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Reseach Analysis
USING PERSONALITY ASSESSMENT METHOD FOR PERSONNEL SELECTION: A CRITICAL ANALYSIS Name: Institution: Instructor: Date:

One of the most critical duties of a human resource department in an organization is staffing. With this being a critical task the much care should be taken in ensuring that it is carried out to the highest levels of professionalism and integrity. With this in mind the human resource department has come up with various methods that they use in staffing more so in the selection process. One of the methods is through personality assessment. This is the most common and widely used method worldwide. Personality assessments can be described a formal structured process aimed in engaging an individual; in this case an applicant, in order to assess their qualifications and credentials. It is generally a vehicle I which information is exchanged between the Human resource and the applicant. The basic aim of a personality assesment is to probe deeply the applicant’s abilities, strengths weakness and qualification matching them with the job requirements for the position. In current trends personality assesments are taking a trend where they are more flexible and laid back than before. The reason is that more missing information can be gathered though a flexible process than in a rigid one. There are several ways that personality assessment can be carried one of the being through interviews. Interview is an arrangement where the applicant has a one on one with the human resource personnel in this case the interviewer. The human resource comes up with a series of questions or tasks where the individual is the subjected to. The interviewer the collected scores on the way the individual answers or under takes the given tasks. One of the benefits of using interview is that the persons personality is viewed by a secondary party that is the interviewer,



References: Anderson, N. (2003). Applicant and recruiter reactions to new technology in selection: A critical review and agenda for future research. International Journal of Selection and Assessment, 11, 121–136. Ashton, M. C. (1998). Personality and job performance: The importance of narrow traits. Journal of Organizational Behavior, 19(3), 289–303. Baker, D. P., & Salas, E. (1994). The importance of teamwork: In the eye of the beholder? Paper presented at the Ninth Annual Conference of the Society for Industrial and Organizational Psychology, Nashville, TN. Balthazard, P., Potter, R. E., & Warren, J. (2004). Expertise, extraversion and group interaction styles as performance indicators in virtual teams.Database for Advances in Information Systems, 35(1), 41–64. Barrett, G. V., Miguel, R. F., Hurd, J. M., Lueke, S. B., & Tan, J. A. (2003). Practical issues in the use of personality tests in police selection. Public Personnel Management, 32(4), 497–517. Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44(1),1–26.

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