Relations Between Contextual Performance,Personality, and Occupational Advancement

Two studies investigated relations between supervisors' evaluations of contextual performance and personality characteristics in jobs where opportunities for advance- ment were either absent or present. The first study examined performance in entry- level jobs where advancement, in general, was precluded; employees (N = 214) completed the Hogan Personality Inventory (HPI) as applicants and subsequently were rated by their supervisors for contextual performance. Results indicated that conscientiousness-measured by HPI Prudence scores-was significantly related to ratings of Work Dedication and Interpersonal Facilitation, which are dimensions of contextual performance. The results were corroborated in an independent sample. In the second study, employees (N = 288) in jobs with opportunities for advancement completed the HPI and their supervisors provided ratings for contextual performance. Results indicated that ambitiodsurgency-measured by HPI Ambition scores-pre- dicted contextual performance. These results also were confirmed in a second sample. Relations between personality and contextual performance are explained by the motives of cooperation-getting along-and status-getting ahead.     

Utility Aspects of Personality and Peformance

The purpose of this study is threefold: (a) to examine the extent to which two personality measures appear to function in an Industrial Organizational context, but in a different language and culture; (b) to study their construct and concurrent validity; and (c) to relate these findings to utility analyses. These three tasks were done to determine the extent to which personality measurements can provide a positive financial outcome to organizations in a selection situation. Swedish versions of 2 well-known U.S. tests, Service First, a customer service measure, and the Hogan Personality Inventory (HPI; Hogan & Hogan, 1992), a Big Five personality measure, were administered to several hundred employees, job applicants, and students in a range of organizations. Despite considerable differences in culture (especially attitudes to service, education, and life goals), the Swedish norms and factor structures for the 2 tests were remarkably similar to those of the United States, confirming that tests of this type can be used in different environments. When compared with each other and with the Myers-Briggs Type Inventory (Consulting Psychologists Press, 1991, 1995), the results also confirmed that their construct validity had survived the transformation to anew culture and language. Two concurrent criterion validity studies showed that the correlation between test results and different kinds of criterion data were highly significant, suggesting that the tests can be used to forecast work performance. Additional information was obtained from the 2 companies concerning salaries and performance variation and these were used to perform a utility analysis to show the substantial financial benefit of using personality testing for selection as well as in a downsizing context.     

On-line questionnaire completion time and personality test scores

Participants completed two well established questionnaires on line (HPI: Hogan Personality Inventory; and the HDS: Hogan Developmental Survey). Time taken to complete each study was correlated with scale scores from both questionnaires including the occupational scales derived from the HPI. Those who scored higher on Adjustment (Stability), and Prudence (Conscientiousness) but lower on Learning Approach took longer to complete the test. Those who scored higher on Stress Tolerance and Reliability took significantly longer than those with low scores on these measures. With only the exception of Diligent and Dutiful all correlations between Dark Side variables and time taken were negative, particularly Leisurely, Excitable and Imaginative. Regression showed that up to 6% of the time taken variance could be accounted for. Implications for measurement were considered.     

Personality and value correlates of careless and erratic questionnaire responses

This study examined the individual difference correlates of the validity scale from the Hogan Personality Inventory (HPI) which measures the extent to which a respondent has reported in a careless, erratic or random way. The aim was to determine the typical response profile of a careless and erratic respondent. Over 10,000 adults completed three measures: one of normal “bright-side” personality (HPI), one of “dark-side” personality (Hogan Development Survey, HDS) and one of motivation (Motives, Values, Preferences Inventory, MVPI). Scores on these measures were related to the validity scale scores using correlations and regressions. Bright and dark side measures were more strongly and logically related to validity scores than motives and values. Implications and limitations are discussed.     

