PERSON JOB FIT

PERSON PROFILING

PERSON JOB FIT

CONCEPT • MATCHING OF PERSONAL CHARACTERISTICS

WITH THE REQUIREMENTS OF JOB.

IMPORTANCE• POSITIVE PERFORMANCE/BEHAVIORAL

OUTCOMES (HIGHER PERFORMANCE, GREATER SATISFACTION, LOWER ABSENTEEISM AND TURNOVER, MORE OCB)

PROCESS• PERSON PROFILING AND JOB PROFILING.

THE WHAT & THE WHY

• A PERSON PROFILE IS A TYPE OF ASSESSMENT AND USUALLY FOCUSES ON A SINGLE PERSON.

• PROFILES ARE USUALLY CONDUCTED OBJECTIVELY, USING QUANTITATIVE TECHNIQUES, SUCH AS ‘TESTS’.

• CAN ASSIST EMPLOYERS WITH THE INFORMATION NEEDED TO MAKE BETTER HIRING, PLACEMENT AND PROMOTION DECISIONS.

• WITH A VARIETY OF EMPLOYEE ASSESSMENTS, EMPLOYERS GET RESULTS; LOWER ABSENCES, LOWER TURNOVER AND LOWER RECRUITMENT COSTS.

• EMPLOYERS BELIEVE THEY CAN ACHIEVE GREATER PRODUCTIVITY AND CUSTOMER SATISFACTION.

PERSON PROFILING

MAJOR DIMENSIONS

• PERSONAL/ BIOGRAPHICAL CHARACTERISTICS (AGE, GENDER, MARITAL STATUS, TENURE)

• ABILITY• VALUES• PERSONALITY• PERCEPTION AND ATTRIBUTION• ATTITUDES• LEARNING• MOTIVATION

ABILITY

AN INDIVIDUAL’S CAPACITY TO PERFORM THE VARIOUS TASKS IN A JOB.

• FACT IS THAT INDIVIDUALS ARE NOT EQUAL IN ALL ABILITIES• ISSUES FROM MANAGEMENT POINT:• KNOWING HOW PEOPLE DIFFER IN ABILITIES;• USING THAT KNOWLEDGE TO INCREASE THE LIKELIHOOD THAT AN EMPLOYEE WILL PERFORM IN HIS/HER JOB WELL

TYPES OF ABILITY

• AN INDIVIDUALS OVERALL ABILITIES ARE MADE UP OF TWO SET OF FACTORS:

TYPES OF ABILITY1. INTELLECTUAL: COGNITIVE,

PRACTICAL AND EMOTIONAL INTELLIGENCE

2. PHYSICAL

ABILITY-JOB FIT• INDIVIDUAL AND JOB DIFFERENCES IN ABILITIES• A HIGH ABILITY-JOB FIT NECESSARY FOR IMPROVED JOB

PERFORMANCE• NEED FOR IDENTIFYING ABILITIES REQUIREMENTS OF THE

JOB FOR ADEQUATE PERFORMANCE AND FOR MEASURING THOSE ABILITIES IN INDIVIDUALS TO ESTABLISH THE FIT

• LACK OF FIT LEADS TO PERFORMANCE PROBLEMS• IF, ABILITY < JOB REQUIREMENTS

• BASIC CAUSE OF POOR PERFORMANCE • ABILITY > JOB REQUIREMENTS

• ORGANIZATIONAL INEFFICIENCY & JOB DISSATISFACTION

RESEARCH FINDINGS

• THE TWO MOST CRITICAL INDIVIDUAL DIFFERENCES DETERMINANTS OF JOB PERFORMANCE ARE GENERAL MENTAL ABILITY AND AMOUNT OF JOB EXPERIENCE• COGNITIVE ABILITY IS THE MOST IMPORTANT CAUSE OF JOB PERFORMANCE AND THE RELATIONSHIP BETWEEN ABILITY AND PERFORMANCE IS STABLE OVER TIME

PERSONALITY

• POPULAR NOTION• ADJECTIVE APPROACH (E.G. EXTERNAL APPEARANCE AND

SOCIAL SUCCESS)• ONLY A PARTIAL EXPLANATION• DIFFERENCES AND SIMILARITIES IN INDIVIDUALS

(DIFFERENT AND SIMILAR WAYS OF THINKING, FEELING, AND BEHAVING)• PERSONALITY ACCOUNT FOR AND EXPLAIN THESE

SIMILARITIES AND DIFFERENCES IN PEOPLE• THE WAY INDIVIDUAL REACTS AND INTERACTS WITH

OTHERS• NATURE OR NURTURE?

