This investigation examined the agreement between job analysis ratings completed by a small committee of subject matter experts (SMEs) and ratings made by a larger sample of field respondents. The results indicated there were very high levels of agreement across six commonly used job analysis rating indices. These findings converge with those in prior studies suggesting that for purposes of obtaining task and KSA ratings, a small committee of SMEs may provide empirical results that agree with those obtained from a larger sample of field respondents. However, cautions are presented for applying a "committee only" strategy in job analysis. Given convergence in conclusions across studies such as the current one thus far, a call for future research which addresses more specific issues is presented. [ABSTRACT FROM AUTHOR]
The purpose of this study was to validate a selection process designed to predict sales skills for a telephone sales job. First, a job analysis was performed (n = 213) to identify the major functions and behavioral requirements of the job. Next, the test, a situational judgment inventory, was developed, and a concurrent criterion related validation study was completed (n = 236). The criterion measures were supervisory ratings of performance. Validity coefficients ranged from r=.16 (p>.01) to r=.24 (p>.001). In conclusion, the situational judgment inventory was found an effective vehicle for measuring telephone sales skills. [ABSTRACT FROM AUTHOR]
The finesse with which a sales person handles customers and clients is critical to success on the job. Because interpersonal behavior is a non- technical, noncognitive element of job performance, we used items from the Hogan Personality Inventory (HIP) to develop a new Sales Potential Inventory (SPI) for use as a selection procedure. The HPI is a well-researched measure of normal personality which was developed specifically to evaluate real-world interpersonal competencies. The SPI was developed as part of a concurrent, criterion-related selection study for the position of Sales Representative in Preston Trucking Company, a large freight transportation company with 82 terminals concentrated in the nation's Middle Atlantic and Northeast Regions. A thorough job analysis revealed that activities concerned with customer requests and complaints, calling on existing and potential clients, and other face-to-face client interactions were both the most crucial and time-consuming for sales representatives. Additionally, incumbents (N = 127) endorsed the adjective descriptors "friendly," "confident," "dependable," "competitive," "good memory," and "energetic" as being characteristic of the "ideal" sales representative. Homogenous Item Composites (HICs) from the HP! scales were combined to produce a mea- sure (the SPI) that would assess the personality dimensions shown to be important to success in the sales representative job. Correlations, between scores on the SPI and various criteria ranged from .19 (p>.05) to .53 (p>.01) for the total sample. These results are consistent with other research findings that measures of normal personality can successfully be used to predict job performance. [ABSTRACT FROM AUTHOR]
Journal of Business & Psychology. Winter1992, Vol. 7 Issue 2, p225-237. 13p.
Executives, Rapid prototyping, Job analysis, Job qualifications, Work design, and Personality tests
Recent interest in the characteristics of effective managers raises the notion that personality factors may be part of the effectiveness syndrome. Modern research in personality systematics makes it possible to refine and extend earlier analyses of this topic. A job analysis of three levels of management in a large trucking company identified the personality characteristics of good managers, as described by peers and subordinates. These managers and a large group of incumbents (n = 372) completed the Hogan Personality inventory (JIPI). Managers were assigned scores reflecting their status in the organization; they also were rated by their supervisors. A subset of HPJ components were significantly associated with the criteria, with correlations ranging from .22 to .66. These components were combined and used in five separate validity studies. The resulting measure was significantly associated with managerial performance in a variety of organizational settings. These results are consistent with the rowing body of evidence suggesting that a coherent set of noncognitive characteristics promotes managerial performance across organizational types. [ABSTRACT FROM AUTHOR]
An experiment was conducted in order to assess the effects of three independent variables, rater training (accuracy versus error versus dimension), job analysis format (descriptions versus specifications) and congruence of training (congruent versus incongruent) on differential accuracy and halo and leniency error of job evaluation ratings. Subjects were 144 college students at a large midwestern university. The results indicated a significant main effect for job analysis format on all three dependent variables and a significant training X job analysis format effect on halo error. These results suggest at least some similarity in the processes across different types of rating tasks. [ABSTRACT FROM AUTHOR]