Integrity Testing and Job Performance Within High Performance Work Teams: A Short Note

Integrity tests have exhibited robust validity for predicting performance among traditional jobs. However, some organizations have shifted to self-managed work teams and the relationship between integrity and performance within these jobs is untested. One hundred fourteen high performance team members within a single department completed the Hogan Personality Inventory (HPI). The HPI Reliability scale was used as the integrity measure. The subjects' job performance was evaluated by their team leaders. Performance ratings were transformed to equalize ratings across the eight teams. Results indicate that integrity was related to transformed performance ratings (r = .25) within a high performance team environment. Limitations and implications are discussed.     

Subdimensional Structure of the Hogan Personality Inventory

This study examined the subdimensional structure of the Hogan Personality Inventory (HPI). A sample of 200 Spanish applicants completed the HPI as a requirement of a selection process for several jobs at a large international company. Exploratory factor analyses were conducted with the homogenous item composites (HIC) included in the HPI. Globally, the results indicated that the Big Five are divided into 13 subdimensions, which explained the variance of the HICs. Based on these results, we suggest that the HPI can be described as a personality inventory consisting of a hierarchical structure of three levels (Big Five – subdimensions – HICs).     

Predicting observers' ratings of the big five from the CPI,HPI, and NEO–PI–R: a comparative validity study

The present study compares the ability of three widely used personality inventories to predict averaged acquaintance ratings. Scores from 135 individuals on the California Psychological Inventory (CPI; Gough, 1987), Hogan Personality Inventory (HPI; Hogan and Hogan, 1992) and NEO Personality Inventory (NEO‐PI‐R; Costa and McCrae, 1992) were correlated with four sets of acquaintance ratings representing four variants of the Five‐Factor Model. Validity coefficients for the NEO‐PI‐R primary domain scales equalled or surpassed the CPI and HPI validity coefficients. Across all inventory scales and subscales, the magnitude of validity coefficients was moderated by the congruence between a predictor's and criterion's secondary factor loading. Copyright © 2000 John Wiley & Sons, Ltd.     

Validation of a personality measure of managerial performance

Recent interest in the characteristics of effective managers raises the notion that personality factors may be part of the effectiveness syndrome. Modern research in personality systematics makes it possible to refine and extend earlier analyses of this topic. A job analysis of three levels of management in a large trucking company identified the personality characteristics of good managers, as described by peers and subordinates. These managers and a large group of incumbents (n=372) completed the Hogan Personality Inventory (HPI). Managers were assigned scores reflecting their status in the organization; they also were rated by their supervisors. A subset of HPI components were significantly associated with the criteria, with correlations ranging from .22 to .66. These components were combined and used in five separate validity studies. The resulting measure was significantly associated with managerial performance in a variety of organizational settings. These results are consistent with the growing body of evidence suggesting that a coherent set of noncognitive characteristics promotes managerial performance across organizational types.     

The values of work success

This study attempted to examine the work value correlates on various occupational scale dimensions like service, sales and management. In all 1458 people completed two validated questionnaires: one measuring six occupational scales (HPI: Hogan Personality Inventory) and the other measuring the values and preferences that indicate the type of work that an individual would like to do, and is best suited for (MVPI: Motives and Values Preferences Inventory). There were many sex differences on the values measured. Hierarchical regressions showed some values (Affiliation, Power, Recognition) related to many of the occupational scales but often in the opposite direction. Factor analysis suggested three overall value/vocation factors (Enterprising, Traditional and Social). Implications for vocational guidance and limitations of the study are considered.     

Comment on Anderson and Ones (2008)

The ‘erratum and addendum’ by Anderson and Ones ( 2008 ) does not state unambiguously that participants' Hogan Personality Inventory (HPI) scale scores were incorrectly matched with their scores on the other inventories' scales, nor does it mention the existence of other errors in the scoring of the Occupational Personality Questionnaire (OPQ) and Business Personality Indicator (BPI) scales. We demonstrate these errors and we recommend the retraction of the articles by Anderson and Ones ( 2003 ) and Ones and Anderson ( 2002 ). Copyright © 2007 John Wiley & Sons, Ltd.     

