Industrial/Organizational Psychology

Case Report

Psychological Assessment and Behavioral Skill Profiling of an Individual High Achiever

Supervised by

Ms. Tahira Mubashir

Submitted By

M Ashfaq

M.Sc. III R 04 (2012-2014)

Institute of Applied Psychology

University of the Punjab

Lahore

Introduction

The current case study was conducted to analyze a successful and high achiever

professional through different dimension of personality and working attitudes. In this case study

a individual is assessed overall behaviour. The factors which have been study are following.

Personality

Kelly (1955), theorizing from the vantage point of personality as a personal construct model,

discussed personality constructs and the development of personality. He said: ”[Personality is]

our abstraction of the activity of a person and our subsequent generalization of this abstraction to

all matters of his relationship to other persons, known and unknown, as well as to anything else

that may seem particularly valuable.” Kelly’s view supports the notion that police personality is

made or shaped by the experiences of an officer, once he is on the job.

“Personality refers to those characteristics of the person that account for consistent pattern of

thinking, feeling and behaving” (Pervin, 2005). This is very broad definition that allows us to

focus on many different aspects of a person. Of particular interest to us in how these thoughts,

feelings and overt behavior relate to one another, cohere to form the unique, distinctive

individual.

Personality entails characteristics which are considered relatively stable and predictable

but at the same time personality can vary according to the situation. It is not inflexible but it is

generally resistant to change. Definition of personality must not forget the idea of human

uniqueness as there are certain characteristics that distinguish one person from another called

personality traits (Larsen & Buss, 2005). Personality psychologists have been endeavoring to

rule out the ways to identify enduring characteristics or traits of individuals. So, trait is defined

as “internal psychological disposition that remain largely unchanged throughout the lifespan and

determine differences between individuals” (Chamorro & Premuzic, 2007). Traits have 3 key

roles to play: (Help in describing people and aid in understanding the dimensions of difference

among people, Explain human behavior i.e. reason behind the behavior and what people do may

be somewhat function of their personality traits, Traits are helpful in predicting human behavior

as well)

Our culture and our family also have a great impact to formulate our personality.

Psychologists generally agree that early experiences can be important for personality

development, but they disagree on whether these experiences lead to development of relatively

fixed personality characteristics.

In Five Factor Model, the investigators try to find basic traits of personality.

Five Factor Model of Personality

Psychologists have agreement on the number as well as nature of traits essential in

describing the basic differences among individuals. In past two decades, Five Factor Model

(FFM) also named as Big Five personality traits have gained most attention, interest and support

from personality psychologists. McCrae and Costa (1985) concluded it as a “Universal” model.

These traits are (1) Neuroticism; (2) Extraversion; (3) Openness to experience; (4)

Agreeableness; and (5) Conscientiousness (Larsen & Buss, 2005).

These five categories are usually described as follows:

Extraversion. It includes characteristics such as excitability, sociability, talkativeness,

assertiveness and high amounts of emotional expressiveness.

Neuroticism. It is the tendency to experience emotional instability, anxiety, moodiness,

irritability and sadness.

Agreeableness. It includes attributes such as trust, altruism, kindness, affection and other

prosocial behaviors.

Conscientiousness. It includes high levels of thoughtfulness with good impulse control and

goal-directed behaviors. Those high in conscientiousness tend to be organized and mindful

of details.

Openness. It includes active imagination, creativity and those high in this trait also tend to

have a broad range of interests, are daring, independent, untraditional and liberal. (Larsen &

Buss, 2005).Literature

Literature proves that Barrick and Mount (1991) conducted a study, in their study, they

did meta-analysis which was; professional group, police group, managers group, sales group,

skilled/semi-skilled group and three criteria of performance on job i.e., job aptitude and

expertise, training aptitude and expertise, and personal records. The sample size consisted of 13

to 1401(M=148.11, SD=185.79) yielding a total sample of 23,994. 31% data collected from

unpublished resources. They used Digman’s (1990) personality terms and classifications which

are extraversion, emotional stability, agreeableness, conscientiousness, and openness to

experience. To study the relationship of personality to job performance criteria, an acknowledged

taxonomy is used which shows that this study differs from the prior studies. It was not used to

conclude the overall strength of the personality but was used to improve the understanding about

the interrelationships of Big Five personality dimensions to the selected professional groups and

standard types. The worth mentioning result in the study is that the Conscientiousness was found

to be a reliable and valid forecaster for all standard types and for all professional groups studied.

Secondly for two professions, manager and sales, Extraversion was observed to be an effective

forecaster. Ranked by supervisors in another meta-analysis, the Conscientiousness was also

shown as an effective forecaster in the performance on the job.

