Meta-analyses have revealed that the most valid predictors of job performance are ability measures (cognitive or intelligence tests) and personality assessments, particularly the “Big 5” personality traits, followed by structured job interviews. Together, ability tests and measures of conscientiousness or integrity provide an adjusted validity of 0.65 (Ones, Viswesveran, & Schmidt, 1993; Ones & Viswesveran, 1998). The combination of these measures also helps to reduce the impact of issues such as cultural differences in performance on ability tests and measurement error (Bartram, 2004).
In terms of ‘post-hire’ testing, research has shown that 360 degree feedback systems are one of the most popular and fast-growing types of assessments used in organisations. These systems have evolved as globalisation and the increased pace of change in organisations have resulted in a need for flexible measures of organisational performance that assess a range of competencies rather than specific job skills (Bartram, 2004).
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Leaders exert a significant influence over the satisfaction and engagement of the employees that they lead (Harter, Schmidt & Hayes, 2002). A good manager can inspire and transform a workplace; while a bad manager can derail their own efforts and those of the organisation. Signs of derailment include failure to delegate, attitude of arrogance and insensitivity, bullying and inability to adapt to change (Kaiser & Hogan, 2007). These can lead to reduced individual and organisational performance and have a negative impact on individual health and well-being. See our blog on workplace bullying to understand one significant outcome that poor leadership can have on workers.
Studies vary in their estimates, but Hogan & Kaiser (2005) has advised that managerial incompetence may be as high as 30-75 per cent in America. Friday 25th June’s edition of Human Capital Online cites research that shows that at least one in nine managers in Australia are underperforming and engaging in harmful behaviours.
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