Psychological assessment in human resources management

Conducting psychological evaluations at work, in addition to being a necessity in personnel selection, is an opportunity for organizations to grow. Conducting regular psychological evaluations of staff enables monitoring of workers’ well-being. Conducting targeted interventions following such assessments is a practice that can have positive effects on organizational climate, consequently promoting worker satisfaction and performance (Wright et al., 2013; Al-Omari et al., 2017). There are numerous psychological assessment tools in organizational settings, which often rely on correlations found between personality tests and job performance, however, this methodology might not be functional for every situation.

Depending on the need, assessment (evaluation) can be carried out through different measurement approaches. The qualitative approach requires tools such as interviews, while the quantitative approach is characterized by the frequent use of self-report questionnaires. Assessment operations require a range of measures and techniques (e.g., conducting interviews and observations, administering standardized instruments, etc.) that are so well accredited in the literature that naive or improvised attempts at assessment are no longer justifiable.

In this regard, the purpose of the present research field is to study and formulate new tools for the psychological assessment of workers. One of the studies of this research strand, entitled “Big Five for Work and Organizations: FLORA” (Role Related Personal Profile),” analyzes the personality assessment needs of members and candidates of organizations to capture relationships with other individual and organizational dimensions (e. g., job performance). As part of this study, a new personality test (named FLORA) was created and validated based on the Five-Factor Model (FFM) and expressly developed for the assessment of specific job profiles in organizations. A further study was conducted through three methods: a semi-structured interview and workers’ completion of the Big Five Questionnaire. The results show that, in workers’ perceptions, the main trait that influences job performance is Conscientiousness. Emotional Stability, on the other hand, is recognized as the second most influential trait on job performance in Big Five.

Because of these findings, it is essential that those involved in human resource management become aware of the risks involved in collecting information during assessment and rely on the use of scientifically validated tools for this purpose.

All scientific publications of the Research Center related to this field of research are available at the following link.

References
Barrick, M.R., Mount, M.K. and Judge, T.A. (2001),“Personality and performance at the beginning ofthe new millennium: what do we know and where do we go next?”,International Journal of Selection and Assessment
Dunlop, P.D., Morrison, D.L. and Cordery, J.L. (2011),“Investigating retesting effects in a personnelselection context”,International Journal of Selection and Assessment
Grucza, R.A. and Goldberg, L.R. (2007),“The comparative validity of 11 modern personalityinventories: predictions of behavioral acts, informant reports, and clinical indicators”,Journal of Personality Assessment, Vol. 89, pp. 167-1
Ones, D.S., Dilchert, S., Viswesvaran, C. and Judge, T.A. (2007),“In support of personality assessmentin organizational settings”,Personnel Psychology