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Ratee Personality and Multi-rater Feedback
1.
© 2017 Peter
Berry Consultancy Pty Ltd. Daniel Yee July 2017 Ratee Personality and Multi-rater Feedback How does the personality of ratees relate to their multi-rater feedback outcomes?
2.
© 2017 Peter
Berry Consultancy Pty Ltd. BACKGROUND
3.
© 2017 Peter
Berry Consultancy Pty Ltd. Personality and Performance ▪ Significant foundation of research supporting the importance of personality characteristics in employee performance and general employability (Schmidt & Hunter, 1998; Hogan & Holland, 2003; Hogan, Chamorro-Premuzic, & Kaiser, 2013) ▪ For employees, the key characteristics revolve around being: ▪ Rewarding, Able and Willing ▪ Day-to-day personality traits like conscientiousness and openness typically predict overall job performance (Strang & Kuhnert, 2009) ▪ Different aspects of behaviour and performance are predicted by different personality- based characteristics (e.g., Getting ahead with social confidence) (Hogan & Holland, 2003)
4.
© 2017 Peter
Berry Consultancy Pty Ltd. Personality and Leadership ▪ Individual differences like personality and self-efficacy are associated with leader effectiveness (Ng, Ang, & Chan, 2008) ▪ Leaders with greater emotional stability and conscientiousness tend to receive better effectiveness ratings (Ng, Ang, & Chan, 2008) ▪ Big Five personality traits (particularly Extraversion and Openness) are related to leadership performance, emergence, and perceptions of change leadership (Strang & Kuhnert, 2009; Bergman, Lornudd, Sjoberg, & Schwarz, 2014) ▪ Agreeableness and conscientiousness are particularly important for ethical and employee-oriented (transformational) leadership (Bergman et al., 2014; Judge & Bono, 2000) ▪ Dark side personality traits (e.g., scepticism) are negatively associated with leader performance (Gaddis & Foster, 2013)
5.
© 2017 Peter
Berry Consultancy Pty Ltd. Personality and Multi-rater Feedback ▪ Ratees that are more responsible and open to new experiences are more likely to welcome and act on feedback from a multi-rater process, while those who are more emotionally stable are more likely to be motivated to use the results (Smither, London, & Richmond, 2005) ▪ Ratees that are more agreeable are more likely to care about what others think of them, while those who are more socially confident are not (Smither, London, & Richmond, 2005) ▪ Achievement-orientation positively associated with feedback responsiveness (Nowack & Mashihi, 2012) ▪ Typical to explain between 0 to 27% of variance in multi-rater outcomes (Bergman et al., 2014) ▪ FFM traits predict both task performance (e.g., Results) ratings and contextual performance (e.g., Coaching) ratings (Oh & Berry, 2009)
6.
© 2017 Peter
Berry Consultancy Pty Ltd. Limitations of Previous Research ▪ Defined personality from a normal lens only (Five Factor Model) ▪ Lack of robust statistical methodologies used to assess the relationship between ratee characteristics and multi-rater outcomes – e.g. Hierarchical regression ▪ Few studies have looked at the relative explanatory variance of different personality constructs (see Bergman et al. 2014 for an example) ▪ Typically poor/absence of theoretical frameworks to drive research objectives and understand findings – e.g. Socioanalytic theory ▪ Need for more research using multi-rater feedback tools with good psychometric properties
7.
© 2017 Peter
Berry Consultancy Pty Ltd. PRESENT STUDY
8.
© 2017 Peter
Berry Consultancy Pty Ltd. Framework ▪ Personality assessment • Motives, Values, Preferences Inventory (MVPI) • 10 motivational theory-driven values • Focuses on understanding how individuals draw motivation from: • Getting along with others • Getting ahead of others • Finding meaning(Hogan & Hogan, 2010)
9.
© 2017 Peter
Berry Consultancy Pty Ltd. Framework ▪ Personality assessment • Hogan Personality Inventory (HPI) • 7 day-to-day personality-based factors • Based on FFM • Provides an indication of an individual’s likely reputation with others (Hogan & Hogan, 2013)
10.
© 2017 Peter
Berry Consultancy Pty Ltd. Framework ▪ Personality assessment • Hogan Development Survey (HDS) • 11 derailment risks • Predicts counter-productive work behaviour and reputation • Uncovers risks that are likely to emerge when individuals are not at their best / not self- monitoring as effectively as usual (Hogan & Hogan, 2009)
11.
© 2017 Peter
Berry Consultancy Pty Ltd. Framework ▪ Multi-rater feedback (PBC, 2015) Hogan 360 • Hogan 360 • Gathers feedback from multiple rater groups • 50 rate-on-scale items (7-pt Likert type), ranked items, open comments • Internally reliable, construct and criterion-valid
12.
