1. Individual differences: personality and intelligence Dr Joan Harvey Dr George Erdos

2. Personality theories  Trait theories – Most important development – Cattell 16 PF, Eysenck 3 factors etc – Leads to personality profiling using semantic differential type scales – Linked to Big Five

3. Personality theories  Narrow band theories – Tolerance of ambiguity – Locus of control – Type A and Type B – Learned helplessness – Adaptation and coping – Self efficacy – Achievement, affiliation, power – Innovator-adaptor  Holland – Conventional, realistic, investigative, enterprising, social, artistic

4. Personality theories: the Big Five  Elements which are relevant to management – Neuroticism Insecure, emotional, hypochrondriacal – Extraversion introversion Sociable, person orientated, fun loving – Openness Curious, creative, innovative vs. traditional – Agreeableness Trusting, helpful vs. gullible, cynical – Conscientiousness Self disciplined, ambitious vs. hedonistic, lazy

5. Personality theories: issues  Construct validity  Predictive validity  Content and face validity  Ipsative versus normative measures  Test interpretation  Social desirability  Effects of mood and affect

6. Distant12 x3456attentive Emotionally stable123 x456unstable Dominant1234 x56submissive Trusting12 x3456suspicious Forthright12 x3456discreet Expedient12 x3456Rule conscious Serious1234 x56Lively Self-assured12 x3456apprehensive Group orientated12345 x6Self reliant Relaxed, patient12 x3456Tense, impatient

9. Personality : summary Difficult to measure Tests used extensively Problems in relating to work performance It is what managers say they are looking for in graduates Probability that personality interacts with attitudes and motivation Results therefore often disappointing

10. Intelligence 1 – General intelligence “g” General, related to managerial performance – Types of intelligence [Sternberg] Analytical & higher order processing; knowledge acquisition Experiential & creative & insightful; responsive to new stimuli; ability to synthesise Practical & adaptive; can change or modify environment to meet goals

11. Intelligence 2 – Components of intelligence and aptitudes Numerical, systems, verbal, spatial, mechanical, clerical – Assessment of intelligence Management graduate level tests –Forced choice in some cases –Contain items that measure logic, information- processing, etc.

12. Emotional Intelligence  Developed as an answer to problem that intelligence is only a partial predictor of success in management, and something else needed to explain – Includes: Emotionality, self awareness, empathy, motivation and drive, long/short term orientation, some social skills of leadership. – Issues in EI A variety of measures available to measure it Which within EI are social skills that can be learned? Which are permanent traits and cannot be learned- if so, need to be considered when recruiting

13. Safety intelligence Skills and traits of senior executive managers in relation to safety Involves trust, commitment, ethical and moral values Transformational leadership [rather than transactional] Abilities and understanding regarding – Information – Safety risks to the organization – Decision making (Kirwan, 2008)

14. Why should we look at SI?  … managers can change and improve existing corporate culture by establishing safety – recognisable for all staff members – as high priority. ” (German Federal Bureau of Aircraft Accidents Investigation, 2004)  Management commitment is one of the main drivers of employees safety performance (Michael, Evans, Jansen & Haight, 2005)  Management is one of the most frequent used safety climate factors (Guldenmund, 2000)

15. R & S exercise

16. Main R & S methods  Interviews – 1 to 1, 2 to 1, panel of several to 1  Tests – Intellect, systems, aptitudes, personality, interests, management style, stress responses.  Exercises – Group activities such as LGDs – Scenario analyses – In-tray exercises  Case study analyses  Presentation exercises

17. Validities of assessment methods taken from Robertson IT and Smith MJ (2001) Personnel Selection. Journal of Organizational and Occupational Psychology Vol 74: 441-472

18. R & S exercise  You are organizing an assessment centre for 5 jobs that involve providing computer support to senior management decision-making, including some diagnostics, strategy analyses, writing reports and recommendations. The areas are sensitive commercially and security is an issue.  You are to plan a 3 day assessment centre for 30 applicants. You have a team of 8 people altogether to help with this, to conduct interviews, run exercises, score up the results.  You MUST allow enough time for each of the activities.

19. Thank you for listening  Joan Harvey  George Erdos