Advantage Technical Manual
Outlines the development of the Hogan Advantage, the 74-question personality assessment that predicts performance on three performance competencies associated to entry-level jobs. Chapter highlights include:
- Development of the Hogan Advantage
- Report and competency structure
- Validity, interpretation, applications, and compilation of norms
1 – INTRODUCTION
This technical manual outlines the development of the Hogan Advantage. The Hogan Advantage is a 74-item personality assessment that predicts performance on three competencies essential for success in many entry-level jobs. These performance competencies include Dependability, Composure, and Customer Focus.
In this manual, we describe these competencies and research linking them to performance in entry-level jobs. We present research that aligns the personality characteristics assessed by the Hogan Advantage to each performance criterion and strategies for applying data from previous studies to validate the assessment. Also, we discuss considerations for using Hogan Advantage results for various Human Resource Management applications.
1.1 Personality as a Predictor of Important Outcomes
Personality assessment samples self-presentational behavior, or how a person portrays him or herself to others on the job. Using an assessment instrument for measurement purposes allows us to aggregate these behavioral samples, assign them numbers according to certain agreed-upon rules, and use these numbers to make predictions about a person's future behavior (Ghiselli, Campbell, & Zedeck, 1981). More importantly, personality measurement provides highly meaningful information, as previous research shows that personality predicts numerous work and nonwork related outcomes. Recently, Hough and Oswald (2008) provided a summary of the value of applied personality assessment.
For example, personality predicts a number of major life outcomes, such as academic achievement, mortality, divorce, subjective well-being, and occupational attainment (O’Connor & Paunonen, 2007; Roberts, Kuncel, Shiner, Caspi, & Goldberg, 2007; Rothstein, Paunonen, Rush, & King, 1994; Steel, Schmidt, & Shulz, 2008). Research also demonstrates that personality predicts health-related behaviors including the use of drugs and alcohol (Bogg & Roberts, 2004; Cooper-Hakim & Viswesvaran, 2002; Paunonen, Haddock, Forsterling, & Keinonen, 2003; Roberts, Chernyshenko, Stark, & Goldberg, 2005). Illustrating the value of personality across contexts, Ozer and Benet-Martinez (2006) noted that, at an individual level, personality dispositions relate to happiness, physical and psychological health, spirituality, and identity. At an interpersonal level, the authors also found personality related to the quality of peer, family, and romantic relationships. Finally, at a social/institutional level, personality relates to occupational choice, satisfaction, performance, community involvement, criminal activity, and political ideology (Ozer & Benet-Martinez, 2006).
Additional research illustrates the value of personality for predicting workrelated outcomes. For example, researchers consistently find that personality predicts overall job performance (e.g., Barrick, Mount, & Judge, 2001; Dudley, Orvis, Lebiecki, & Cortina, 2006; J. Hogan & Holland, 2003), task performance (Dudley et al., 2006; Hurtz & Donovan, 2000), expatriate performance (Mol, Born, Willemsen, & Van Der Molen, 2005) and performance in teams (Peeters, Van Tuijl, Rutte, & Reymen, 2006). Also, personality predicts a range of contextual performance variables including Organizational Citizenship Behaviors (OCBs), altruism, job dedication, interpersonal facilitation, and generalized compliance (Borman, Penner, Allen, & Motowidlo, 2001; Dudley et al., 2006; Hurtz & Donovan, 2000; LePine, Erez, & Johnson, 2002; Organ & Ryan, 1995).
Regarding specific work skills and individual competence, researchers report that personality predicts training performance and skill acquisition (Barrick & Mount, 1991; Barrick et al., 2001; Colquitt, LePine, & Noe, 2000), goal setting (Judge & Ilies, 2002; Steel, 2007), creativity and innovation (Hough, 1992; Feist, 1998; Hough & Dilchert, 2007), teamwork (Barrick, Mount, & Gupta, 2003; J. Hogan & Holland, 2003), and job and career satisfaction (Judge, Heller, & Mount, 2002; Ng, Eby, Sorensen, & Feldman, 2005). Among leaders and managers, personality shows significant correlations with overall managerial effectiveness, promotion, and managerial level (Hough, Ones, & Viswesvaran, 1998), as well as leader emergence and effectiveness (Bono & Judge, 2004; Judge, Bono, Ilies, & Gerhardt, 2002).
