PHYSICAL ABILITY

• Motor skills: manual dexterity,

eye-hand coordination, reaction
time
• Fitness: strength, stamina
MEASURING PERSONALITY
• Projective tests: Test which use
ambiguous stimuli to measure
personality.
• Objective tests: Inventories or
questionnaires used to measure
personality. These are scored by an
objective key so there is no room for
interpretation to answers
 PERSONALITY
• A relatively stable
• And unique
• Pattern of behavior, thoughts &
emotions
• Shown by an individual
 THE BIG FIVE
PERSONALITY TRAITS
• Conscientiousness
• Organized, self-
disciplined,
responsible
• Disorganized,
undisciplined,
irresponsible
 BIG FIVE CONT’D
• Extroversion -
introversion
• Sociable, talkative,
active
• Sober, quiet,
reserved
 BIG FIVE CONT’D
• Agreeableness
• Good-natured,
gentle,
cooperative,
forgiving
• Cantankerous,
irritable,
uncooperative
 BIG FIVE CON’T
• Emotional stability
• Calm. enthusiastic,
secure
• Anxious,
depressed, angry,
insecure
 BIG FIVE CON’T.
• Openness to
experience
• Imaginative,
creative, sensitive
• Insensitive,
narrow,
unimaginative
 Other Selection Tests
• Interest & preference inventories
• Work simulations
• Graphology
• Integrity tests
• Propensity for violence
• Drug screening
• Fitness for work
 Interview Problems
• Reliability & validity
• Perceptual errors
– Similarity
– Contrast
– Overweighing negative information
– First impression
– Non verbal behavior
– Selective listening & faulty memory
Making Interviews Effective
• Provide interviewer with detailed
information about the job from job
analysis
• Train interviewers
• Use structured interviews
• Standardize interviewer evaluation
forms
• Take notes
 Managerial Selection
• Assessment Center: process which uses content
valid work samples of the managerial job
• Tasks:leaderless discussion group, in-basket
tests, business games, and interviews
• Assessment centers predict short and long term
success in management positions. They are
valid across gender and race. The problem is the
cost of using assessment centers
 Issues in Selection
• Evaluating techniques: Validity, Utility,
Legality
• Selection decisions: Number of applicant,
reliability of selectors, criteria for success
• Selection and the bottom line:
Productivity, supervision, absenteeism,
turnover, accidents, negligent hiring
 Backwards & Forwards
• Summing up: We continued our look at
selection devices: physical ability tests,
personality test, work simulations,
integrity tests, drug screening, fitness to
work, and interviews. The assessment
center for managerial selection was
explored and finally some issues in
selection were discussed.
• Looking ahead: Next time we turn to the
topic of training in the workplace.