Personality Assessment Increased usage: SHRM survey --- 30% Fortune 100 Companies --- 50% Outside U.S. ----- 50% to 80%

1. Personality Assessment Increased 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

2. Personality Inventories Self-reports -- (e.g., Minnesota Multiphasic Personality Inventory (MMPI), California Psychological Inventory (CPI), Myers-Briggs Type Indicator (MBTI), Hogan Personality Inventory (HPI), NEO PI-RNEO(assessesthe5-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)

3. Five Factors • Extraversion --- Outgoing, sociable • Neuroticism (Emotional Stability): Depressed, anxious, worrisome, etc. • Agreeableness: Flexible, forgiving • Conscientiousness: Careful, thorough, persevering • 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

4. Sample Myers-Briggs Items • When you go somewhere for a day, would you rather: • plan what you will do and when, or • just go • In a large group, do you more often: • introduce yourself, or • 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 Literal ______________________ Figurative Forgive _____________________ Tolerate Impulse _____________________ Decision

5. 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 The way you take in information N S Get information from patterns, see the big picture and focus on future possibilities Take in information through the senses; focus on the present The way you make decisions T F Make decisions using logic, objective analysis Make decisions on values and subjective person-focused factors How you deal with the outside world J P Planned, organized approach Flexible, spontaneous approach

6. Thinking --- Feeling Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear 30 25 20 15 10 5 5 10 15 20 25 30 F T 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 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

7. Judging --- Perceiving Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear 30 25 20 15 10 5 5 10 15 20 25 30 J P 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; • 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

8. S N Sensing --- Intuition Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear 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

9. E I Extraversion --- Introversion Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear 30 25 20 15 10 5 5 10 15 20 25 30 Holly (6) Steve (5) Paul (6) Bill (18) Sally (15) Frank (2) Betty (26) • 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 • 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

10. Hogan Personality Inventory • [206 items] • Designed to predict occupational success • Based on the 5-factor model • Developed and normed on 500,000 on working adults • Validated in over 200 organizations • 4th grade reading level • No adverse impact Primary Scales --- Adjustment (confidence, self-esteem, composure under stressful situations) Ambition (competitive, possessing initiative, potential for leadership) Sociability (extraverted, friendly, enjoys social interactions) Likeability (warm, charming, capable of maintaining relationships) Prudence (responsible, possessing self-control, conscientious) Intellectance (imaginative, curious, creative) School Success (achievement orientation, keeps current of business and technical developments)

11. Sample Items form the Hogan Personality Inventory (Motives, Values, Preferences) • I would rather be famous than almost • anything. • I never judge other people’s actions. • I often read the business news. • It is so important to have lots of friends. • I believe you can never be too careful. • I like many different kinds of people. • I like puzzles and mental games. • I dislike going to parties where I don’t know • the other people. • I am pretty strict about right and wrong.

12. 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)

13. 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)

14. 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

15. 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.

16. 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

17. 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.

18. 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