Measuring Human Capabilities An Agenda for Basic Research on the Assessment of Individual and Group Performance Potential for Military Accession (2015) / Chapter Skim
Currently Skimming:
7 Adaptability and Inventiveness
7 Adaptability and Inventiveness
Pages 127-158
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 127... ...
The first would use measures of frequency and quality of ideas generated in open-ended tasks, which have demonstrated incremental validity over and above measures of general cognitive ability for predicting important outcomes related to work performance. The second line of inquiry would use narrow personality constructs to predict adaptive behavior and inventive/creative problem solving.
|
From page 128... ...
Clearly, civilian organizations and the military alike seek to hire talent who can work effectively individually and in teams to solve problems that are critical to their missions. The scientific community has demonstrated without question the importance of cognitive ability, cognitive flexibility, motivation, and team coherence and coordination in solving such problems (Bell and Kozlowski, 2002; Chen et al., 2002; Ilgen et al., 2005; Salas et al., 2005)
|
From page 129... ...
, fluid intelligence, thinking biases, intellectual engagement, domain-specific knowledge, idea generation, personality, motivation, and interests have all contributed to our understanding of inventive, adaptive behavior. The present chapter focuses specifically on idea generation and temperament (personality)
|
From page 130... ...
. Facets of the Big Five factor Openness to Experience (such as intellectual efficiency, ingenuity, and curiosity)
|
From page 131... ...
New criterion measures that are theoretically related to adaptability and inventiveness are needed. Section 3 discusses a specific cognitive ability: idea generation measured in the context of maximal motivation to perform.4 Section 4 reviews temperament (personality)
|
From page 132... ...
as one of eight second-stratum factors underlying general cognitive ability.5 Idea Production usefully summarized correlations among nine first-stratum factors, including Originality/ Creativity (the other eight factors were Ideational Fluency, Associational 5 In this chapter, idea generation is used interchangeably with idea production. However, idea generation is often used as a descriptor of a kind of task (e.g., ideational fluency)
|
From page 133... ...
. Within this set of Idea Production factors, the Originality/Creativity factor tests are differentiated from other Idea Production tests in that "they require examinees fairly quickly to think of .
|
From page 134... ...
Evidence of Predictive Validity This section describes several independent studies that show incremental validity of idea generation test scores over other cognitive ability measures in predicting significant real-world outcomes. Studies on Creativity by the U.S.
|
From page 135... ...
Interestingly, there were no significant relationships found between these outcomes and GRE scores, suggesting that these idea production scores were related to and predictive of important school outcomes that the other standardized measures neither related to nor predicted. Bennett and Rock (1995)
|
From page 136... ...
. Scoring Methods Traditionally, there are three alternative scoring approaches for idea production tests (Mumford and Gustafson, 1988)
|
From page 137... ...
, and irrelevant/unratable responses were all others. An ideational fluency score was computed as the sum of obvious responses, and an originality score was computed as the sum of remote responses.
|
From page 138... ...
. Scoring approaches: Summary findings Box 7-2 lists five idea generation studies, identifying the test and the criteria.
|
From page 139... ...
GPA = grade point average, GRE = graduate records examination. ADAPTABILITY/INVENTIVENESS AS AN INDIVIDUAL DIFFERENCES NONCOGNITIVE VARIABLE The previous section described in depth the evidence that combining a measure of general cognitive ability with a measure of idea generation increases the accuracy of predicting important outcomes.
|
From page 140... ...
, the California Psychological Inventory, the Manchester Personality Questionnaire, the Jackson Personality Inventory, the Hogan Personality Inventory, and the Abridged Big FiveDimensional Circumplex. They analyzed data from the various inventories, one Big Five scale at a time.
|
From page 141... ...
. Paradigm shift to the integrative Big Five trait taxonomy: History, measurement, and conceptual issues.
|
From page 142... ...
using the Five-Factor Model.10 9 The HEXACO personality inventory assesses honesty-humility, emotionality, extraversion, agreeableness, contentiousness, and openness to experience. 10 Validity studies of personality variables are sometimes criticized because researchers involved in some of the studies have financial interests in one or more of the personality measures.
|
From page 143... ...
In par ticular, adaptive performance outcomes may be proactive or reac tive in nature, where proactive forms deal with people identifying a need to change the environment when it is relatively constant and reactive forms deal with people needing to adapt whenever the environment changes. Some findings are as follows: o chievement (a facet of Conscientiousness)
|
From page 144... ...
. o imilarly, for nonmanagerial employees, Emotional Stability S predicts reactive forms of adaptive performance (ρ = .18)
|
From page 145... ...
of adaptive performance r = .08; k = 48; N = 5,270; (Huang et al., 2014) employees; proactive ρ = .25; k = 18; N = 1,864; forms of adaptive managers; reactive forms performance (Huang et of adaptive performance al., 2014)
|
From page 146... ...
employees; proactive ρ = -.01; k = 51; N = 5,450; forms of adaptive employees; reactive forms performance (Huang et of adaptive performance al., 2014) (Huang et al., 2014)
|
From page 147... ...
employees; proactive ρ = .08; k = 18; N = 1,864; forms of adaptive managers; reactive forms performance (Huang et of adaptive performance al., 2014) (Huang et al., 2014)
|
From page 148... ...
employees; proactive ρ = .20; k = 18; N = 1,864; forms of adaptive managers; reactive forms performance (Huang et of adaptive performance al., 2014) (Huang et al., 2014)
|
From page 149... ...
of adaptive performance r = .04; k = 48; N = 5,270; (Huang et al., 2014) employees; proactive ρ = .12; k = 18; N = 1,864; forms of adaptive managers; reactive forms performance (Huang et of adaptive performance al., 2014)
|
From page 150... ...
. 2 California Psychological Inventory (Gough, 1996)
|
From page 151... ...
. Thus, in the high stakes use of personality testing, the forced choice is a popular alternative response format because it makes it more difficult to fake.
|
From page 152... ...
. Future research could be conducted to determine what aspects of forced choice are most useful for improving measurement quality and to assess the importance of various item and scoring features, such as the ideal point response process or the addition of personality items worded at a moderate level (Oswald and Schell, 2010)
|
From page 153... ...
C. Develop a range of measures of relevant work criteria that reflect adaptive performance in research studies. D. Examine the use of these personality and idea generation measures in predicting the above adaptive performance criteria.
|
From page 154... ...
Poster presented at 22nd Annual Conference for the Society for Industrial and Organizational Psychology, New York City, NY. Feist, G.J.
|
From page 155... ...
. The "Big Five" personality variables-construct confusion: Description versus prediction.
|
From page 156... ...
. Predicting adaptive performance: Further tests of a model of adaptability.
|
From page 157... ...
. Using the California Psychological Inventory to assess the Big Five personality domains: A hierarchical approach.
|
From page 158... ...
Annual Review of Organizational Psychology and Organizational Behavior, 1:333–359.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.