Person profiling - Person Job Fit

1. PERSON JOB FIT
PERSON PROFILING

2. PERSON JOB FIT
CONCEPT
• MATCHING OF PERSONAL CHARACTERISTICS WITH
THE REQUIREMENTS OF JOB.
IMPORTANCE
• POSITIVE PERFORMANCE/BEHAVIORAL OUTCOMES
(HIGHER PERFORMANCE, GREATER SATISFACTION,
LOWER ABSENTEEISM AND TURNOVER, MORE OCB)
PROCESS
• PERSON PROFILING AND JOB PROFILING.

3. THE WHAT & THE
WHY
• A PERSON PROFILE IS A TYPE
OF ASSESSMENT AND
USUALLY FOCUSES ON A
SINGLE PERSON.
• PROFILES ARE USUALLY
CONDUCTED OBJECTIVELY,
USING QUANTITATIVE
TECHNIQUES, SUCH AS
‘TESTS’.
• CAN ASSIST EMPLOYERS WITH
THE INFORMATION NEEDED TO
MAKE BETTER HIRING,
PLACEMENT AND PROMOTION
DECISIONS.
• WITH A VARIETY OF EMPLOYEE
ASSESSMENTS, EMPLOYERS GET
RESULTS; LOWER ABSENCES,
LOWER TURNOVER AND LOWER
RECRUITMENT COSTS.
• EMPLOYERS BELIEVE THEY CAN
ACHIEVE GREATER
PRODUCTIVITY AND CUSTOMER

4. PERSON PROFILING
MAJOR DIMENSIONS
• PERSONAL/ BIOGRAPHICAL CHARACTERISTICS (AGE,
GENDER, MARITAL STATUS, TENURE)
• ABILITY
• VALUES
• PERSONALITY
• PERCEPTION AND ATTRIBUTION
• ATTITUDES
• LEARNING
• MOTIVATION

5. ABILITY
AN INDIVIDUAL’S CAPACITY TO PERFORM THE
VARIOUS TASKS IN A JOB.
• FACT IS THAT INDIVIDUALS ARE NOT EQUAL IN ALL
ABILITIES
• ISSUES FROM MANAGEMENT POINT:
• KNOWING HOW PEOPLE DIFFER IN
ABILITIES;
• USING THAT KNOWLEDGE TO INCREASE
THE LIKELIHOOD THAT AN EMPLOYEE

6. TYPES OF ABILITY
• AN INDIVIDUALS OVERALL ABILITIES ARE
MADE UP OF TWO SET OF FACTORS:
TYPES OF ABILITY
1. INTELLECTUAL: COGNITIVE, PRACTICAL
AND EMOTIONAL INTELLIGENCE
2. PHYSICAL

7. ABILITY-JOB FIT
• INDIVIDUAL AND JOB DIFFERENCES IN ABILITIES
• A HIGH ABILITY-JOB FIT NECESSARY FOR IMPROVED JOB
PERFORMANCE
• NEED FOR IDENTIFYING ABILITIES REQUIREMENTS OF THE JOB
FOR ADEQUATE PERFORMANCE AND FOR MEASURING THOSE
ABILITIES IN INDIVIDUALS TO ESTABLISH THE FIT
• LACK OF FIT LEADS TO PERFORMANCE PROBLEMS
• IF, ABILITY < JOB REQUIREMENTS
• BASIC CAUSE OF POOR PERFORMANCE
• ABILITY > JOB REQUIREMENTS
• ORGANIZATIONAL INEFFICIENCY & JOB DISSATISFACTION

8. RESEARCH FINDINGS
• THE TWO MOST CRITICAL INDIVIDUAL
DIFFERENCES DETERMINANTS OF JOB
PERFORMANCE ARE GENERAL MENTAL
ABILITY AND AMOUNT OF JOB EXPERIENCE
• COGNITIVE ABILITY IS THE MOST IMPORTANT
CAUSE OF JOB PERFORMANCE AND THE
RELATIONSHIP BETWEEN ABILITY AND
PERFORMANCE IS STABLE OVER TIME

9. PERSONALITY
• POPULAR NOTION
• ADJECTIVE APPROACH (E.G. EXTERNAL APPEARANCE
AND SOCIAL SUCCESS)
• ONLY A PARTIAL EXPLANATION
• DIFFERENCES AND SIMILARITIES IN INDIVIDUALS
(DIFFERENT AND SIMILAR WAYS OF THINKING,
FEELING, AND BEHAVING)
• PERSONALITY ACCOUNT FOR AND EXPLAIN THESE
SIMILARITIES AND DIFFERENCES IN PEOPLE
• THE WAY INDIVIDUAL REACTS AND INTERACTS WITH

10. PERSONALITY ASSESSMENT
(THE BIG FIVE)
RESEARCH SUPPORTS THAT FIVE BASIC
PERSONALITY DIMENSIONS UNDERLIE ALL
OTHERS:
1. SURGENCY: OUTGOING, EXTROVERTED,
SELF-CONFIDENCE, SOCIABLE
2. AGREEABLENESS: GOOD-NATURED,
COOPERATIVE, TRUSTING
3. ADJUSTMENT: BALANCING, EMOTIONAL
STABILITY
4. CONSCIENTIOUSNESS: RESPONSIBLE,
CAREFUL, PERSISTENT, ACHIEVEMENT
ORIENTED

