Despite widespread evidence of low predictive and construct validity, personality testing is increasingly being used for the selection of managers. Notes that selection practices based on personality testing are not embedded in an explicit theory of performance. Based on available research evidence it is argued that personality is likely to play a relatively minor role as a determinant of managerial performance. Presents results from a small survey of New Zealand recruitment consultants to show that personality testing is widespread in managerial selection, and that there is a tendency to overemphasize the importance of personality as a determinant of performance. This may be one reason for the ascendancy of personality testing in selection. Makes suggestions for improving the ways in which such tests should be used in selecting managers.
Dakin, S., Nilakant, V. and Jensen, R. (1994), "The Role of Personality Testing in Managerial Selection", Journal of Managerial Psychology, Vol. 9 No. 5, pp. 3-11. https://doi.org/10.1108/02683949410066309Download as .RIS
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