Forero, Pujol, Olivares and Pueyo (2009) conducted a study, the purpose of the study was

to investigate that the performance of police officers depends on individual dispositions.

Although predictive studies of police performance using personality measures often focus on

academy training; in this study the authors fitted a longitudinal structural equation model to

examine the predictive validity of the training process for actual performance after graduation.

To do so, the authors used behavioral and self-reported personality measures as predictors in a

sample of 2,010 police candidates enrolled at the Catalan Institute for Public Safety. While

academic qualifications alone predicted 27.3% of performance variance; the predictive power

was greatly improved when training was included as a mediator of personal dispositions. The full

final model accounted for 60% of performance variance. Results suggest that actual job

performance is indeed influenced by personality, but that this influence is mediated by training.

Emotional intelligence

From the historical point of view, the term used for emotional intelligence was social

intelligence which was firstly introduced by Thorndike in late 1920's. For more clearance

Wechsler introduced the intelligence as an effect and consider non-intellectual factors, such as

personality, will influence the development of an individual's intelligence. Furthermore, attention

in social intelligence or other intelligence revitalized in 1983 when Gardner introduced the

theory of multiple intelligence (Brualdi, 1996, Gardner, 1993 & Gardner, 1995), and proposed an

extensive field of differing intelligences, Mayer and Salovey used the term emotional

intelligence in their article in1990’s. Goleman, (1995) described the mainstream of emotional

intelligence and also present a model of emotional intelligence, after that this term is being used

as an emotional intelligence “Emotional Intelligence is a subtle or soft skill “these skill has

become radically popular in the fields of management and psychology.

According to the Bar-On model, “emotional intelligence consists of interrelated

emotional and social competencies, skills and facilitators that determine how well we understand

and express ourselves, understand others and relate with them, and cope with daily demands,

challenges and pressures.”

According to Jordan et al. (2002) looked in his study that high level and low emotional

intelligence with perspective to work performance. They found if the emotional intelligence is

high, it will operate a high level of performance and low level of emotional intelligence operates

low performance at work place. They also found that in low level of emotional intelligence,

initially team are build and operate low level performance but equaled the performance of the

high emotional intelligence teams by the end of the study period.

Quebbeman and Rozell (2002) defined emotional intelligence; emotional

intelligence is the combination of self-awareness, self-regulation, motivation, empathy and social

skills. They find emotional intelligence with workplace aggression. They propose a model that

finds how emotional intelligence is related to workplace aggression. Dulewicz and Higgs (2001)

developed a model that puts EQ at the centre of the predictors of job performance. Thus, they

find that cognitive ability and specified management competencies contribute to a person’s EQ

(self-awareness, interpersonal sensitivity, etc). They find emotional intelligence is directly

related to leadership through specific leadership competencies.

Motivation

Motivation refers to “the reasons underlying behavior” (Guay, et al., 2010). Paraphrasing

Gredler, Broussard and Garrison (2004) usually define motivation as “the attribute that moves us

to do or not to do something”. Intrinsic motivation is motivation that is animated by personal

enjoyment, interest, or pleasure. As Deci et al. (1999) observe, “Intrinsic motivation energizes

and sustains activities through the spontaneous satisfactions inherent in effective volitional

action. It is manifest in behaviors such as play, exploration, and challenge seeking that people

often do for external rewards”. Researchers often contrast intrinsic motivation with extrinsic

motivation, which is motivation governed by reinforcement contingencies. Traditionally,

educators consider intrinsic motivation to be more desirable and to result in better learning

outcomes than extrinsic motivation (Deci et al., 1999)

Deci et al. (1999) meta-analyzed 128 studies that recognized the effects of extrinsic

rewards on intrinsic motivation represented by free-choice behavior and self-reported interest in

the activity or task. The authors found that the use of extrinsic rewards significantly affected

free-choice behavior, with an effect size of -0.24. There was no significant effect on students’

self-reported interest. Thus, when students received extrinsic rewards in exchange for task

participation, when the reward condition was removed, they were less likely to persist in the task

although their levels of self-reported interest did not decline. Overall, the authors concluded that

the negative effects of tangible rewards were more dramatic for children than they were for

college students. The effect of such rewards varied depending on the type of reward (i.e.,

whether it was tangible or intangible) and the context in which the reward was given. Such

moderators have implications for the types of rewards that should (or should not) be used in

schools, as well as the instructional contexts in which they should (or should not) be provided.

