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:
SHRMsurvey30%
Fortune100Companies50%
OutsideU.S.50%to80%
Interactionofpersonalitycharacteristicsandthesituation
Strongvs.weaksituations
Impactofrewardsystems
Whichpersonalitycharacteristicsareimportantforagiven
situation?

TheSituation
PowerfulSituations
Causeindividualstointerpreteventsinthesameway
Createuniformexpectanciesofappropriatebehavior
Provideincentivesfortheperformanceofabehavior
Requirecommonplaceskills
WeakSituations
Causeindividualstonotuniformlyinterpreteventsinthesameway
Donotcreateconsistentexpectationsofdesiredbehavior
Donotofferincentivesforonetypeofbehavior
Requireavarietyofskills
Conclusions
Traits vary greatly in the extent to which they influence
behavior
The situation has an important influence on individual
behavior

PersonalityAssessment
ArgumentsforUseinSelection
Thereisevidencethatpersonalitycharacteristicscanbe
groupedintofivebroaddimensions(5FactorModel)
Managersintuitivelybelievepersonalitytraitsmatteratwork
Metaanalyticdatashowthesetraitscanberelevant(albeit
modest)predictorsofworkperformance
Becausepersonalityisnothighlycorrelatedtootheruseful
selectiontools,itcontributesincrementalvaliditytothe
predictionofsuccessatwork
Littletonoadverseimpactmeanscoresarequite
comparableacrossracialorethnicgroupsorbetweenmenand
women
Also, correlations with: a) motivation, b)
satisfaction and commitment, c) attendance
and on-time arrivals, d) OCBs, e) desire to

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

(Fox & Spector, 2003)

 MajorTypesofInventories
SelfReportQuestionnaires

Consistofaseriesofbriefitemsaskingtherespondentstousea
multiplechoiceanswerformattoindicatepersonalinformationabout
thoughts,emotions,andpastexperiences

ProjectiveTechniques

Requireverbalresponsestointentionallyambiguousinkblots,
pictures,orsentencestemsthatprovideinsightsintoanindividual s
personality.

Personality Inventories
Self-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)
Projective Techniques -(e.g., Thematic Apperception Test (TAT), Rorschach Inkblot Test (
RIT), Miner Sentence Completion Scale)

Five Factors

Extraversion --- Outgoing, sociable

Neuroticism (Emotional Stability):

Depressed, anxious, worrisome, etc.

Agreeableness:

Flexible, forgiving

Conscientiousness:
persevering

Careful, thorough,

Openness to Experience: Curious,

imaginative
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

SelfReportInventories
Universal(orGeneralizable)Predictors
ConscientiousnessandEmotionalStability

Validpredictorsofoverallworkperformanceoverallstudies
examined

Contingent(Niche)Predictors
Extraversion

Validpredictorforsomeoccupationalgroupsandspecificcriteria
(e.g.,salespeople,managerialpositions)

Agreeableness

Validpredictorforteamwork

OpennesstoExperience

Validpredictorfortrainingperformance

SampleMyersBriggsItems

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

a)

plan what you will do and when, or

b)

just go

Inalargegroup,doyoumoreoften:
a)

introduceyourself,or

b)

getintroduced

Isitharderforyoutoadaptto:
a)routine,or
b)

constantchange

Doyouthinkitisaworsefaulttobe
a)

unsympathetic

b)

unreasonable

Literal ______________________ Figurative

Forgive _____________________ Tolerate
Impulse _____________________ Decision

Where you focus your

attention

E
Focus attention
on the outside
world people
and things

S
Take in
information
through the
senses; focus on
The
the present

I
Focus attention on
the inner world
ideas and
impressions

The way you take in

information

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

way you make decisions

Make decisions using

logic, objective
analysis

Make decisions on
values and subjective
person-focused factors

How you deal with the outside

world

Planned, organized
approach

Flexible,
spontaneous approach

Thinking --- Feeling

Very Clear
Moderate
30
25

25

Clear
20 Clear
15

Moderate
10Very Clear
5

Slight
5

10

Slight
15

20

30
Holly (7)
Steve (10)
Paul (2)
Bill (5)
Sally (2)
Frank (1)
Betty (19)

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

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

Judging --- Perceiving

Very Clear
Moderate
30
25

25
30

Clear
Clear
20
15

Moderate
Very Clear
10
5
5

Slight
10

Slight
15

20

Holly (25)
Steve (6)
Paul (28)
Bill (18)
Sally
(1)
Frank (20)
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;

