Description
Mohammed
Personality-Based Rating
The use of a personality-based rating in a company’s evaluation process is not without criticism. The intrinsic subjectivity of the process raises serious concerns. Various individuals will have various interpretations of personality qualities, which may lead to discrepancies and bias in evaluations. Because of this, the assessment can lose some of its credibility and be less useful as a performance measure. Job performance was shown to be somewhat correlated with the Big Five personality traits of (Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism) according to a meta-analysis by Colot et al., (2022). However, because of the subjective nature of personality assessments, it might be challenging to make reliable judgments about a worker’s talents based on personality qualities alone.
The possibility of halo or horn effects’ an additional concern. This phenomenon is known as the halo effect when a person’s strong points are magnified to exclude their weaker ones. Conversely, the horn effect causes undesirable characteristics to overshadow desirable ones. This prejudice may distort assessments and prevent helpful comments from being given. According to studies conducted by Ghezelji et al., (2022), these biases might result from using cognitive shortcuts by raters. This reduces the evaluation’s effectiveness as a tool for bettering performance and undermines its impartiality.
A personality-based rating scale may also need to reflect work-related talents and behaviors that are important to success on the job. It emphasizes broad character characteristics rather than particular skills essential to the position. The effectiveness of the evaluation process in guiding employee growth and decision-making may suffer if the criteria for evaluation are not well-aligned with the situation’s needs (Ghezelji et al., 2022). The selection of evaluation methodologies that directly evaluate the information, skills, and talents necessary for optimal work performance (Kubiak et al., 2023). Ineffective talent management practices may result from an over-reliance on personality qualities.
Inadequate training for raters to comprehend and analyze complex personality characteristics might also lead to a lack of openness and fairness. Inconsistent evaluations from several raters and departments raise questions about fairness and impartiality. Accurately forecasting work-related behaviors requires an appreciation of the interplay between genetic and environmental variables (Kubiak et al., 2023). However, with insufficient training and instruction, raters may only be able to discriminate between intrinsic features and situational actions reliably.
In conclusion, grading scales based on an employee’s personality might help gain insight into their traits, but they still need their detractors. Challenges to the efficacy of this assessment approach include the openness to interpretation, the possibility of prejudice, a need for more alignment with job criteria, and concerns about transparency (Ghezelji et al., 2022). Training raters and including objective performance indicators in personality tests might improve the reliability and validity of these systems. Businesses need to recognize these concerns and strengthen assessment methodologies that give a more in-depth and accurate picture of employee performance as they seek evidence-based and fair evaluation procedures.
References
Colot, C., Baecke, P., & Linden, I. (2022). Toward Decision Support for Telecom External Data Monetization: A Study of the Value of Network-and Personality-Based Metrics for Third-Party Businesses. Big Data, 10(2), 115-137.
Ghezelji, M., Tohidi, N., Dadkhah, C., & Gelbukh, A. (2022). Personality-Based Matrix Factorization for Personalization in Recommender Systems. International Journal of Information & Communication Technology Research (2251-6107), 14(1).
Kubiak, E., Efremova, M. I., Baron, S., & Frasca, K. J. (2023). Gender equity in hiring: examining the effectiveness of a personality-based algorithm.
