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Personality & Individual Differences > Task 9 - Personality & Job Performance > Flashcards

Task 9 - Personality & Job Performance Flashcards

1
Q

Assessment of Job Performance

A

Objective records of productivity
Evaluations of employee performance
-> little difference in results

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2
Q

Conscientiousness & Job Performance

A

Correlation: 0.2

  • > best predictor of overall job performance across occupations for personality traits
  • > traits similar to what is demanded at work
  • > associated with higher income and occupational status
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3
Q

Agreeableness & Job

A

Moderate positive correlation with customer service job performance
-> also predicts getting along with co-workers

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4
Q

Extraversion & Job

A

Modest positive correlation with performance in sales and managerial jobs
-> related to showing leadership

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5
Q

Emotional Stability & Job

A

Modest positive correlation with performance in sales and managerial jobs
-> better management of work stress

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6
Q

Counterproductive Work Behavior & Personality

A

Positively correlated with Honesty-Humility

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7
Q

Proactivity & Job Performance

A

Tendency to identify opportunities and act on them

  • > better validity than broader dimensions for some jobs
  • > e.g. .25 with performance of real estate agents
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8
Q

Integrity Tests

A

Self-report questionnaires intended to asess honesty & dependability

  • > overt tests
  • > personality-based tests
  • > .15 correlation of performance on tests with job performance
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9
Q

Overt integrity tests

A

Asking job applicant openly about committing various dishonest acts (e.g. stealing at work)
-> assesses attitudes and opinions about dishonest acts

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10
Q

Personality-based integrity tests

A

More subtle than overt tests

Items designed so that responder might not know that employer is attempting to assess integrity

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11
Q

Faking on Assessments

A

People tend to fake to some extent

  • > give themselves benefit of doubt, make themselves seem more socially desirable
  • > despite faking, scores still meaningful
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12
Q

Essential Methods of Personality Assessments

A 
Self-Reports
Observation Data
Test Performance
Physiological Evidence
Personal History/Biography
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13
Q

Self Reports

A
  • structured/unstructured
  • what people report about themselves
  • issues: impression management, self-deception
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14
Q

Impression Management

A

People attempt to create good impression:

  • leave out information
  • add untrue information
  • give answers that are not strictly correct but give good impressions
  • > consciously done, common
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15
Q

Self-Deception

A

When person views own answer honestly but their statements are not true

  • > due to lack of self-awareness
  • > occurs for good qualities and weaknesses
  • > can be solved with Lie scales: assessing what people cannot state about themselves (e.g. items concerning motivation)
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16
Q

Observation Data

A

What other people say about an individual:
-references
-testimonials
Problems:
-knowledge about individual might be limited
-data sets differ for observers
-difficult to estimate truth of statements
-people choose favorable observer
-hard to get data on weaknesses

17
Q

Test Performance

A 
Maximum performance:
-power
-timed
-ability
Typical performance:
-preferences, untimed
-> objective and open-ended
-> validity and reliability often questionable
18
Q

Physiological Evidence

A

Assessments of physiological characteristics

-> e.g. measuring stress levels to test whether people are likely to develop physical/mental disease^^

19
Q

Personal History/Biography

A

Biodata;

e.g. where born and educated, social class, ethinicity, religion, GPA etc.

20
Q

Simple Selection Model

A

Aim:
-select good candidates
-reject bad candidates
Usually have lists of competencies that are looked for
Problems:
-assumption of linearity: model assumes more is better (quantity over quality)
-does not actively look for things that are unwanted

21
Q

Assessment methods

A 
Interviews
Personal References
Biodata
Cognitive and Mental Ability Tests
Personality Tests
22
Q

Interviews

A

structured/unstructured

  • structured: interrater reliability: .50 (lower for unstructured
  • > better predictive validity (.35) than unstructured (.11)
  • only planned structured interviews good data for assessment
23
Q

Personal References

A

Free responses or ratings of an observer on another
-> only by individuals known to candidate
Poor reliability:
-Leniency
-idiosyncrasy
-Free-form references (no guidelines)

24
Q

Biodata

A

Scoring Biographical Factors

  • > past predicting future
  • good objectivity, low cost, checkable
  • > valid and reliable
  • > may be discriminatory, leads to homogeneity,
25
Q

Cognitive and Mental Ability Tests

A

Accurately predict job performance across all jobs

  • > especially good predictor for complex jobs
  • > IQ single best predictor of success in job settings (especially complex, changing managerial jobs)
26
Q

Personality Tests

A

Big Five factor model widely accepted
-> Low Neuroticism and high Conscientiousness always best
Pros:
-can be compared easily, explicit & specific results, comprehensive, scientific
Cons:
-faking

27
Q

Work Motivation & Personality

A

Direction, intensity and duration of work behavior;
Neuroticism: negatively correlated,
Conscientiousness positively correlated

28
Q

Job Attitudes (satisfaction) & Personality

A

Significant predictors of job satisfaction:

  • Extraversion (esp. emotional commitment to org)
  • Conscientiousness
  • Neuroticism
29
Q

Leadership & Personality

A

Positive Correlations:

  • Extraversion
  • Conscientiousness
  • Openness
  • Emotional Stability
30
Q

Team effectiveness & Personality

A

Significantly predicted by each of Big Five

  • Conscientiousness: strongest when mean scores taken into account
  • Agreeableness strongest when lowest scores taken into accoutn
  • Openness: stronger for homogeneous groups
31
Q

Bandwidth Fidelity Dilemma

A

Personality measures differ in bandwidth

  • > broad bandwidth: global constructs (e.g. Big Five)
  • > narrow bandwidth: comprised of facets (more acute)
  • > debate about which is more useful
32
Q

Predictor-Criterion Correspondence

A

Personality facet measured for job: likely done at appropriate level of precision

  • > global constructs predict general outcomes
  • > narrow bandwidth more useful when job performance predicted by specific facets
  • > narrow also more favored by participants
33
Q

Correlations between Big Five dimensions and Job performance

A

Generally low: highest for Conscientiousness with up to .22

  • > IQ always better predictor
  • > trend: narrow assessments outperform broad ones in predictive value
34
Q

Strategies against Faking in Personality Assessments

A 
Correcting for faking statistically
-> no evidence for validity improvemets
Faking Warning
-> possible breach of ethics
Forced-choice approach
-> generally: faking doesn't undermine validity of personality tests
35
Q

Forced-choice approach

A

Statements presented in pairs, triplets or quartets; assess different traits but have similar levels of desirability
-> leads to more honesty and are more self-descriptive

Personality & Individual Differences (9 decks)

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