Organizations can use personality measures to identify employees likely to engage in Counterproductive Work Behaviors (CWBs), or behaviors that violate the norms of an organization and cause harm to the organization itself, specific members of the organization, or both (Berry, Ones, & Sackett, 2007; Gruys & Sackett, 2003). Personality-based integrity tests predict more specific negative outcomes such as theft, disciplinary actions, and absenteeism (Ones, Viswesvaran, & Schmidt, 1993, 2003).
In summary, personality assessment provides measurement capability for predicting a range of important outcomes at both the individual and organizational levels. Although some of these outcomes affect individual factors such as health and quality of life, others focus on group- and organizational-level factors such as teamwork and organizational productivity. We designed the Hogan Advantage to predict specific work-related outcomes across countries, languages, and cultures.
1.2 The Structure of Personality
For personality assessment, the most important question is "What should we measure?" Historically, the answer...
Continues...
Excerpted from Advantage Technical Manual by Hogan Assessment Systems . Excerpted by permission. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher. Excerpts are provided by Hogan Assessment Systems, Inc. solely for the personal use of visitors to this web site.
1 – INTRODUCTION | 8 | |
| 1.1 | Personality as a Predictor of Important Outcomes | 8 |
| 1.2 | The Structure of Personality | 9 |
| 1.3 | Personality on the Global Stage | 13 |
2 – THE HOGAN PERSONALITY INVENTORY | 15 | |
| 2.1 | Description of the HPI | 19 |
| 2.2 | Constructs Measured | 20 |
| 2.3 | Homogenous Item Composites (HICs) | 20 |
3 – REPORT STRUCTURE | 24 | |
| 3.1 | Using Personality to Predict Competencies | 24 |
| 3.2 | Entry-level Competency Model | 25 |
| 3.3 | Dependability | 26 |
| 3.4 | Composure | 32 |
| 3.5 | Customer Focus | 37 |
4 – DEVELOPMENT OF THE HOGAN ADVANTAGE | 42 | |
| 4.1 | Competency Algorithms | 42 |
| 4.2 | Research Approach and Rationale | 43 |
| 4.3 | Algorithm Development | 43 |
| 4.4 | Method | 46 |
| 4.4.1 | Case Selection | 47 |
| 4.4.2 | Job Analysis | 47 |
| 4.4.3 | Meta-Analysis Procedures | 47 |
| 4.5 | Competency Results | 48 |
| 4.6 | Scoring | 49 |
| 4.7 | Correlations Between Scales | 50 |
| 4.8 | Description of the Hogan Advantage | 51 |
5 - VALIDITY | 52 | |
| 5.1 | Construct Validity | 52 |
| 5.2 | Correlations with Other Assessments | 52 |
| 5.2.1 | Procedure | 52 |
| 5.2.2 | Samples and Instruments | 53 |
| 5.2.3 | Results of Scale to Scale Correlates | 67 |
| 5.3 | Correlations with Others’ Descriptions | 73 |
| 5.3.1 | Procedure | 73 |
| 5.3.2 | Samples and Instruments | 74 |
| 5.3.3 | Results of Scale and Observer Description Correlates | 79 |
| 5.4 | Cross Validation | 82 |
6 - INTERPRETATION | 84 | |
| 6.1 | Introduction | 84 |
| 6.2 | Scale-by-Scale Interpretation | 85 |
| 6.2.1 | Dependability | 85 |
| 6.2.2 | Composure | 86 |
| 6.2.3 | Customer Focus | 87 |
| 6.3 | An Interpretive Strategy | 89 |
7 – APPLICATIONS AND RECOMMENDATIONS | 90 | |
| 7.1 | Simulated Adverse Impact | 90 |
| 7.2 | Uses and Applications | 92 |
| 7.3 | Accuracy and Completeness | 94 |
8 – COMPILATION OF NORMS | 95 | |
| 8.1 | Importance of Norms for Interpretation and Decision-Making | 95 |
| 8.1.1 | Presentation of Normative Data | 95 |
| 8.1.2 | Professional Standards for Norm Development | 96 |
| 8.2 | Norm Composition | 97 |
| 8.2.1 | Job Families | 98 |
| 8.2.2 | Language | 99 |
| 8.2.3 | Gender and Age | 99 |