Leadership

The most comprehensive theory is the Path-Goal Theory of Leadership that best

exemplifies all aspects of the transactional model. At the heart of the path-goal theory is the

notion that leader’s primary purpose is to motivate followers by clarifying goals and identifying

the best paths to achieve those goals. According to path-goal theory the job of the leader is to

manipulate these three factors in desirable ways. Manipulate follower valences by recognizing or

arousing needs for outcomes that the leader can control. Second, Leaders must manipulate

follower instrumentalities by ensuring that high performance results in satisfying outcomes for

followers. Third, leaders need to manipulate follower’s experiences by reducing frustrating

barriers to performance. The path-goal theory proposes that four behavioural styles can enable

leaders to manipulate the three motivational variables: directive, supportive, participative, and

achievement oriented leadership (Wagner & Hollenbeck, 2002).

Leader’s primary purpose is to motivate followers by clarifying goals and identifying the

best paths to achieve those goals. According to path-goal theory the job of the leader is to

manipulate these three factors in desirable ways. Manipulate follower valences by recognizing or

arousing needs for outcomes that the leader can control. Second, Leaders must manipulate

follower instrumentalities by ensuring that high performance results in satisfying outcomes for

followers. Third, leaders need to manipulate followers’ experiences by reducing frustrating

barriers to performance. The path-goal theory proposes that four behavioural styles can enable

leaders to manipulate the three motivational variables: directive, supportive, participative, and

achievement oriented leadership (Wagner & Hollenbeck, 2002).

Literature shows that Eisenberger, Fasolo, and Davis-Lamastro (1990) examined the

impact of leader’s emotional intelligence on follower’s insight of servant leadership behaviors

and culture. Data was collected from two sample organization on the emotional intelligence of

supervisors, followers' perception of servant leadership behaviors from supervisors, and

followers' insight of servant leadership. Followers' insight of servant leadership behaviors in

manager was found to be a significant predictor of followers' insight of servant leadership

civilization, as well as supervisors' ability to appraise the emotions of others was significant and

supervisor's use of emotion was moderately significant in predicting followers' perception of

servant leadership culture when go into the regression model.

Workplace happiness

In the starting when a new employee who needs a job and an organization needs his or

her services, he or she is enthusiastic. The employee stays with the organization. He or she tries

to become an apple his or her superior’s eye. The employee is ready to face the challenges.

Workplace happiness, the employee stays with the organization and tries to be very punctual. But

some employees fail to show up punctuality due to his or her health problem, conveyance

problem, job dissatisfaction and lack of motivation in workplace. A good organization structure

is also important for workplace happiness. The employee likes peaceful environment and

temperature that are compatible with him or her leader helps advises and motivates the individual

member, they feel happy at workplace. Reward system is also a part of workplace happiness and

organization establishment. Reward system motivates to the employee to work well. And he or

she feels happy to workplace (Chitale, Mohanty & Dubey, 2013) If the factor of workplace

bullying or workplace incivility does not occurs in an organization, the employee feels happiness

at workplace. The employees feel happiness in an organization without workplace violence.

(McShane & Von Glinow, 2002).

Amjad (2012) conducted a study on quality of life and work place happiness a predictor

of job commitment in rescue 1122 workers. Within Group research design was used to conduct

this research. Purposive sampling technique was used/ A sample of 60 workers were selected

Punjab Emergency Service Rescue 1122. Result showed that quality of life and work place

happiness at work predicts job commitment in rescue workers. Enhanced quality of life at work

can ultimately improve job performance where by leading to organizational growth among

rescue 1122 workers.

Self image

Self-esteem is the evaluative features of the self-concept that corresponds to an overall

view of the self as worthy or unworthy (Baumeister, 1998). Coopersmith (1967) described the

classic definition of self-esteem. Self esteem is the evaluation which the individual makes and

customarily maintains with regard to himself, it shows an attitude of approval and indicates the

extent to which an individual believes himself to be capable, significant, successful and worthy.

Self-esteem is a personal judgment of the worthiness that is articulated in the attitudes the

individual holds towards himself. Thus, self-esteem is an attitude about the self and it is related

to personal beliefs about skills, abilities, social relationships, and future outcomes.

Self-esteem is considered an overall self-attitude that describes all aspects of people’s

lives. Hendin, and Trzesniewski (2001) developed a single-item measure of global self-esteem. It

simply consists of the statement, “I have high self-esteem,” with a 5-point scale. This single item

shows a similar extent as the most widely used trait scale with a variety of measures, including

domain-specific evaluations, personality factors, and psychological well-being.