Validation of personality constructs for the selection of insurance industry employees

One hundred and nine employees working in clerical jobs in an insurance company participated in a concurrent criterion-related validity study. The employees were administered the Hogan Personality Inventory which consists of six basic scales and six occupational scales. Five criterion measures were collected: a within-department forced quintile distribution by the manager, and managerial ratings of the job factors of job knowledge, interpersonal skills, organization, and overall performance. The twelve test scores were correlated with each of the five criterion measures. The results revealed the Adjustment, Clerical Aptitude and Managerial Potential scales correlated significantly (p<.05) with each of the five criteria, while the Service Orientation scale correlated significantly with three of the five criteria. The results were discussed in the context of using personality scales to forecast job performance in the insurance industry.     

Do your Dark Side Traits Fit? Dysfunctional Personalities in Different Work Sectors

This study investigates differences in “dark side” traits between those in the public and private sectors, as well as between managers in three distinct industries. In all, 5,693 British adults were tested, roughly half of whom clearly worked in public sector jobs and half in the private sector. We also tested three groups of people (total 1,102) working in very different sectors: finance, insurance, and emergency services. They all completed the Hogan Development Survey (HDS; Hogan & Hogan, 1997), which is a measure of dysfunctional personality styles or potential management derailers. It has 11 dimensions and three higher order factors. Multivariate and univariate analyses of co‐variance (controlling for sex, age, and social desirability) and logistic regressions showed many significant differences, with private sector employees scoring higher on the factor Moving Against/Cluster B and lower on the factor Moving Away/Cluster A. The analysis of the three groups showed that those in the emergency services differed on most traits while Finance and Insurance industry personnel were very similar.     

Personality, political skill, and job performance

Based on the socioanalytic perspective of performance prediction [Hogan, R. (1991). Personality and personality assessment. In M. D. Dunnette, L. Hough, (Eds.), Handbook of industrial and organizational psychology (2nd ed., pp. 873–919). Chicago: Rand McNally; Hogan, R., & Shelton, D. (1998). A socioanalytic perspective on job performance. Human Performance, 11, 129–144.], the present study tests whether motives to get along and to get ahead produce greater performance when interactively combined with social effectiveness. Specifically, we investigated whether interactions of the Five-Factor Model constructs of agreeableness and conscientiousness with political skill predict job performance. Our results supported our hypothesis for the agreeableness-political skill interaction. Additionally, after correcting for the unreliability and restricted range of conscientiousness, we found that its interaction with political skill also significantly predicted job performance, although not precisely as hypothesized. Implications of the results and directions for future research are provided.     

A spherical conceptualization of personality traits

This research utilizes the geometric structure of the two‐dimensional Interpersonal Circumplex (IPC), and adds the Five‐Factor Model (FFM) dimension of conscientiousness to create a three‐dimensional spherical model of personality; the interpersonal sphere (IPS). A sample of 250 participants was initially used to select items that conformed to the geometric locations of 26 different characteristics on the IPS. A separate sample of 251 participants confirmed the geometric structure of these characteristic measures using randomization tests. To demonstrate an application of this three‐dimensional model, the IPS was employed as a geometric taxonomy to map various personality constructs. The combined sample of 501 participants was used to cartographically locate 164 scales from the NEO Personality Inventory, (NEO‐PI‐R), the 16 Personality Factor Questionnaire (16PF), the California Psychological Inventory (CPI), the Hogan Personality Inventory (HPI), the Temperament and Character Inventory (TCI), the Multidimensional Personality Questionnaire (MPQ), and the Jackson Personality Inventory (JPI‐R) onto the IPS. The spherical conception of traits provided by the three‐dimensional IPS is discussed as both an extension of the FFM and the two‐dimensional IPC. Copyright © 2006 John Wiley & Sons, Ltd.     

