The Role of Personality Testing in Managerial Selection

Dakin, Stephen; Nilakant, Venkataraman; Jensen, Ross

doi:10.1108/02683949410066309

Cited by 9 publications

(8 citation statements)

References 29 publications

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“…The manager model or profile includes personality or character traits (Argyris, 1953;Arvey and Dewhirst, 1976;Brownell, 1994;Dakin et al, 1994;Shimko, 1992), job skills or competences (Cockerill, 1995;Kotsiopulos et al, 1993;Tas et al, 1996), as well as education, experience, and biographical data (Anonymous, 1994;Ritchie and Boehm, 1977;Schmidt et al, 1986;Trow, 1990).…”

Section: Defining the Manager Profilementioning

confidence: 99%

Profiles of successful restaurant managers for recruitment and selection in the US

Emenheiser

Clay²,

Palakurthi³

1998

International Journal of Contemporary Hospitality Management

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Today's successful restaurant manager needs to possess a diversity of talents, abilities, and skills. This study presents profiles of successful managerial recruits for quick service, midscale and upscale restaurants in the US. Factor analysis was used to reduce the number of attributes and traits that were identified for being a successful manager in the restaurant industry. Seventy-two success attributes and traits were reduced to 12 identifiable components. The components' relationships with the demographic factors were then studied using Chi-square tests. Profiles for being a successful manager in quick service, midscale and upscale restaurants were developed.

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Section: Defining the Manager Profilementioning

confidence: 99%

Profiles of successful restaurant managers for recruitment and selection in the US

Emenheiser

Clay²,

Palakurthi³

1998

International Journal of Contemporary Hospitality Management

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“…Given its widespread acceptance as the dominant paradigm of personality, the Big Five factors (Goldberg, 1992) should prove useful. Moreover, linking the Big Five to the value of voice has practical significance because employees' personality profiles are often readily available to managers (Dakin, Nilakant, & Jensen, 1994;Philbrick, Bart, Sparks, & Hass, 1999).…”

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confidence: 99%

Personality as a Predictor of the Value of Voice

Avery

2003

The Journal of Psychology

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The opportunity for workers to provide input, also known as voice, has received extensive study. The contrasting relational and instrumental theories of voice have stimulated research investigating why people value voice. However, researchers have yet to assess individual differences in the actual value that people place on voice. This consideration is particularly important because the effect of voice on perceived procedural fairness varies according to the value of voice. This laboratory study is an examination of the Big Five (extraversion, agreeableness, openness to experience, neuroticism, and conscientiousness; L. Goldberg, 1992) and core self-evaluations (neuroticism, self-esteem, self-efficacy, and locus of control; T. Judge, E. Locke, & C. Durham, 1997) as predictors of the value of voice for 96 undergraduates. Although both the Big Five and core self-evaluations accounted for significant variance in the value of voice, only 2 individual components (extraversion and self-efficacy) significantly predicted the value of voice.

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“…Proponents however, argue that ipsative questionnaires provide a useful alternative to norm-referenced questionnaires and their inherent fakeability, and suggest that any scaling technique has some inherent bias. Other research comparing the reliability and validity of normative and ipsative approaches indicates that there is little difference between the two (Dakin, et al, 1994). Others have contended that ipsative data are amenable to analysis using standard techniques and that its other properties often make it at least as useful as normative data (Baron, 1996).…”

Section: Limitation Of the Research Designmentioning

confidence: 99%

“…Critics of ipsative measurement argue that, although psychological benefits are to be reaped from the use of ipsative questionnaires, they cannot be used for comparing individuals across scales, and therefore they are inappropriate in selection (Dakin et al,1994). According to Baron (1996), some have argued that the problems of ipsative data are such that it is impossible to analyse or interpret using standard procedures or that it can only be used in restricted contexts.…”

Section: Limitation Of the Research Designmentioning

confidence: 99%

An Exploration of the Utility of a Self-Report Emotional Intelligence Measure

Bailie¹,

Ekermans²

2006

EJAP

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Several years of research have been dedicated to investigating the question of why intelligent and experienced leaders are not always successful in spite of having high levels of cognitive intelligence (IQ) and the suitable personality traits. Emotional Intelligence (EI) gained considerable popularity from the notion that it may underlie various aspects of workplace performance that could not be accounted for by IQ or personality and that it could be developed in promising individuals. Adjunct to this, the field of Positive Organisational Scholarship underscored the importance of cultivating positive emotions in individual organizational members and others, not just as end-states in themselves, but also as a means to achieving individual and organizational transformation; and hence optimal functioning over time. The Swinburne University Emotional Intelligence Test (SUEIT) is one of numerous models and measures of EI that have consequently been developed. The development of this measure was aimed at providing an assessment of the most definitive dimensions of the construct by incorporating six of the predominant models and measures into the development of EI to provide an assessment of the most definitive dimensions of the construct.The current study was aimed at addressing the need for evidence in support of a self-report EI measures' utility to predict e.g. effective organizational leadership over and above other established constructs. Specifically the study aimed to provide support for the utility of the SUEIT to predict variance in leadership competence indicated by Assessment Centre (AC) technology results, not accounted for by other psychometric tools, namely the Occupational Personality Questionnaire (OPQ32i), measuring personality. One of the biggest issues currently facing measures of EI is the discriminant validity from measures of personality. Research was necessary to add to the body of knowledge with regards to the relationship between EI and effective leadership, and to provide support for the incremental validity of an EI measure to predict effective leadership over and above other wellestablished models and measures.The theoretical arguments that underlie the rationale for this study are encapsulated in the conceptual claims made about EI and organizational leadership, the IQ-EI debate as it pertains to leadership and the relationship between EI and effective leadership (i.e. the discriminant, predictive and incremental validity of EI related to organizational leadership). The constructs of EI, personality and AC leadership competencies were operationalised through the SUEIT, OPQ32i and leadership AC technology, iii respectively. The sample consisted of 49 < N < 112 (variation in the sample size was due to varying amount of missing cases in the different analyses done) middle managers from a company in the life assurance industry in South Africa. OPQ32i and AC data was extracted from archival records and EI data was collected on a separate occasion by means of an online version of the SUE...

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The Role of Personality Testing in Managerial Selection

Cited by 9 publications

References 29 publications

Profiles of successful restaurant managers for recruitment and selection in the US

Profiles of successful restaurant managers for recruitment and selection in the US

Personality as a Predictor of the Value of Voice

An Exploration of the Utility of a Self-Report Emotional Intelligence Measure

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