Personnel Selection

Abstract

This chapter reviews literature from approximately mid-1993 through early 1996 in the areas of performance and criteria, validity, statistical and equal opportunity issues, selection for work groups, person-organization fit, applicant reactions to selection procedures, and research on predictors, including ability, personality, assessment centers, interviews, and biodata. The review revolves around three themes: (a) attention toward criteria and models of performance, (b) interest in personality measures as predictors of job performance, and (c) work on the person-organization fit selection model. In our judgment, these themes merge when it is recognized that development of performance models that differentiate criterion constructs reveal highly interpretable relationships between the predictor domain (i.e. ability, personality, and job knowledge) and the criterion domain (i.e. technical proficiency, extra-technical proficiency constructs such as prosocial organizational behavior, and overall job performance). These and related developments are advancing the science of personnel selection and should enhance selection practices in the future.

Multiple Personality Domains in Relation to Occupational Choice and Performance Among Established Teachers

“…Assertiveness, a facet of Extraversion suggesting firm leadership, also was more likely than Extraversion (as a broad trait) to yield meaningful and generalizable relationships with quality of teaching. These two outcomes involving FFM facets are consistent with the view that the facets are more likely than the five broader factors to be predictive of performance outcomes (Borman et al,1997;Hough, 2003;Hough & Schneider, 1996, Murphy, 1996Paunonen, 1998;Paunonen & Ashton, 2001). Indeed, a number of writers have emphasized the heuristic value of a multilevel hierarchical approach to personality (Carroll, 2002;Coan, 1964;Costa & McCrae, 1995;Digman, 1997;Emmerich, 1968;Hough & Schneider, 1996;John, 1990;John & Srivastava, 1999;Saucier & Goldberg, 2003).…”

“…This study bears a resemblance to attempts to identify trait complexes or constellations (Ackerman, 1999;Ackerman, Bowen, Beier, & Kanfer, 2001;Ackerman & Heggestad, 1997;Borman et al, 1997;Lubinski, 2000;Lubinski & Benbow, 2000;Prediger, 1999;Reeve & Hakel, 2000;Snow, Corno, & Jackson, 1996). Unlike research on trait constellations, however, this study did not include measures of abilities and knowledge that were separate from the NBPTS assessments themselves.…”

“…In recent years investigators have given particular attention to aligning outcome criteria with appropriate personality characteristics (Barrick, Mitchell, & Stewart, 2003;Borman et al, 1997;Campbell & Knapp, 2001;Hough, 2003;Hough & Ones, 2001: Hogan & Blake, 1996Hogan & Holland, 2003;Johnson, 2003). As part of this effort, a distinction has been drawn between satisfaction (fulfillment) and satisfactoriness (performance) as behavioral outcomes (Dawis & Lofquist, 1984;Hogan & Blake;Lubinski, 2000;Lubinski & Benbow, 2000;Mount, Barrick, & Ryan, 2003).…”

Personnel Selection and Training

“…9 Research has shown that "The Big Five" personality traits (extraversion, agreeableness, openness, conscientiousness, and neuroticism; see Borman, Hanson, andHedge, 1997, andMorgeson et al, 2007), are useful guidelines for the selection of Antarctic staff. Personality is thought to predict contextual performance rather than task performance (Borman et al, 1997). An integral part of this is disposition or motivation, which is attributed to personality (Borman et al, 1997 a limited number of co-workers, applicants need to have a high degree of social competency, i.e.…”

“…Personality is thought to predict contextual performance rather than task performance (Borman et al, 1997). An integral part of this is disposition or motivation, which is attributed to personality (Borman et al, 1997 a limited number of co-workers, applicants need to have a high degree of social competency, i.e. the skill to interpret other people's behaviour and mood adequately and interact appropriately (Steel, 2015).…”