PERSONALITY ASSESSMENT(THE BIG FIVE)

RESEARCH SUPPORTS THAT FIVE BASIC PERSONALITY DIMENSIONS UNDERLIE ALL OTHERS:

1. SURGENCY: OUTGOING, EXTROVERTED, SELF-CONFIDENCE, SOCIABLE

2. AGREEABLENESS: GOOD-NATURED, COOPERATIVE, TRUSTING

3. ADJUSTMENT: BALANCING, EMOTIONAL STABILITY4. CONSCIENTIOUSNESS: RESPONSIBLE, CAREFUL,

PERSISTENT, ACHIEVEMENT ORIENTED5. OPEN TO EXPERIENCE: IMAGINATIVE,

PREFERENCE TO VARIETY, INTELLECTUAL CURIOSITY

RESEARCH FINDINGS• THE WAY MOST ORGANIZATIONS OPERATE HAS CHANGED

SIGNIFICANTLY THE LAST 30 YEARS. • THE EFFECTS OF THESE CHANGES MEANS THAT YOUR

PERSONALITY IS SEEN BY A POTENTIAL EMPLOYER AS MORE IMPORTANT NOW THAN IT WAS IN THE PAST.

• INITIALLY DEVELOPED FOR THE WORKPLACE IN THE 1940S AND 1950S BY RESEARCH TEAMS AT INDUSTRIAL COMPANIES LIKE AT&T INC TO SCREEN CANDIDATES FOR MANAGEMENT JOBS.

• TODAY,  ABOUT 80% OF THE FORTUNE 500 AND 89 OF FORTUNE 100 COMPANIES USE IT TO ANALYZE THE PERSONALITIES OF EMPLOYEES, IN AN EFFORT TO FIND THEM IN THE RIGHT ROLES AND HELP THEM SUCCEED

RESEARCH FINDINGS ON UNIVERSITY STUDENTS

• EXTROVERSION (SURGENCY) NEGATIVELY CORRELATED WITH GPA• INTROVERTS SPEND MORE TIME STUDYING EXTROVERTS

SPEND MORE TIME SOCIALIZING• NEUROTICISM NEGATIVELY CORRELATED WITH GPA

• EMOTIONALLY STABLE (ADJUSTMENT) STUDENTS PERFORM BETTER

• AGREEABLENESS UNASSOCIATED WITH ACADEMIC PERFORMANCE• PRODUCED MIXED RESULTS

• CONSCIENTIOUSNESS STRONG CORRELATION WITH GPA• MORE MOTIVATED TO PERFORM WELL• ORGANIZED, HARD-WORKING, AND ACHIEVEMENT ORIENTED

WILL PERFORM BETTER• OPEN TO EXPERIENCE NOT AN IMPORTANT FACTOR FOR GPA

• STUDIES HAVE SHOWN MIXED RESULTS

PERSONALITY ASSESSMENT(MBIT)

• THE MYERS-BRIGGS TYPE INDICATOR (MBTI) ASSESSMENT IS A PSYCHOMETRIC QUESTIONNAIRE DESIGNED TO MEASURE PSYCHOLOGICAL PREFERENCES IN HOW PEOPLE PERCEIVE THE WORLD AND MAKE DECISIONS.

• THE 16 TYPES ARE TYPICALLY REFERRED TO BY AN ABBREVIATION OF FOUR LETTERS—THE INITIAL LETTERS OF EACH OF THEIR FOUR TYPE PREFERENCES. Dichotomies

Extraversion (E) Introversion (I)Sensing (S) Intuitive (N)Thinking (T) Perceiving (P)Judging (J) Feeling (F)

RESEARCH FINDINGS

STUDENT PERSONALITY TYPES AND CHOICE OF MAJOR AMONG 250 STUDENTS FROM BIS, CIS, & MIS MAJORS:• PERSONALITY TYPE RELATED TO BIS MAJOR: MAJORITY IN

ESTJ CATEGORY (GROUP ORIENTED, LEADERS, OUTGOING, SOCIAL)

• PERSONALITY TYPE RELATED TO CIS MAJOR: MAJORITY IN ISTJ CATEGORY (LONERS, ORGANIZED, FOCUSED, INTERESTED IN INTELLECTUAL PURSUITS THAN RELATIONSHIP & FAMILY)

• PERSONALITY TYPE RELATED TO MIS MAJOR: MAJORITY IN ISTJ CATEGORY

• MORE FEMALE STUDENTS WERE IN ESFJ CATEGORY (VALUES RELIGION, RELATIONSHIP & FAMILY OVER INTELLECTUAL PURSUITS, CONTENT & POSITIVE)

• MORE MALE STUDENTS WERE IN ISTJ CATEGORY• PREFERENCE MAJOR OF FEMALES WAS BIS MAJOR AND THAT

OF MALES WAS CIS

PERSONALITY ASSESSMENT(DICS THEORY)

• DISC IS A BEHAVIOUR ASSESSMENT TOOL BASED ON THE DISC THEORY OF PSYCHOLOGIST WILLIAM MARSTON.