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

Sensing --- Intuition

Very Clear
Clear
Moderate
30
25
20 Clear
15
25
30

Moderate
Very Clear
10
5

Slight
5

10

Slight
15

20

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

Extraversion --- Introversion

Very Clear
Moderate
30
25
25

Clear
20

Moderate
Slight
Very
15Clear10
5 Clear

Slight
5

10

15

20

30
Holly (6)
Steve (5)
Paul (6)
Bill (18)
Sally (15)
Frank
(2)
Betty (26)

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;

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
Noinvasiveorintrusiveitems
No adverse impact

Primary Scales --Adjustment:confidence,selfesteem,andcomposureunderpressureAmbition:initiative,

competitiveness,anddesireforleadershiprolesSociability:extraversion,gregarious,and
needforsocialinteractionInterpersonalSensitivity:tact,perceptiveness,andabilityto
maintainrelationshipsPrudence:selfdiscipline,responsibility,andthoroughness
Inquisitive:imagination,curiosity,andcreativepotentialLearningApproach:
achievementorientation,valuingeducation

http://www.hoganassessments.com/?q=content/hoganpersonalityinventoryhpi

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)
http://www.hoganassessments.com/?q=content/hoganpersonalityinventoryhpi
Managerial Potential (leadership ability,

organizing, capability to make decisions)

good at

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 selfconfident, arrogant, and entitledMischievous:
charming, risk-taking, and excitement-seeking
Colorful: 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
http://www.hoganassessments.com/?q=content/hogan-developmentreluctant
to act independently or against popular
survey-hds
opinion

Motives, Values, Preferences Inventory [Measures

coregoals,values,drivers,andinterests]
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 interaction
Tradition: dedicated to strong personal beliefs
Security: 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-valuespreferences-inventory-mvpi

HoganBusinessReasoningInventory
[Assesseshowpeoplethink;Measuresreasoningstylethe
abilitytoevaluatesetsofdata,makedecisions,solve
problems,andavoidrepeatingpastmistakes]
TacticalReasoning:theabilitytosolveproblemsand
cometosensibleconclusionsoncethefactsareknown.
Highscorerstendtobedisciplined,steady,andprecise.
StrategicReasoning:theabilitytodetecterrors,gaps,and
logicalflawsingraphs,memos,diagrams,writtenreports,
numericalprojections,andtablesofdata.Highscorerstend
tobecuriousandinterestedinfeedback.
http://www.hoganassessments.com/?q=content/hoganbusinessreasoninginventoryhbri

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.
2.
3.
4.
5.
6.
7.

____ I pay close attention to any error I make on my job

_____ I focus my attention on what is going wrong
_____ I focus my total attention on learning a new
rule/procedure
_____ I focus my attention on being ready for any changes in my
work
_____ I focus my attention to respond to any changes in my work
_____ I think about new strategies for improving my performance
_____ 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

Sample Items from the Workplace Cognitive Failures

Questionnaire

______
_______
_______
_______
_______
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?

Sample California Psychological Inventory

Sample Items

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)

Miner Sentence Completion Scale

[Assesses Motivation to Manage] Sample Items
If I am promoted ________
Wearing a necktie _______
Yacht racing _______
Dictating lectures _______
Presenting a report at a staff meeting _______
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

Thematic Apperception Test

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.

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

Projective Techniques
IssuesAffectingUsefulnessinSelection
Thereliabilityofmeasuresofanindividualsresponsesattwo
differenttimes
Theimpactonanindividualsscoreduetothetotalnumberof
responsesgiven(e.g.,verbalability).
Thequantityandcomplexityofresponsesmakescoring
difficult.
Lackoftrainedpersonnelinadministering,scoring,and
interpretingdatafromprojectivetests.

LegalityoftheMMPI
Karrakerv.RentACenter,Inc.411F,3rd831(7thCir.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.

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