Psychological assessment in human resources management

Conducting psychological evaluations in the workplace is not only a necessity in personnel selection, but also an opportunity for organizations to grow. Conducting regular psychological evaluations of employees allows monitoring the well-being of employees. Conducting targeted interventions following such evaluations is a practice that can have a positive impact on the organizational climate, thereby promoting employee satisfaction and performance (Wright et al., 2013; Al-Omari et al., 2017). There are numerous psychological assessment tools in organizational settings, often based on correlations found between personality tests and job performance, but this methodology may not be functional for every situation.
Depending on the need, assessment (evaluation) can be done through different measurement approaches. The qualitative approach requires tools such as interviews, while the quantitative approach is characterized by the frequent use of self-report questionnaires. Assessment operations require a set of measures and techniques (e.g., conducting interviews and observations, administering standardized instruments, etc.) that are so well established in the literature that naive or improvised attempts at assessment are no longer justifiable. In this regard, the purpose of this line of research is to study and formulate new tools for psychological assessment of employees. One of the studies in this line of research, entitled “Big Five for Work and Organizations: FLORA” (Role Related Personal Profile), analyzes the personality assessment needs of organizational members and candidates to capture relationships with other individual and organizational dimensions (e.g., job performance). As part of this study, a new personality test (called FLORA) was created and validated based on the Five-Factor Model (FFM) and specifically designed to assess specific job profiles in organizations. Another study was conducted using three methods: a semi-structured interview and the completion of the Big Five questionnaire by employees. The results show that, in the perception of employees, the most important trait influencing job performance is Conscientiousness. Emotional Stability, on the other hand, is recognized as the second most influential trait on job performance in the Big Five.
Based on these findings, it is imperative that those involved in human resource management be aware of the risks involved in collecting information during assessment and rely on the use of scientifically validated tools for this purpose.

References
Barrick, M.R., Mount, M.K. and Judge, T.A. (2001),“Personality and performance at the beginning ofthe new millennium: what do we know and where do we go next?”,International Journal of Selection and Assessment
Dunlop, P.D., Morrison, D.L. and Cordery, J.L. (2011),“Investigating retesting effects in a personnelselection context”,International Journal of Selection and Assessment
Grucza, R.A. and Goldberg, L.R. (2007),“The comparative validity of 11 modern personalityinventories: predictions of behavioral acts, informant reports, and clinical indicators”,Journal of Personality Assessment, Vol. 89, pp. 167-1
Ones, D.S., Dilchert, S., Viswesvaran, C. and Judge, T.A. (2007),“In support of personality assessmentin organizational settings”,Personnel Psychology