11. RESEARCH FINDINGS
• THE WAY MOST ORGANIZATIONS OPERATE HAS CHANGED
SIGNIFICANTLY THE LAST 30 YEARS.
• THE EFFECTS OF THESE CHANGES MEANS THAT YOUR
PERSONALITY IS SEEN BY A POTENTIAL EMPLOYER AS MORE
IMPORTANT NOW THAN IT WAS IN THE PAST.
• INITIALLY DEVELOPED FOR THE WORKPLACE IN THE 1940S AND
1950S BY RESEARCH TEAMS AT INDUSTRIAL COMPANIES LIKE
AT&T INC TO SCREEN CANDIDATES FOR MANAGEMENT JOBS.
• TODAY, ABOUT 80% OF THE FORTUNE 500 AND 89 OF FORTUNE
100 COMPANIES USE IT TO ANALYZE THE PERSONALITIES OF
EMPLOYEES, IN AN EFFORT TO FIND THEM IN THE RIGHT ROLES
AND HELP THEM SUCCEED

12. RESEARCH FINDINGS ON
UNIVERSITY STUDENTS
• EXTROVERSION (SURGENCY) NEGATIVELY CORRELATED WITH GPA
• INTROVERTS SPEND MORE TIME STUDYING EXTROVERTS
SPEND MORE TIME SOCIALIZING
• NEUROTICISM NEGATIVELY CORRELATED WITH GPA
• EMOTIONALLY STABLE (ADJUSTMENT) STUDENTS PERFORM
BETTER
• AGREEABLENESS UNASSOCIATED WITH ACADEMIC PERFORMANCE
• PRODUCED MIXED RESULTS
• CONSCIENTIOUSNESS STRONG CORRELATION WITH GPA
• MORE MOTIVATED TO PERFORM WELL
• ORGANIZED, HARD-WORKING, AND ACHIEVEMENT ORIENTED
WILL PERFORM BETTER
• OPEN TO EXPERIENCE NOT AN IMPORTANT FACTOR FOR GPA
• STUDIES HAVE SHOWN MIXED RESULTS

13. PERSONALITY ASSESSMENT
(MBIT)
• THE MYERS-BRIGGS TYPE INDICATOR (MBTI) ASSESSMENT IS A
PSYCHOMETRIC QUESTIONNAIRE DESIGNED TO MEASURE
PSYCHOLOGICAL PREFERENCES IN HOW PEOPLE PERCEIVE THE
WORLD AND MAKE DECISIONS.
• THE 16 TYPES ARE TYPICALLY REFERRED TO BY AN ABBREVIATION
OF FOUR LETTERS—THE INITIAL LETTERS OF EACH OF THEIR FOUR
TYPE PREFERENCES.
Dichotomies
Extraversion (E) Introversion (I)
Sensing (S) Intuitive (N)
Thinking (T) Perceiving (P)
Judging (J) Feeling (F)

14. RESEARCH FINDINGS
STUDENT PERSONALITY TYPES AND CHOICE OF MAJOR AMONG
250 STUDENTS FROM BIS, CIS, & MIS MAJORS:
• PERSONALITY TYPE RELATED TO BIS MAJOR: MAJORITY IN ESTJ
CATEGORY (GROUP ORIENTED, LEADERS, OUTGOING, SOCIAL)
• PERSONALITY TYPE RELATED TO CIS MAJOR: MAJORITY IN ISTJ
CATEGORY (LONERS, ORGANIZED, FOCUSED, INTERESTED IN
INTELLECTUAL PURSUITS THAN RELATIONSHIP & FAMILY)
• PERSONALITY TYPE RELATED TO MIS MAJOR: MAJORITY IN ISTJ
CATEGORY
• MORE FEMALE STUDENTS WERE IN ESFJ CATEGORY (VALUES
RELIGION, RELATIONSHIP & FAMILY OVER INTELLECTUAL
PURSUITS, CONTENT & POSITIVE)
• MORE MALE STUDENTS WERE IN ISTJ CATEGORY
• PREFERENCE MAJOR OF FEMALES WAS BIS MAJOR AND THAT
OF MALES WAS CIS

15. PERSONALITY ASSESSMENT
(DICS THEORY)
• DISC IS A BEHAVIOUR ASSESSMENT TOOL BASED ON THE DISC THEORY
OF PSYCHOLOGIST WILLIAM MARSTON.
• MARSTON'S THEORY CENTERS ON FOUR DIFFERENT PERSONALITY
TRAITS:
• DOMINANCE & INDUCEMENT CONSIDER ONESELF
MORE POWERFUL THAN ENVIRONMENT
• SUBMISSION & COMPLIANCE CONSIDER
ONESELF LESS POWERFUL THAN ENVIRN
• DOMINANCE & COMPLIANCE
CONSIDER ENVIRN AS UNFAVORABLE
• INDUCEMENT & SUBMISSION
CONSIDER ENVIRONMENT AS FAVORABLE
Dominance
Inducement
Submission
Compliance

16. VALUES
• THE MOST STABLE OR ENDURING HUMAN
CHARACTERISTIC
• IT EXISTS WHETHER WE RECOGNIZE THEM OR NOT
• WHEN WE KNOW OUR OWN VALUES, WE CAN USE
THEM TO MAKE DECISIONS ABOUT HOW TO LIVE OUR
LIFE AND CAN ANSWER QUESTIONS LIKE
• WHAT JOB SHOULD I PURSUE?
• SHOULD I ACCEPT THIS PROMOTION?
• SHOULD I START MY OWN BUSINESS?
• SHOULD I COMPROMISE, OR BE FIRM WITH MY
POSITION?

