1 Page discussion Post
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wk_2_discussion.docxPost: descriptions of two predictors used in personnel selection to estimate performance of an employee in sales. Explain how you might validate each predictor and which criterion measure(s) you might use. Provide concrete examples and citations from the Learning Resources and current literature to support your post.
Example 1
The purpose for conducting the validity study must be based on the understanding of the work performed on the job, the needs of the organization, and the rights of current prospective employees. An important step for describing the objectives of the research plan is to conduct a literature review to determine what studies already have been conducted on the construct in question for predicting performance on the job(s) (Drasgow, et., al., 2007, p. 351).
In the case of the salesperson, I have selected the Personality inventory and interview. The personality inventory, such as the Myers-Briggs Type Indicator (MBTI) tests people based on their perceptions and judgements (Myers and Briggs Foundation, n.d). The MBTI gives insight on the test taker’s preferences based on the scores. For instance, the MBTI would determine if the test taker is an introvert or extrovert. This is important information when determining if a person is a suitable candidate for the salesperson position.
Barrick, et., al., (2009) noted that social influence theory proposes that practically every interpersonal relationship involves social influence of some form or another; people aim to influence and are also being influenced (Cialdini & Trost, 1998; Levy, Collins, & Nail, 1998). This “infinite cycle” of communication and exchange of information often leads individuals in the presence of others to express themselves in a manner that will evoke a certain desired reaction from the target (Goffman, 2006). The interview provides the interpersonal relationship, which encourages the exchange of communication and information between the sales candidate and the employer.
The MBTI is concurrent on its validation. The test has been administered over 40 years, and have proven to be both valid and reliable. The only drawback to the MBTI is that it is unethical and sometimes illegal to use it as the sole indicator for employment decision making.
The interview would be inter-rated. A determination of predictability is best gauged by people or “raters” that are currently doing the job. The best way to show validity in the interview for the sales position would be to interview the candidate in front of a panel of other salespeople or “raters.” They would be the people to predict how the candidate would perform as a salesperson.
REFERENCES
Barrick, M. R., Shaffer, J. A., & DeGrassi, S. W. (2009). What you see may not be what you get:
Relationships among self-presentation tactics and ratings of interview and job
performance. Journal of Applied Psychology, 94(6), 1394-1411. doi:10.1037/a0016532.
Retrieved from the Walden Library on 6 March 2017
Cialdini, R. B., & Trost, M. R. (1998). Social influence: Social norms, conformity and
compliance. In D.Gilbert, S.Fiske, & G.Lindzey (Eds.), The handbook of social
psychology (4th ed., Vol. 2,pp. 151–192). New York: McGraw-Hill
Drasgow, F., Whetzel, D. L., & Oppler, S. H. (2007). Strategies for test validation and
refinement. In D. L.Whetzel & G. R. Wheaton (Eds.), Applied measurement: Industrial
psychology in human resources management (pp. 349–384). Malwah, NJ: Lawrence
Erlbaum Associates.
Goffman, E. (2006). The presentation of self. In DBrissett & C.Edgley (Eds.), Life as theater:
dramaturgical sourcebook (2nd ed., pp. 129–139). New York: de Gruyter.
Myers and Briggs Foundation (n.d). Preferences. Retrieved from
http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/preferences.htm on 6
March 2017.
Example 2
I-O psychologists historically have been interested in predictors for making selection decisions with a focus on behavioral predictors, psychological constructs, and job situations and demands (Arthur & Villado, 2008). Five common selection predictors to estimate performance are cognitive tests, personality inventories, interviews, situational judgement tests (SJTs), and assessment centers (AC) (Lievens & Sackett, 2017). Predictors should be based on the particular job. In the case of a sales job, predictors would be related to sales success. In terms of measuring sales success, subjective measures include supervisor ratings and the most common objective measure is sales volume (Farrell & Hakstian, 2001).
In a meta-analytic study, Farrell and Hakstian (2001) provide support that using effective personnel selection procedures related to sales jobs results in significant increases in both subjective and objective measures of sales performance. The authors state that personality tests are specifically found to predict the performance of sales people. Sitser, van der Linden and Born (2013) found that using the General Factor of Personality (GFP) (calculated from aggregating across the file scales of the Big Five Inventory) significantly predicts both supervisor ratings and objective sales results. Therefore, personality assessment using a validated measure is supported as one personnel selection procedure for a sales position.
A second area to estimate the performance is emotional intelligence (EI). Although there has not been significant quantitative research on EI and sales positions, Deeter-Schmelz and Sojka (2003) support the role of emotional intelligence within successful sales performance using exploratory qualitative analysis. Wiatr Borg and Johnston (2013) further clarify the link between sales performance and EI. The authors state that the literature supports the link between EI and interpersonal skills. In turn, interpersonal skills is supported in the sales literature as related to adoptive selling, relationship selling and consumer-oriented selling. Therefore, Wiatr Borg and Johnston (2013) recommend evaluating emotional intelligence as a core foundation for interpersonal skills. In other words, sales people with higher emotional intelligence will have the interpersonal skills such as optimism, warmth, persuasiveness and cooperativeness to be successful in sales.
References:
Arthur, W. J., & Villado, A. J. (2008). The importance of distinguishing between constructs and methods when comparing predictors in personnel selection research and practice. Journal Of Applied Psychology, 93(2), 435-442. doi:10.1037/0021-9010.93.2.435
Deeter-Schmelz, D. R., & Sojka, J. Z. (2003). Developing Effective Salespeople: Exploring the Link Between Emotional Intelligence and Sales Performance. The International Journal Of Organizational Analysis, 11(3), 211-220. doi:10.1108/eb028972
Farrell, S., & Hakstian, A. R. (2001). Improving salesforce performance: A meta-analytic investigation of the effectiveness and utility of personnel selection procedures and training interventions. Psychology & Marketing, 18(3), 281-316. doi:10.1002/1520-6793(200103)18:3<281::AID-MAR1009>3.0.CO;2-Z
Lievens, F., & Sackett, P. R. (2017). The effects of predictor method factors on selection outcomes: A modular approach to personnel selection procedures. Journal Of Applied Psychology, 102(1), 43-66. doi:10.1037/apl0000160
Sitser, T., van der Linden, D., & Born, M. P. (2013). Predicting sales performance criteria with personality measures: The use of the general factor of personality, the Big Five and narrow traits. Human Performance, 26(2), 126-149. doi:10.1080/08959285.2013.765877
Wiatr Borg, S., & Johnston, W. J. (2013). The IPS-EQ model: Interpersonal skills and emotional intelligence in a sales process. Journal Of Personal Selling & Sales Management, 33(1), 39-51. doi:10.2753/PSS0885-3134330104
