Individual and Interpersonal Behavior

Author

Institution

Personality testing case Study

Introduction

The importance of hiring the appropriate candidate for a particular task in any organization cannot be gainsaid as far as the profitability and sustainability of the entity is concerned both in the long-term and the short-term. Recruitment plays an immense role in this case with numerous techniques being used to reveal the true nature of an individual. Personality tests are considered quite crucial in interviews and recruitment process. They underline some techniques used to consistently and accurately measure and reveal elements pertaining to the character of an individual (Ivancevich et al, 2013). In the case presented, mark was wrong to drop the use of personality testing. This is especially considering the effectiveness of the same in revealing some hidden aspects of an individual. As much as there may be some controversies and the personality test results may even be faked, there are no express rules outlawing their use, not to mention the fact that the tests provide quantifiable data that enhances the ease of differentiation (Ivancevich et al, 2013). Rather than eliminate the test, he could have reduced his dependence on the same and incorporated other tests to enhance accuracy.

There are varied reasons as to why a candidate would fake personality tests. In most cases, however, job candidates fake the tests so as to cover up on weaknesses that may destroy their chances for advancement or that may invite increased scrutiny to their activities and proficiencies.

Personality testing may be used in other tasks apart from hiring. For instance, personality tests may be used in determining the individuals that are viable for promotion in the organization. Indeed, decisions pertaining to the restructuring of positions and individuals in the organization may be determined using personality testing.

Exercise 4.2

The performance of workers is of utmost importance to the achievement of the overall objectives and goals in an organization. This is especially considering the direct relationship between the performance of employees and the productivity of the organization. For sustained performance in an organization, it is imperative that impressive performance is rewarded appropriately. This was the case for Don, whose performance has been persistently recognized and rewarded (Ivancevich et al, 2013). Unfortunately, his performance has been below par in the recent times. His below-par performance may be attributed to varied factors.

Low motivation (1). It is unlikely that Don’s behavior emanates from low motivation as his performance has always been recognized and rewarded.

Low self-efficacy (4). It is difficult to discount this factor especially considering his recent hostility towards other workers.

Physical health problems (1). Physical health problems would have been visible and he would not even be ashamed of seeking help from workmates and informing the management of the organization.

Family problems (7). In most cases, individuals strive to manage conflicts between the workplace and the home. Family problems are usually hard to express even to close friends and may trigger some absentmindedness and cause sloppiness at work.

Poor management (1). It is unlikely that poor management is responsible as the decline in performance is demonstrated only in Don’s case.

Lack of creativity (1). Don has performed these tasks for close to a decade and has perfected his capabilities. The tasks are repetitive, in which case they do not require much creativity.

As a human resource manager, I would call him in to discuss my observations pertaining to his declining performance. This may allow him to open up on the issues that may be affecting his performance thereby paving way for some help. Alternatively, sending don of a counselor would be appropriate as he may find it easier to open up to a stranger than someone of authority. On the same note, the human resource management counselor would give professional services that may restore him too his previous state.

References

Ivancevich, J. M., Konopaske, R. & Matteson, M. (2013). Organizational behavior and management. New York: McGraw-Hill Companies, Inc.