© 2017 Peter
Berry Consultancy Pty Ltd. Framework ▪ Multi-rater feedback (PBC, 2015)
13.
© 2017 Peter
Berry Consultancy Pty Ltd. Methodology ▪ Global sample of 1,084 leaders collected between 2011 and 2015 ▪ Leaders completed personality assessment and participated in a multi-rater feedback process ▪ Private, public, not-for-profit sectors represented ▪ Cross-industry ▪ Hierarchical linear regression analyses
14.
© 2017 Peter
Berry Consultancy Pty Ltd. FINDINGS
15.
© 2017 Peter
Berry Consultancy Pty Ltd. Findings ▪ Day-to-day personality accounted for 15.3%*** of the variance in ratings ▪ Derailment risk +2.7%**, core values +1.9%* ▪ Ratees who were more emotionally stable and agreeable received higher ratings ▪ Ratees at greater risk of becoming overly cautious received higher ratings, while those at greater risk of becoming emotionally volatile received lower ratings ▪ Ratees motivated by certainty and managing risk received higher ratings, while those motivated by pleasure and stimulation received lower ratings Self Management (p < .001***, p < .01**, p < .05*)
16.
© 2017 Peter
Berry Consultancy Pty Ltd. Findings ▪ Day-to-day personality accounted for 10.2%*** of the variance in ratings ▪ Derailment risk +2.3%*, core values non-sig ▪ Ratees who were more agreeable received higher ratings, while those who were more curious and creative received lower ratings ▪ Ratees at greater risk of becoming attention-seeking and dramatic received higher ratings Relationship Management (p < .001***, p < .01**, p < .05*)
17.
© 2017 Peter
Berry Consultancy Pty Ltd. Findings ▪ Day-to-day personality accounted for 6.6%*** of the variance in ratings ▪ Derailment risk +3.5%***, core values +1.7%* ▪ Ratees who were more proactive with and open to learning received higher ratings ▪ Ratees at greater risk of becoming overly perfectionistic received higher ratings, while those at greater risk of becoming stubborn and privately uncooperative received lower ratings ▪ Ratees motivated by achievement and influence received higher ratings, while those motivated by social interaction as well as technical and analytical interests received lower ratings Working In the Business (p < .001***, p < .01**, p < .05*)
18.
© 2017 Peter
Berry Consultancy Pty Ltd. Findings ▪ Day-to-day personality accounted for 6.6%*** of the variance in ratings ▪ Derailment risk +4.0%***, core values +1.9%* ▪ Ratees who were more confident and assertive received marginally higher ratings (p = .06) ▪ Ratees at greater risk of becoming attention-seeking and dramatic as well as unconventional and imaginative received higher ratings, while those at greater risk of becoming stubborn and privately uncooperative received lower ratings ▪ Ratees motivated by social interaction as well as technical and analytical interests received lower ratings Working On the Business (p < .001***, p < .01**, p < .05*)
19.
© 2017 Peter
Berry Consultancy Pty Ltd. IMPLICATIONS
20.
© 2017 Peter
Berry Consultancy Pty Ltd. Theoretical Implications ▪ Majority of research has examined the role of personality using a narrow lens / perspective – these findings may suggest that a lot of the associations may be explained by additional or different personality-based characteristics ▪ Contrary to some research evidence, day-to-day personality characteristics are associated with some not all multi-rater outcomes ▪ Personality-based derailment characteristics may not always be detrimental to multi-rater feedback outcomes ▪ Values have long been understood to be important for both task and contextual performance – these findings suggest they may play a role in multi-rater feedback ▪ Further study is needed to disentangle these results further (e.g., rater group differences)
21.
© 2017 Peter
Berry Consultancy Pty Ltd. Practical Implications ▪ Certain personality characteristics of ratees may facilitate greater social desirability and subsequent multi-rater feedback outcomes ▪ To understand individuals’ impact in the workplace, it is important to examine individual- level differences as holistically as possible ▪ For individuals, these findings provide insights into perceptions of what makes an effective leader ▪ For organisations, these findings provide a foundation for looking at what intervention strategies might be more successful when targeting specific competency gaps across individuals and cohorts
22.
© 2017 Peter
Berry Consultancy Pty Ltd. Certain personality-based characteristics and values of ratees appear to be tied to the multi-rater feedback outcomes they receive. We all have a responsibility to continue to understand how we might be involved in the phenomena presented, whether it be as ratees or as raters. Conclusion
23.
© 2017 Peter
Berry Consultancy Pty Ltd. QUESTIONS
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