THE INTERFACE PROJECT: BEHAVIOR MODELING AS SOCIAL TECHNOLOGY IN SOUTH AFRICA1

The Inter Face Project was a pilot study to improve race relationships between supervisors and employees in South African industry. The ultimate intent of this project was to find a path for more extensive research aimed at improving inter-racial attitudes and behavior in South Africa, especially in work situations. Nevertheless, this project is only a small step in the direction of improved inter-race relationships in that country. Behavior modeling training was the vehicle for attempting to change the behaviors. Several measures were used because it was uncertain how change would be found. However, performance records were incomplete and therefore not useful. A questionnaire and expectation scale did not reveal significant change, possibly because of the small sample size and the reluctance on the part of supervisors to be candid. Structured interviews, however, indicated dramatic improvements in inter-race attitudes and observations for both supervisors and employees. Second post-test improvements (20 weeks after training) were, in fact, even greater than improvements noted at the first post-test (six weeks after training). Before and after training comments by employees and supervisors provided strong evidence of the extent of change that occurred. Several suggestions for follow-up research were outlined.     

Political skill as moderator of personality - Job performance relationships in socioanalytic theory: Test of the getting ahead motive in automobile sales

Based on the socioanalytic perspective of performance prediction ( [Hogan, 1991] and [Hogan and Shelton, 1998]), this study tests whether the motive to get ahead produces greater performance when interactively combined with social effectiveness. Specifically, we investigated whether interactions of the five-factor model constructs of extraversion and openness to experience (i.e., operationalizations of the getting ahead motive in the socioanalytic framework) with political skill predict sales performance. The hypotheses were tested in a sample of 112 car salespersons, and the results supported the extraversion × political skill interaction, but not the openness to experience × political skill interaction. For individuals high on political skill, higher levels of extraversion were associated with higher levels of sales. For individuals low on political skill, higher levels of extraversion were associated with lower levels of sales. Implications of the results and directions for future research are provided.     

Justice distributive et critères de distributions financières : entre performance,allégeance et besoin des salariés

We examine the respective importance given to the five criteria of financial distributions: performance (individual and team work), individual needs, degree of allegiance/rebellion to hierarchical orders and the reason for this allegiance/rebellion (legalism vs opportunism). In total, 1315 participants were confronted with a specific case in which they had to advise a manager on the distribution of bonus among his employees. These employees were characterized by their respective individual performance, the performance of their team, one of the employees being also defined as being (or not) in financial need and to use to obey (or not) hierarchical orders. It is observed that the best performing employees are more rewarded, but each of the other criteria also have influence, both separately and with interactions.     

Schizotypal and dependent personality characteristics and managerial performance

The study of negatively connotated personality characteristics as predictors of work‐related performance is gaining momentum. While findings have generally suggested such characteristics to be negatively or curvilinearly related to performance, the current study was concerned with investigating any positive relationships that may exist between negatively connotated personality characteristics (as measured by the Hogan Development Survey) and work‐related performance in a sample of 103 Australasian financial services managers. The most notable findings from the study were that: (a) schizotypal personality characteristics positively predicted performance on a creativity competency; and (b) dependent personality characteristics positively predicted performance on a customer focus competency. Findings and limitations are discussed.     

Innovation and the ‘Dark Side’ of Personality: Dysfunctional Traits and their Relation to Self‐Reported Innovative Characteristics

This paper explores the relationship between self‐reported innovative characteristics and dysfunctional personality traits. Participants (N = 207) from a range of occupations completed the Innovation Potential Indicator (IPI) and the Hogan Development Survey (HDS). Those who reported innovative characteristics also reported the following dysfunctional traits: Arrogant, Manipulative, Dramatic, Eccentric; and lower levels of Cautious, Perfectionist and Dependent. A representative approximation of the higher order factor “moving against people” (Hogan & Hogan, 1997) was positively associated with innovative characteristics. It is concluded that innovation potential may be viewed as a positive effect of some otherwise dysfunctional traits, most notably those encompassed under the second‐order HDS factor ‘moving against people’.