17. VALUES
• A SIGNIFICANT PORTION OF THE VALUES WE HOLD
IS ESTABLISHED IN OUR EARLY YEARS FROM
PARENTS, TEACHERS, FRIENDS, AND OTHERS.
• A PERSON’S VALUE DEVELOP AS A PRODUCT OF
LEARNING AND EXPERIENCE IN THE CULTURAL
SETTING HE/SHE LIVES.
• LEARNING & EXPERIENCE DIFFER FROM PERSON TO
PERSON SO VALUE DIFFERENCE IS UNAVOIDABLE.
• DRIVES, MOTIVATES AND GOVERNS THE WAY PEOPLE
THINK, BEHAVE, AND RELATE TO OTHER PEOPLE
AND THE SOCIETY
• BASIS FOR UNDERSTANDING ATTITUDES,
MOTIVATION AND PERCEPTION

18. ROKEACH’S VALUES TYPES
1. TERMINAL VALUES
DESIRABLE END-STATES OF
EXISTENCE
2. INSTRUMENTAL VALUES
PREFERABLE MODES OF BEHAVIORS
(MEANS OF ACHIEVING TERMINAL
VALUES)

19. TERMINAL &
INSTRUMENTAL
A COMFORTABLE LIFE
AN EXCITING LIFE
A SENSE OF
ACCOMPLISHMENT
A WORLD AT PEACE
A WORLD OF BEAUTY
EQUALITY
FAMILY SECURITY
FREEDOM
HAPPINESS
INNER HARMONY
MATURE LOVE
AMBITIOUS
• BROAD MINDED
• CAPABLE
• CHEERFUL
• CLEAN
• COURAGEOUS
• FORGIVING
• HELPFUL
• HONEST
• IMAGINATIVE
• INDEPENDENT

20. • PERSONAL VALUES
• PRINCIPLES ON WHICH WE BUILD OUR LIFE AND GUIDE US TO RELATE WITH OTHER
PEOPLE AND INFLUENCE INDIVIDUALS’ ETHICAL DECISIONS
• EXAMPLES: ‘FAMILY’, ‘COURAGE’, ‘TRUST’, ‘ACCOUNTABILITY’, ‘POWER’,
‘RECOGNITION’, ‘WEALTH’, AND SO ON
• WORK VALUES
• HELP IN SETTING ONE’S PRINCIPLES, STANDARDS OF JUDGING AND DEALING WITH
WORK RELATED PROBLEMS AND CHOOSING
• IMPACT EMPLOYEE’S JOB SATISFACTION, COMMITMENT , ORGANIZATIONAL
PERFORMANCE AND STRATEGY
• ORGANIZATIONAL VALUES
• CAN BE CLASSIFIED INTO TASK-ORIENTED VALUES, CHANGE-RELATED VALUES,
STATUS-QUO VALUES AND RELATIONSHIP-ORIENTED VALUES
• THE RELATIVE SIGNIFICANCE OF THESE VALUE GROUPS VARY ACROSS DIFFERENT
ORGANIZATIONS
• EXAMPLES: ‘ADAPTABILITY’, ‘COOPERATION’, ‘CREATIVITY’, ‘DILIGENCE’, ‘INITIATIVE’,
‘OPENNESS’, ‘SOCIAL EQUALITY’
VALUES IN PRACTICE

21. RESEARCH FINDINGS
• COMPANIES WITH STRONG ADAPTIVE CULTURES BASED ON SHARED
VALUES OUTPERFORM OTHER COMPANIES BY A SIGNIFICANT MARGIN
• OVER A PERIOD, THE COMPANIES THAT CARED FOR ALL
STAKEHOLDERS GREW FOUR TIMES FASTER THAN COMPANIES THAT
DID NOT
• JOB CREATION RATES WERE SEVEN TIMES HIGHER, STOCK PRICES
THAT GREW TWELVE TIMES FASTER, AND A PROFIT PERFORMANCE
RATIO THAT WAS 750 TIMES HIGHER THAN COMPANIES THAT DID
NOT HAVE SHARED VALUES AND ADAPTIVE CULTURES
• VALUE CONGRUENCE IS POSITIVELY CORRELATED TO LEADERS’
SATISFACTION, OCB & PERFORMANCE; IT IS NEGATIVELY CORRELATED
TO INTENTION TO LEAVE
• THERE IS A STRONG LINK BETWEEN FINANCIAL PERFORMANCE AND