| 8.3 | Stratified Sampling of the Norming Population | 100 |
| 8.4 | Descriptive Statistics of the Norming Sample | 101 |
REFERENCES | 102 | |
APPENDIX A: THE CET | 127 | |
APPENDIX B: SAMPLE HOGAN ADVANTAGE REPORT | 129 | |
APPENDIX C: CALIFORNIA Q-SET (CQS) PHRASE CORRELATIONS | 131 | |
APPENDIX D: NORMS FOR THE TOTAL SAMPLE | 135 | |
TABLES AND FIGURES | ||
| Table 2.1 Correlations between Goldberg’s Big-Five Markers and the HPI Scales | 16 | |
| Table 2.2 Correlations between the PCI Primary Scales and the HPI Scales | 16 | |
| Table 2.3 Correlations between the IP/5F and the HPI Scales | 17 | |
| Table 2.4 Correlations between the NEO-PI-R and the HPI Scales | 17 | |
| Figure 2.1 Relationships between FFM Inventories and the HPI Scales | 18 | |
| Table 2.5 HPI Scales, HICs, Descriptions, and Sample Items | 21 | |
| Table 2.5 HPI Scales, HICs, Descriptions, and Sample Items (Continued) | 22 | |
| Table 2.5 HPI Scales, HICs, Descriptions, and Sample Items (Continued) | 23 | |
| Table 4.1 HPI HICs Selected for Entry-Level Competencies | 45 | |
| Table 4.1 HPI HICs Selected for Entry-Level Competencies (Continued) | 46 | |
| Table 4.2 Validity Results for Competency Algorithms | 49 | |
| Table 4.3 Scale Means and Standard Deviations | 49 | |
| Table 4.4 Correlations between Hogan Advantage Competencies | 50 | |
| Table 5.1 Correlations between Hogan Advantage Scales and HPI Scales | 60 | |
| Table 5.2 Correlations between Hogan Advantage Scales and HDS Scales | 60 | |
| Table 5.3 Correlations between Hogan Advantage Scales and CPI Scales | 61 | |
| Table 5.4 Correlations between Hogan Advantage Scales and NEO PI-R Scales/Facets | 62 | |
| Table 5.5 Correlations between Hogan Advantage Scales and IPIP Big 5 20-Item Scales | 63 | |
| Table 5.6 Correlations between Hogan Advantage Scales and 16PF Scales | 63 | |
| Table 5.7 Correlations between Hogan Advantage Scales and OPQ32 Scales | 64 | |
| Table 5.8 Correlations between Hogan Advantage Scales and MVPI Scales | 65 | |
| Table 5.9 Correlations between Hogan Advantage Scales and CISS Interest/Skill Scales | 65 | |
| Table 5.10 Correlations between Hogan Advantage Scales and JPI-R Scales | 66 | |
| Table 5.11 Correlations between Hogan Advantage Scales and HBRI Scales | 66 | |
| Table 5.12 Correlations between Hogan Advantage Scales and Watson-Glaser Scales | 66 | |
| Table 5.13 Hogan Advantage Correlations with Observer Ratings for Big Five Mini-Markers | 76 | |
| Table 5.14 Hogan Advantage Correlations with Observer Ratings for Big-Five Inventory Phrases | 77 | |
| Table 5.15 Hogan Advantage Correlations with California Q-Set (CQS) Descriptive Phrases | 78 | |
| Table 5.16 Validity Results for Average Scale Score and Overall Job Performance | 82 | |
| Table 6.1 Quick Guide for Interpreting the Hogan Advantage Scales | 89 | |
| Table 7.1 Effects of Hogan Advantage Dependability Scale Results to the Hogan Archival Sample—Selection Rates and Adverse Impact Ratios by Demographic Group | 91 | |
| Table 7.2 Effects of Hogan Advantage Composure Scale Results to the Hogan Archival Sample—Selection Rates and Adverse Impact Ratios by Demographic Group | 91 | |
| Table 7.3 Effects of Hogan Advantage Customer Focus Scale Results to the Hogan Archival Sample—Selection Rates and Adverse Impact Ratios by Demographic Group | 92 | |
| Table 8.1 Norming Sample Distribution by DoL Job Family | 98 | |
| Table 8.2 Norming Sample Distribution by Language | 99 | |
| Table 8.3 Norming Sample Distribution by Gender and Age | 100 | |
| Table 8.4 Norming Sample Scale Means and Standard Deviations | 101 | |
Price: $45.00
