California
Psychological
Inventory
A: CONSTRUCTION OF THE TEST -
CPI
Construction Of The Instrument. :
The construction of Gough’s CPI is based on two constructs namely -
Eysenck’s model of Personality- on which he based his 20- factors of
personality: & Vernon’s Personality Dimensions - on which he based the
vector 1 & 2 classificatory grid of life - styles. Gough identified five broad
areas of personality dimensions as measured by the 20 factors which
were further represented by the 462 statements of the inventory.
CPI Factors
1. Dominance = do 11. Good Impression = gi
2. Capacity for Status = cs 12. Communality = cm
3. Sociability = sy 13. Sense of Well-Being = wb
4. Social Presence = sp 14. Tolerance=to
5. Self-Acceptance = sa 15. Achievement via Conformance = ac
6. Independence = in 16. Achievement via Independence = ai
7. Empathy = em 17. Intellectual Efficiency = ie
8. Responsibility =re 18. Psychological-Mindedness = py
9. Socialization = so 19. Flexibility = fx
10. Self-Control = sc 20. Femininity-Masculinity = fm
THE DETECTION OF INVALID
PROTOCOLS
Good-impressions, well-being and communality scales carry
important interpretive implication for normal protocols. A critical
level for all these factors has been indemnified. Any value above or
below the critical levels signifies fake good, fake bad or random
scoring response pattern.
EVALUATION OF THE CPI AS A
PERSONALITY INVENTORY
Some of the salient features of the California Psychological Inventory are as
follows:
1. It has been well validated (over a million ).
2. It emphasizes on the positive and the normal aspects of personality.
3. Conversion of standard scores are fairly simple from the raw scores, which
is incorporated on the profile sheet.
4. The scales are more relevant to interpersonal relationships than are those of
most of the large personality inventories.
5. It has multi - dimensional norms enveloping almost all kinds of
professionals and population hence suitable for any research design.
C: APPLICATION AREAS
It has been used effectively in HR processes:-
Recruitment and Selection
Promotion
Leadership (Identification and Development)
Identification of Developmental Areas (SWOC)
Work place Counselling (Personal and Professional)
Personal and Professional Renewal
Appraisals
Management of Change
APPLICATION: ORGANISATION
RESTRUCTURING
25 Crore Pharmaceutical Company – Employee Strength of 500.
Objectives: -
1. Suitable fit between individual and function
2. Identify promotions
3. Identify individuals who would not be suitable in the emergent
structure and emerging culture.
APPLICATION continued
METHODOLOGY:
• Personal Data Sheet (personal information and role description)
• CPI
• T A T (Projective Technique)
Vital attributes measured :-
1. Needs and drives
2. Aspiration and self worth
3. Belongingness
4. Interdependence
5. Curiosity and learning
‘Functional aptitude and integrity’ were the critical attributes
APPLICATION continued
RESULTS :-
• 20% Promoted
• 10% Re-aligned,
• 20% Retrenched
• 80% Retained with developmental needs identified.
IDENTIFYING ORGANISATIONAL
DEVELOPMENTAL NEEDS
280 CRORE – Food Industry with an employee strength of 1000.
Objective :-
• Organizational Development Intervention
• Identifying Leadership and Managerial Potential
• Talent Profiling
• Developmental Intervention
IDENTIFYING ORGANISATIONAL
DEVELOPMENTAL NEEDS continued
METHODOLOGY:-
• Personal Interview
• CPI
• Training Workshops
• Workplace Counselling
Findings and Identification of Needs:-
• Organizational anchored in traditional patriarchal values. Need was felt to
change the mind set.
• Relocation and restructuring to determine future personnel needs.
• Need to recruit personnel at top levels who would play the role of a catalyst to
fulfill the vision.
IDENTIFYING ORGANISATIONAL
DEVELOPMENTAL NEEDS continued
MISMATCH VIS A VIS CURRENT TEAM AND VISION --TO DOUBLE TURN OVER IN
THREE YEARS.
Areas of Dissonance
Outcome:-
1. Flattened leaner structure
2. Induction of the top management.
3. Shift from departments to functions
4. Emergent structure and culture changes were strengthened by imparting
training workshops
RECRUITMENT STUDY AND
INTERFACE MAPPING
STEPS IN INTERFACE MAPPING:-
• To map the functional fit of the team of Managers
• To identify the Developmental needs
• To map the areas of functionalities and dysfunctionalities
• To identify processes of co-operation and collaboration stress
APPLICATIONS:-
• Induction of a new team
• Realignment of existing people
RECRUITMENT AND INTERFACE
MAPPING FOR A START UP
OBJECTIVE:
ORGANISATION
To hire 14 Senior Managers and 2 Middle Managers for a M.N.C.
