2008
DOI: 10.1111/j.1754-9434.2008.00049.x
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Lessons Learned in Transitioning Personality Measures From Research to Operational Settings

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Cited by 28 publications
(13 citation statements)
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“…Human resource managers and those responsible for designing selection tools may find value in including measures that capture these personality traits. Given the concern that self‐report personality measures may be vulnerable to faking (White, Young, Hunter, & Rumsey, ), additional mechanisms throughout the interview process should be implemented to capture these specific personality traits. Though structured interviews often include personality elements, namely, the Big Five (Levashina, Hartwell, Morgeson, & Campion, ), our results indicate that organizations interested in fostering psychological safety should focus on designing interview questions that capture proactive personality and learning orientation as well.…”
Section: Discussionmentioning
confidence: 99%
“…Human resource managers and those responsible for designing selection tools may find value in including measures that capture these personality traits. Given the concern that self‐report personality measures may be vulnerable to faking (White, Young, Hunter, & Rumsey, ), additional mechanisms throughout the interview process should be implemented to capture these specific personality traits. Though structured interviews often include personality elements, namely, the Big Five (Levashina, Hartwell, Morgeson, & Campion, ), our results indicate that organizations interested in fostering psychological safety should focus on designing interview questions that capture proactive personality and learning orientation as well.…”
Section: Discussionmentioning
confidence: 99%
“…In the context of 360 degree performance ratings using SS scales, for example, Yammarino (2003) concluded that "the construct validity of multisource ratings and feedback is faulty or at least highly suspect" (p. 9; see also Brown, Inceoglu, & Lin, 2017). In high stakes settings, some have found that "faking good" may render SS rating scale scores suspect (Donovan, Dwight, & Schneider, 2014) or even virtually useless (Sisson, 1948;White, Young, Hunter, & Rumsey, 2008). SS measures in the judgement and decision making literature have also been criticized (Por & Budescu, 2017) due to their wellknown biases (e.g., Tversky & Kahneman, 1974).…”
Section: Introductionmentioning
confidence: 99%
“…The impetus for this research is that applicants score higher on personality scales than do incumbents, and these differences lead to questions about the validity of these scales. Some research has shown that response distortion does not affect predictive validity (e.g., Hogan, Hogan, & Roberts, 1996;Ones et al, 1996), although some authors argue that faking may lead to weaker predictive validity estimates (e.g., Rosse, Stecher, Miller, & Levin, 1998;White, Young, Hunter & Rumsey, 2008). The result of these scale score differences can lead to organizations making hiring decisions that are not in line with organizational goals.…”
Section: Modeling Applicants' and Incumbents' Item Responsesmentioning
confidence: 99%