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1. Merits & Demerits of Psychometric Tests
2. MBT
3. Thomas Profile
4. Career Anchor
5. Holland's Theory
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1. Helps draw up a
comprehensive
Behavioural profile
2. Warns management of
recruit's weaknesses
3. Can be successfully
utilized for career
development
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Psychological testing can be unreliable
Job requirement specs may be
subjective
Results are open to interpretation
rather than conclusive
Does not account for recruit's intellect
or exposure
Should never be used as a stand-alone
technique
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s a theory of personality developed by Swiss psychiatrist, Carl G. Jung;
Asserts that differences between people result from inborn preferences;
Defines a Psychological Type as :
The natural, preferred way of using one's mind and
directing energy;
The behavioral habits that develop as people use their
preferences.
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s NOT about skills, intelligence, abilities, or technical expertise;
Does NOT tell you what you can and can't do;
Affirms that people are a lot more than their Psychological Type
nvironment
Culture
ducation & Training
nterests & Motivations
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The MBT
Developed by Katharine Cook Briggs and her daughter sabel Briggs Myers.
Present version has evolved after 50 years of research;
Has been translated into more than 30 languages;
s the most widely used personality inventory in the world.
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dentifies polar opposites in four areas
By using
Judging or Perceiving
The ways people Naturally prefer to
There is no right or wrong to MBT results each preference and type identifies
normal and valuable human behaviours.
xtraversion or ntroversion Direct and get energy
Take in information
Make decisions
Organize their external
world
Sensing or ntuition
Thinking or feeling
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= nergy directed outward in action
= nergy directed inward in reflection
= Seeking stimulation in the outer environment
= Seeking stimulation in the inner environment
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S = Focusing on the realities of the present
N = Focusing on possibilities in the future
S = Noticing factual and concrete information
N = Seeing patterns and connections between facts
S = Trusting experience
N = Trusting insights
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Two essential ways of making rational judgements
T = Using Logical analysis to make decisions
F = Using person-centered values to make decisions
T = Using objective and impersonal criteria
F = Weighing human values and motives
T = Seeking rational order by logic
F = Seeking rational order through harmony
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xtravert does not mean talkative;
ntrovert does not mean shy or inhibited;
Feeling does not mean emotional;
Judging does not mean judgmental.
Perceiving does not mean perceptive.
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Preferences are inborn;
nvironment enhances or impedes expression of type;
People use all ``four processes (Sensing, ntuition, Thinking, and Feeling) in
both extraverted and introverted attitudes some of the time;
Type is dynamic, not static;
All of the types are equally valuable
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Self-development;
Career development and exploration;
Relationship counseling;
Academic counseling;
Organization development;
Team building;
Problem solving;
Management and leadership training;
ducation and curriculum development;
Diversity and multicultural training.
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ach type and each individual has special gifts. There is no right or wrong
type, no better or worse combinations of types in work or relationships.
The purpose of knowing about type is to help you understand yourself and to
enhance your relationships with others through appreciation of individual
differences.
ach person is unique. An NFP is like every other NFP, like some other
NFP, and like no other NFP.
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veryone uses each of the preferences to some degree. Our type is made up
of those we prefer.
YOU are the one to decide what type you truly are. Your results on the MBT
suggest your probable type based on the choices you made when you
answered the questions; however, only you know your true preferences.
Type does not explain everything. The human personality is much too
complex.
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Number scores on the MBT indicate clarity of preference. They do not
measure skills or ability or even degree of use.
You may use type to understand and forgive yourself, but NOT as an excuse
for doing or not doing anything.
Your type should NOT keep you from considering any career, activity, or
relationship.
Become aware of your type biases (we all have them!) to avoid negative
stereotyping.
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Designed by Thomas Hendrick, a disciple of
Dr. William Marstron, who designed the
original mode of the instrument in 1928.
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DOMNANC
Positive behaviour in an antagonistic situation. Drive to accomplishment in the face of
opposition or antagonism.
