally (1)

Frank (20)

Judging --- Perceiving

Betty (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 stress

Perceiving• 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 --- Intuition

Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear

S N

30 25 20 15 10 5 5 10 15 20 25 30

Holly (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 issues

Intuition• 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 --- IntroversionE I

Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear30 25 20 15 10 5 5 10 15 20

25 30

Extraversion• 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 relationships

Introversion• 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 interruptions

Holly (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 impact

Primary 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 education

http://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)

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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 opinion

http://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 data

http://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 Items

Seven Subscales:

• Authority Figures• Competitive Games• Competitive Situations• Masculine Roles• Imposing Wishes• Standing Out From the Group• Routine Administration

Significant 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 Test

Ten cards which bilateral and symmetrical inkblots

Scoring ---

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 SelectionIssues Affecting Usefulness in Selection The reliability of measures of an The reliability of measures of an individualindividual’’s responses at two different s responses at two different timestimes

The impact on an individualThe impact on an individual’’s score due to s score due to the total the total number of responses number of responses given (e.g., given (e.g., verbal ability).verbal ability).

The quantity and complexity of responses The quantity and complexity of responses make scoring difficult.make scoring difficult.

Lack of Lack of trained trained personnel in personnel in administering, scoring, and interpreting administering, scoring, and interpreting data from projective tests.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 individual’s 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.

ADA

Medical 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