The relative merits of ipsative measurement for multi-scale psychometric instruments are discussed. Standard psychometric analyses are found to be inappropriate with small numbers of scales, or sets of scales with strong positive intercorrelations. However, for larger sets of scales ( N -30) with low average intercorrelations, ipsative data seems to provide robust statistical results in reliability analyses but not under factor analysis. It is argued that the potential of forced-choice formats to control for some of the response biases typical of normative scales means that they could have substantial advantages while data from score distributions are used to show that for higher numbers of scales, the vast majority of profiles are not so skewed that they would be likely to be distorted by a forced-choice response format. The implications for score interpretation are discussed.

OBJECTIVE This study aimed to evaluate the effectiveness and efficiency of three short-listing methodologies for use in selecting trainees into postgraduate training in general practice in the UK. METHODSThis was an exploratory study designed to compare three short-listing methodologies. Two methodologies -a clinical problem-solving test (CPST) and structured application form questions (AFQs) -were already in use for selection purposes. The third, a new situational judgement test (SJT), was evaluated alongside the live selection process. An evaluation was conducted on a sample of 463 applicants for training posts in UK general practice. Applicants completed all three assessments and attended a selection centre that used work-related simulations at final stage selection. Applicant scores on each short-listing methodology were compared with scores at the selection centre.RESULTS Results indicate the structured AFQs, CPST and SJT were all valid short-listing methodologies. The SJT was the most effective independent predictor. Both the structured AFQs and the SJT add incremental validity over the use of the CPST alone. Results show that optimum validity and efficiency is achieved using a combination of the CPST and SJT.CONCLUSIONS A combination of the CPST and SJT represents the most effective and efficient battery of instruments as, unlike AFQs, these tests are machine-marked. Importantly, this is the first study to evaluate a machinemarked SJT to assess non-clinical domains for postgraduate selection. Future research should explore links with work-based assessment once trainees are in post to address long-term predictive validity.selection

Recent research has provided clear evidence that personality factors are associated with job performance. The construct of conscientiousness has been shown to be a particularly promising predictor of overall job performance. Some authors have proposed that conscientiousness might be the ‘g’ of personality and predict performance in most occupational areas. The nature of the construct of conscientiousness is reviewed and consideration given to the likely behaviour associated with high conscientiousness. It is hypothesized that, given the requirements of managerial work, the criterion‐related validity of conscientiousness may not extend to all managerial jobs. Conscientiousness scores are derived for a sample of managers (N= 437), with the aid of personality questionnaire data. In a concurrent validity design these scores are correlated with indicators of current job performance, promotability and specific job performance factors. The correlation of conscientiousness with current performance is close to zero and the correlation with promotability is ‐.20. The pattern of relationships between conscientiousness and the job performance factors is used to interpret the finding that conscientiousness is not influential in determining managerial performance. The results suggest that there may be limits to the range of occupational areas in which conscientiousness is closely linked with job performance.

This paper attempts to provide some insight into the individual attributes underlying managerial performance. Managerial performance, like all aspects of human behaviour, is a function of both the personal attributes of the actor and the situation in which he or she exists. Managers work in a wide variety of situations and it is clear that job demands, job role, colleagues, organization systems and other situational factors will exert an influence on the behaviour of any individual manager. It is also reasonable to expect, on the basis of everyday experience and research evidence, that the individual attributes of a manager will influence his or her behaviour. The theoretical basis for this paper recognizes that behaviour is a result of the complex, reciprocating interplay of situational, personal and behavioural factors (Bandura, 1982;Robertson, 1993). Even a complete understanding of the specific personal factors involved in determining managerial behaviour would provide an incomplete model for understanding and predicting managerial performance, since situational factors also have a clear role to play in determining behaviour. Nevertheless, a clear grasp of these personal attributes should provide some help in seeking to unravel the complex interplay of behavioural, situational and personal factors.The empirical focus for this paper is on the personal, psychological attributes associated with managerial behaviour. In the past decade or so there has been considerable interest in the identification of the competencies associated with successful managerial performance (Boam and Sparrow, 1992;Boyatzis, 1982;Dulevwicz, 1989;Thornton and Byham, 1982). The competency approach provides a useful framework for examining managerial effectiveness but it has not yet been developed to the point where there is agreement on the key competencies involved in managerial performance. In fact, definitions of competencies are often poor and contradictory. Although some authors have proposed sets of competencies with broad applicability (e.g. Cockerill, Current models of the factors underlying management performance make use of a variety of variables at different levels of analysis. A framework is presented in which variables of three different types are linked together. Using data from a sample (n = 437) of British managers this article explores relationships between personality factors (using the big-five factors), work competencies and managerial performance. Results from the analyses reveal a set of underlying competency factors, which show different patterns of correlation with two facets of performance: current proficiency and promotability. In turn, these factors and the facets of performance show relationships with the big-five personality factors. Current proficiency is more closely related to competencies of organization, specialization and analysis -competencies more likely to be displayed by people who are conscientious and introverted. Promotability is linked more closely to competencies concerning action/motivation, fl...

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