The K factor as a (validity) suppressor variable in predicting success in selling.

Abstract

The MMPI was given to 182 sales representatives from 9 companies, ranging from beverage sales to business forms Within each sample, Ss were cast into upper-and lower-criterion groups, based upon sales managers' ratings The 5 uncorrected MMPI scales which are normally subject to the K correction differentiated significantly between the criterion groups in the expected direction. The K suppressor variable, when applied as instructed in the publisher's manual, actually decreased validity.

The Appropriateness of the MMPI-2 K Correction

“…Tyler and Michaelis (1953) found no differences between good and poor teachers for either uncorrected or K-corrected clinical scale scores. Ruch and Ruch (1967) found that uncorrected scores on the clinical scales were more related than K-corrected scores to effectiveness of salesmen.…”

Building a Joint-Service Classification Research Roadmap: Individual Differences Measurement

“…This may be especially important given that some researchers have suggested that faking may actually increase validity (Dunnette et al, 1962;Ruch & Ruch, 1967), while others have some evidence that validity may drop (Oppler et al, in press). The issues of faking and socially desirable responding are of special importance in the military, where applicants may be motivated to fake good and bad, and where it is possible that recruiters may assist applicants in order to increase their probability of succeeding in the selection process.…”

Response bias in the measurement of salesperson orientations: The role of impression management

“…These authors suggest that high impression management scores on evaluation instruments may be positively related to salesperson job performance. Ruch and Ruch (1967) offer two explanations: "(a) these instruments work despite the fact that they can be faked; or (b) they work because they can be faked" (p. 201).…”

“…A second stream of research (e.g. Ruch & Ruch, 1967;Reid-Seiser & Fritzsche, 2001;Stokes et al, 1993) finds that self-enhancement and impression management would be very positive characteristics for employees such as salespersons and customer service personnel. These authors suggest that high impression management scores on evaluation instruments may be positively related to salesperson job performance.…”

“…Dunnette, McCartney, Carlson, and Kirchner (1962) found that both applicants and incumbent salespersons distort their responses on adjective checklists to the stereotype of the successful salesperson. Ruch and Ruch (1967) argue that good salesmen engage in "sensible deception" by giving the answers they think the employer wants regardless of what their "true" personality dynamics really are (p. 201). Consequently, researchers in management and psychology investigating salesperson personality factors are concerned with assessing whether measurement instruments are vulnerable to "faking" (Corr & Gray, 1995;Schulman et al, 1987).…”