• MARSTON'S THEORY CENTERS ON FOUR DIFFERENT PERSONALITY TRAITS:

• DOMINANCE & INDUCEMENT CONSIDER ONESELF

MORE POWERFUL THAN ENVIRONMENT• SUBMISSION & COMPLIANCE CONSIDER

ONESELF LESS POWERFUL THAN ENVIRN• DOMINANCE & COMPLIANCE

CONSIDER ENVIRN AS UNFAVORABLE • INDUCEMENT & SUBMISSION

CONSIDER ENVIRONMENT AS FAVORABLE

Dominance

Inducement

Submission

Compliance

VALUES• THE MOST STABLE OR ENDURING HUMAN

CHARACTERISTIC• IT EXISTS WHETHER WE RECOGNIZE THEM OR NOT• WHEN WE KNOW OUR OWN VALUES, WE CAN USE THEM

TO MAKE DECISIONS ABOUT HOW TO LIVE OUR LIFE AND CAN ANSWER QUESTIONS LIKE• WHAT JOB SHOULD I PURSUE?• SHOULD I ACCEPT THIS PROMOTION?• SHOULD I START MY OWN BUSINESS?• SHOULD I COMPROMISE, OR BE FIRM WITH MY POSITION?• SHOULD I FOLLOW TRADITION, OR TRAVEL DOWN A NEW

PATH?

VALUES

• A SIGNIFICANT PORTION OF THE VALUES WE HOLD IS ESTABLISHED IN OUR EARLY YEARS FROM PARENTS, TEACHERS, FRIENDS, AND OTHERS.

• A PERSON’S VALUE DEVELOP AS A PRODUCT OF LEARNING AND EXPERIENCE IN THE CULTURAL SETTING HE/SHE LIVES.

• LEARNING & EXPERIENCE DIFFER FROM PERSON TO PERSON SO VALUE DIFFERENCE IS UNAVOIDABLE.

• DRIVES, MOTIVATES AND GOVERNS THE WAY PEOPLE THINK, BEHAVE, AND RELATE TO OTHER PEOPLE AND THE SOCIETY

• BASIS FOR UNDERSTANDING ATTITUDES, MOTIVATION AND PERCEPTION

ROKEACH’S VALUES TYPES

1.TERMINAL VALUESDESIRABLE END-STATES OF EXISTENCE

2.INSTRUMENTAL VALUESPREFERABLE MODES OF BEHAVIORS (MEANS OF ACHIEVING TERMINAL VALUES)

TERMINAL & INSTRUMENTAL

A COMFORTABLE LIFEAN EXCITING LIFEA SENSE OF ACCOMPLISHMENTA WORLD AT PEACEA WORLD OF BEAUTYEQUALITYFAMILY SECURITYFREEDOMHAPPINESSINNER HARMONYMATURE LOVE

AMBITIOUS• BROAD MINDED• CAPABLE• CHEERFUL • CLEAN• COURAGEOUS• FORGIVING• HELPFUL• HONEST• IMAGINATIVE• INDEPENDENT

• PERSONAL VALUES • PRINCIPLES ON WHICH WE BUILD OUR LIFE AND GUIDE US TO RELATE WITH

OTHER PEOPLE AND INFLUENCE INDIVIDUALS’ ETHICAL DECISIONS• EXAMPLES: ‘FAMILY’, ‘COURAGE’, ‘TRUST’, ‘ACCOUNTABILITY’, ‘POWER’,

‘RECOGNITION’, ‘WEALTH’, AND SO ON

• WORK VALUES• HELP IN SETTING ONE’S PRINCIPLES, STANDARDS OF JUDGING AND DEALING

WITH WORK RELATED PROBLEMS AND CHOOSING• IMPACT EMPLOYEE’S JOB SATISFACTION, COMMITMENT , ORGANIZATIONAL

PERFORMANCE AND STRATEGY

• ORGANIZATIONAL VALUES• CAN BE CLASSIFIED INTO TASK-ORIENTED VALUES, CHANGE-RELATED VALUES,

STATUS-QUO VALUES AND RELATIONSHIP-ORIENTED VALUES• THE RELATIVE SIGNIFICANCE OF THESE VALUE GROUPS VARY ACROSS

DIFFERENT ORGANIZATIONS• EXAMPLES: ‘ADAPTABILITY’, ‘COOPERATION’, ‘CREATIVITY’, ‘DILIGENCE’,

‘INITIATIVE’, ‘OPENNESS’, ‘SOCIAL EQUALITY’

VALUES IN PRACTICE

RESEARCH FINDINGS• COMPANIES WITH STRONG ADAPTIVE CULTURES BASED ON SHARED

VALUES OUTPERFORM OTHER COMPANIES BY A SIGNIFICANT MARGIN• OVER A PERIOD, THE COMPANIES THAT CARED FOR ALL

STAKEHOLDERS GREW FOUR TIMES FASTER THAN COMPANIES THAT DID NOT

• JOB CREATION RATES WERE SEVEN TIMES HIGHER, STOCK PRICES THAT GREW TWELVE TIMES FASTER, AND A PROFIT PERFORMANCE RATIO THAT WAS 750 TIMES HIGHER THAN COMPANIES THAT DID NOT HAVE SHARED VALUES AND ADAPTIVE CULTURES

• VALUE CONGRUENCE IS POSITIVELY CORRELATED TO LEADERS’ SATISFACTION, OCB & PERFORMANCE; IT IS NEGATIVELY CORRELATED TO INTENTION TO LEAVE

• THERE IS A STRONG LINK BETWEEN FINANCIAL PERFORMANCE AND THE ALIGNMENT OF AN ORGANIZATION’S CULTURAL VALUES WITH EMPLOYEES’