NDUCMNT NFLUNC OVR OTHRS
Positive behaviour in favourable or friendly situations influencing others to react
positively or favourably.
STADNSS
Passive behaviour in a favourable situation. Steadiness or suitable for performing
routine and repetitive work.
COMPLANC
Passive behaviour in an antagonistic situation. Compliance with high work standards
to avoid trouble or error.
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Theoretical Perspective An nterpersonal / Situational Theory
PRCVD STUATON
Asserl|ve
0r|v|rg
Corpel|l|ve
Forcelu| 00VlNANCE
lrqu|s|l|ve (P0wER )
0|recl
3e|l-slarler
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erv|rorrerl Corlrorls |r order lo overcore ard |r
do|rg so avo|d la||ure )
Corp||arce
Carelu|
3ysleral|c
Prec|se C0VPLlANCE
Accurale (P0LlCY)
Perlecl|or|sl
Log|ca|
( a caul|ous urdec|ded resporse lo ar arlagor|sl|c
erv|rorrerl. 0es|gred lo regale lre degree ol
arlagor|sr ard lrus avo|d lrouo|e or corl||cl )
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Persuas|ve
Fr|erd|y lNFLuENCE
veroa| (PE0PLE)
Corrur|cal|ve
Pos|l|ve
( ar acl|ve, pos|l|ve poslure des|gred lo rove aWay
lror ar urlr|erd|y s|lual|or loWards a rore lr|erd|y ard
lavourao|e slale oy us|rg persuas|or lrus avo|d|rg
rejecl|or)
0eperdao|e
0e||oerale
Ar|ao|e 3TEA0lNE33
Pers|slerl (-PACE)
0ood ||slerer
K|rd
( a pass|ve resporse |r a rosl||e s|lual|or. Allerpls lo
ra|rla|r slalus quo url|| rosl|||ly |s over |r order lo avo|d
|rsecur|ly)
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The Personal Profile is not a clinical instrument. t is intended for use only in
business and not for diagnosis of abnormal behaviour.
This technique for measuring behaviour, requires approximately fifteen
minutes and because we use the forced-choice technique in the Personal
Profile, it makes it difficult to distort
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MATCHNG TH PRSON WTH TH POSTON
To measure the job
we use the Human Job Analysis form
To measure the individual
we use the Personal Profile Analysis.
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STUDYNG TH GRAPHS
Once you have completed scoring the Profile you will be studying three
graphs (reverse side of Profile form)
Graph ( ) 'HOW OTHR S YOU'
This graph indicates how the individual feels he / she is expected to behave in order
to be successful. ( The mask ) f the pattern is too close to the centre line, the person
is uncertain as to how to behave. (This could mean that he or she is new to the job,
has too much responsibility or is uncertain as to what is expected. )
This graph should not be considered when a profile is being used for hiring a new
employee. t is only used for present employees or for personal counselling.
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STUDYNG TH GRAPHS ( contd. )
GRAPH ( ) 'BHAVOUR UNDR PRSSUR'
This graph indicates how a person behaves under pressure or even in a personal
environment. t indicates limitations and should be recognized but underplayed in
the evaluation. Used for constructive suggestions.
GRAPH ( ) 'HOW YOU S YOURSLF'
This graph is the most accurate as it indicates the person's self image. t will give
you an idea if the person can communicate, how to make decision, and if they are
self-starters. f this person is close to the centre line, the person probably was
finding it difficult to complete the Profile. He or she could have tried to read into it or
could be going through a change of values.
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WHAT YOU GT FROM TH SYSTM
"uestionnaires :dentifies compatibility with the role under consideration and
supplies penetrating questions based on the interviewee's profile.
Audits : Three types of audit are available in Thomas Key. They are
Management, Sales and Administration / Technical.
The Management Audit
covers Managing and Motivating, Decision making, Planning and problem solving, Communication,
Administration and Developing others.