• Criteria Of Selection :-
• Technical Competence
• Critical Attributes and Behavioural Attributes
RECRUITMENT AND INTERFACE MAPPING
FOR A START UP ORGANISATION continued
Personal Information Questionnaire
1. CPI
2. TAT
3. SITUATIONAL EXCERICES
4. STRUCTURED INTERVIEW
Outcome
• Selection Of Suitable Candidate
• Interface Mapping
• Identifying Developmental needs (individually and collectively)
INTERFACE MAPPING
M.D. Leadership style
Quick and sharp People related issues
Strong sense of urgency Pace
Approachable and accessible System orientation
Transparent and unconventional Values and ideology
Systemic and methodical Roles overlap
T.D.
Leadership by control
Resourceful Traditional Patriarchal relationship
Firefighter Expectations - disappointment
Skeptical and detached Firefighting
Unassertive vis a vis - task Non - mutuality = Team working
Wait and watch approach (concept of empowerment, training etc.
are loosely held)
Head of Departments
Stores Production R&D Engineering Projects
(Loyal Soldier) (Man Friday) (Goods Train) (Lighted candle) (Seed) Marketing QMS
(Mask) (Good Boy) HRD
(Cool Breeze)
Hardworking Resourceful Self absorbed Resourceful Competent
Devoted Effective Unrealistic Yet ineffective Unassertive Inexperienced Unassertive
and (task and Unassertive
Unrealistic Tentative Low team player Low in (task and
Unassertive Gullible leadership Inexperienced resilience underqualified people)
(low on role Ditto box people)
Unstrategic Unforceful skills Low resilience Procrastinating Ditto box
Low tolerance Unassertive Lop sided Low fit) approach
Effective given Overdependen approach
to stress growth leadership Overdependent
Technical or skills his limitation t
Ineffective Low on Low on
organizational leadership skills
teaching skills leader leadership
Unassertive skills
H o D Issues
Differences unresolved and
Organizational focus missing unarticulated Differences not unarticulated
Perception of roles are limited Control by withholding and Differences unresolved
to functional heads’ roles non co-operating
CPI Findings
The CPI was administered of XXX to understand his interpersonal, leadership, work
orientation and managerial potential. The key findings of the CPI are as below:
1. You are reticent, non-assertive and usually are not strongly focused socially. You tend to
shy away from social interactions.
2. You tend to avoid major challenges or responsibilities, and work better with younger or
less experienced people.
3. You lack urgency, enthusiasm and are unable to motivate others. You are usually
uncomfortable in positions of power and status.
4. You are likely to be a flashy rather than a consistent performer. You may start things but
may be unable to follow through and may get impatient with routine.
5. You tend to question rules and customs and may demonstrate a rebellious tendency.
6. You may be at odds with yourself and with others. You are likely to be highly anxious and
depressed. You may have low self-esteem issues and harbouring anger and hostility beneath
the surface. You may not trust people easily.
7. You may not be well organized or efficient in your use of time. You are activity oriented and
may not plan ahead very far. You prefer to deal with tangible and concrete issues rather than
abstracts and concepts.
8. Usually you are project and task oriented performing to deal with tangible and concrete
problems. You have low interest in the dynamics underlying your behaviour as well as
behaviour of others.
9. Deliberate, determined and practical, you are persistent in working the plan, disinclined to
try new approaches. You may be slow to adjust to change or surprises and are likely to feel
uncomfortable in the face of uncertainty.
10. You are low on leadership potential and have an innate restlessness and are strong
willed and self-absorbed. You feel you have yet to discover yourself and you come
through as cautiously conforming and tender-minded and artistically inclined. You
have high emotional dependency needs and need support of others.
11. You are internally focused and reserve the prerogative of decision making and
direction to yourself. You are a fairly private person and detached.
12. Overall, you would do better in jobs / roles that are less demanding, free reigning
and where you have a voice. You don’t have much of a need to dominate and control
others. You would do best under a nurturing senior or to work with juniors.
Open House
The End
