Case 3.1 Mark, a project leader in Austin, Texas, needed a new software engineer for his eight-person team. He used his network, reviewed rsums, and invited 15 candi- dates for interviews. In addition he had the top three candidates complete the 16-Personality Factors Test. This was a general test that he believed would reveal personality characteristics that were important to know before making a job offer. Personality testing is a relatively inexpensive method that helps managers make important hiring de- cisions. Tom, a member of Mark's team, warned every- one about putting too much confidence into personality test results, however. Tom had read that personality tests were not reliable and could be faked. Another team member, Mary, believed Tom to be correct and incorrect at the same time. Some tests are poor, while others have helped employers make good selection decisions, she said. She emphasized \"helped.\" Tests by themselves shouldn't be the sole factor in hir- ing top performers. They are just one tool, she said. She had heard about other firms using different kinds of tests to assess emotions, intelligence, and interper- sonal style. Personality Testing: Yes or No? ' In fact, studies do indicate that good personality tests are more reliable predictors of performance than interviews and rsums. However, they are still contro- versial. Some employers have had to face lawsuits be- cause personality tests were used inappropriately. For example, Rent-A-Center, Inc., used a personality test to fill management positions. The U.S. Court of Appeals for the Seventh Circuit in Chicago ruled that the test qualified as a medical exam. The Americans with Dis- abilities Act prohibits requiring medical examinations before making a job offer. Court rulings on and controversy about personality testing has not stopped employers from using such tests. In an effort to match the best-qualified person with the position, personality testing, although contro- versial, can be beneficial. Employers are very interested in what differenti- ates one person from another in terms of behavior and performance. Personality testing attempts to provide quantifiable data that can make the differentiation easier. Such differentiation is still difficult. Some per- sonality researchers suggest there are regional differ- ences in personality. That is, a New York candidate 80 Part Two Understanding and Managing Individual Behavior for Mark's position would be different from an Ore- gon candidate. Mark, after considering all the issues surrounding personality testing, decided he would not conduct or use such tests in the future. Questions 1. Is Mark making a good decision to drop the use of personality testing? Why? 2. The better-quality personality tests are difficult to fake. Other than attempting to land the job, why would a job candidate fake a personality test?3. Could personality testing be used for managemen decisions other than hiring? Explain. Sources: "The Big Five Project Personality Test," www.outofservice.com/ bigfive/, accessed March 4, 2016; Patrick D. Converse, Frederick L. Oswald Anna Imus, Cynthia Hedricks, and Radha Roy, "Comparing Personality Test Formats and Warnings: Effects on Criterion-Related Validity and Test-Taker Reactions," International Journal of Selection and Assessment 16, no. 2 (June 2008), pp. 155-69; Victoria Knight, "Personality Tests as Hiring Tools," The Wall Street Journal, March 15, 2006, p. B3A