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WHAT YOU GT FROM TH SYSTM [contd.]
Audits [contd.]
The Sales Audit
covers Opening and communication, Closing, Customer service, Presentation and
Administration.
The Admin / Technical Audit
reports on Organizing workflow, Time management, Meeting information / service needs,
nsuring quality and accuracy and Problem solving.
Strengths & Limitations
Provides a Management summary in the form of bullet points about the person who has
completed the PPA.
How to Manage
xplains what sort of supervision is most likely to be effective.
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HOW CAN YOU BNFT?
n development
The system highlights potential development opportunities and so increases the
probability of job satisfaction; this, in turn, tends to increase productivity.
n recruitment
Reports from the system describe strengths and weakness in relation to a role
and therefore identify job compatibility. t also provides an opportunity to
discuss frustrations or pressures felt by the candidate.
n encouraging & motivating
Thomas PPA provides a person with the opportunity to understand both
themselves and others and to identify how best to modify their own behaviour in
order to strengthen relationships and improve communications.
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According to Schein ( 1978 ), a person's "Career Anchor" is
his or her occupational self-concept consisting of :
Self-perceived talents and abilities
Self-perceived motives and needs
Self-perceived attitudes and values
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Schein's further research ( 1990, 1993 ) uncovered eight Career Anchors :
anageriaI
People who kept clawing right up the ladder
%echnicaI / FunctionaI
People who settled down happily to pay attention to the details of their craft
$ecurity / $tabiIity
People who discovered that promotions were rewarding largely because they
meant, that the company prized them and wanted to keep them
Autonomy / ndependence
People who found ways of carving out their own space in large organizations and
are not ready to compromise on their freedom
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Schein's eight Career Anchors [contd.]
ntrepreneuriaI / Creativity
People who ended up starting new ventures products and services to meet their
needs to be creative and to reap the benefits of their labours
$ervice / Dedication
People who are dedicated to a particular cause, client group or ideology
!ure ChaIIenge
People with primary concerns to solve unsolvable problems, to win out over tough
opponents, and to surmount difficult obstacles
aIance / Life-styIe ntegration
People with primary concerns to integrate family concerns, career concerns and
concerns for self-development
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(Derr 1986) Five diverse internal career orientations :
V- Getting Ahead
These are people who are primarily interested to grow vertically and also much faster compared
to their peers;
W - Getting Secure
these are people who are motivated primarily by a sense of a job security and a life long
organizational identity;
X- Getting Free
These are people who value autonomy most, which they are not ready to give up under any
circumstances;
Z- Getting High
The objective here is getting challenging and exciting work, staying at the cutting edge;
Y- Getting Balanced
Career, self development and relationship with others.
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According to Schein (1996), the metaphor of 'Anchor' signifies that
stability will be achieved in one's career if he / she is in an organizational
environment that provides an opportunity to realize the components of his
/ her career anchor.
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Holland's ( 1985 / 1992 ) theory of vocational personalities and work
environments.
This theory is intended to explain career choice, satisfaction, and persistence.
People & Job nvironment can be classified in six types. mployee
satisfaction would depend on the Congruence between the two.
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Realistic nvestigative
Artistic
Social
Conventional
nterprising
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Realistic
Manual and mechanical competencies and interaction with machines, tools and objects.
nvestigative
Analytical, technical, scientific, and verbal competencies.
Artistic
nnovation or creative ability.
Social
nterpersonal competencies and skill in treating, healing or teaching others.
nterprising
Skills in the persuasion and manipulation of other people.
Conventional
Clerical skills or skills in meeting precise standards for performance.
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CONGRUNC
Congruence is assessed according to the degree of match between the
vocational personality of an individual and the environmental type of an
occupation or position.
Occupational environments that are adjacent on the hexagon theoretically
make similar demands on a person, and occupational environments that
are more distant make divergent demands.
CONSSTNCY
Career move will be most predictable
DFFRNTATON
All score with the same range denotes erratic career movement.
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