Deviance

Researchers called the deviance behaviour in different name including workplace deviance

(Bennett and Robinson, 2003), counterproductive behaviour (Mangione & Quinn, 1975), and

antisocial behaviour (Giacolone & Greenberg, 1997). In real meaning, behaviour is deemed

deviant when an ‘‘organization’s customs, policies, or internal regulations are violated by an

individual or a group that may expose the well-being of the organization or its citizens’’

(Robinson & Bennett, 1995).

Case formulation

Inside cities, one department is dealing with crimes for long time. In Pakistan, Punjab

Police department is handling crimes in Punjab. There are different ranks of officers who are

working in this department. They have to be active, more punctual and more skilled in problem

solving.

Mr. Ouple, H. N. Station house officer (SHO) is energetic officer of Punjab police,

Nawab town Lahore. He is famous officer in Lahore in encounter the criminals. He is promoting

very quickly from the lowest rank of constable to station house officer. He was attacked by

criminals many times. His progress in police department is very prominent and his officers feel

proud of him. Most of time, he was posted in most criminal areas where he have to perform duty

day and night to finish crime.

He is 42 year of old. He has four children they are two sons and two daughters. First son

is 20 years and second son is 15 years old. Third is daughter which 13 years and forth daughter is

7 years old. The occupation of his wife is house wife. He belongs from joint family system. He

has middle socio-economics. His father’s occupation is farmer. They are 9 members in family.

His education is F.A in 1994 from M.A.O College. He was active student in his childhood. He

was also representative of student welfare in student life in matriculation. He has a lot of friends

in his student life Mr. R was his best friend in his school life. In his opinion, friends thought

himself a good administrative and good person. Teachers love him and he respects them a lot. He

also remembers some teachers till now.

Through his problem solving ability, he can easily solve the problems at his work place.

He is performing this duty till 14 years. His responsibilities are to take charge to concern police

station and to become active the subordinate officer to deal the dangerous situation. His major

responsibility is to solve the problems of people and observe the given area in which he is

performing duty. He duty timing is 24 hours also in Nawab Town. The most enjoyable aspects of

his job are to arrest the criminal and provide justice to the effectives. His first choice for job is

also to work for the welfare of citizen and him like to a Punjab Police officer. He was selected in

this job through proper physical and written test. His relationship with colleagues is good and

enjoyable. He also likes his colleagues and his officers. He has achieved accomplishment during

his career is; how to manage the concern area and maintain the peace of that area. He is probably

not satisfied with his current post. He shared his experience that he was in a special group of

Punjab police. His group was famous by the name “encounter group”. His worst experience is

attack on himself in the area of Shahpur Kanjra where he was with his family and was badly

injured. His wish is to be at the post of SP in next 5 years. He described that there is no

accompanying benefits and no bonuses his job.

Method

Participant

Mr. Ouple, H. N participated in this study. He is 42 years old and is currently working at

the post of SHO (station house officer) in Punjab Police Lahore, Pakistan. He was selected for

this study because of rapid and prominent progress in Punjab police and also much famous as

encounter group due to his efforts and constant hard work. He has 4children and 5 other

members are dependents on him.

Assessment measures

Demographic information questionnaire

A demographic information questionnaire was formed particularly for this case study.

The questionnaire inquired information like age, hometown, current city, education, number of

dependents, marital status, parents’ and wife’s occupation.

Some questions related to personal history were also asked in that questionnaire. Through

those questions, information about educational carrier, past working experience, personal

ascriptions, and relationship with coworker and goals for future was taken.

Neo five factor Personality Inventory

To measure personality traits a inventory named neo five factor inventory used developed

by Costa & Maccrae (1985). The internal consistency of the NEO-PI-R was high, at: N = .92, E

= .89, O = .87, A = .86, C = .90. It is a Likert-type scale, ranging from 1=strongly disagree, 2

=disagree, 3=neutral, 4=agree, and 5=strongly agree.

Emotional intelligence scale

Emotional intelligence was measured with the self-report measure of Emotional

Intelligence developed by Schutte, Malouff and Bhullar (1998). This scale is consisted of 33

items. Internal consistency for subscales is as follows: Perception of Emotion.76, .80; Managing

Own Emotions: .63, .78; Managing Others’ Emotions: .66, .66 and Utilization of

Emotion: .55. All items were ranged from 1= strongly disagree to 5= strongly agree. Individual

score on Schutte self-report emotional intelligence test indicates the level of emotional

intelligence.

Psychological capital Questionnaire

The Psychological Capital Questionnaire is a 24 item scale. It is a measure of

psychological capital and has undergone extensive psychometric analyses and support from

samples representing service, manufacturing, education, and high-tech, military and cross

cultural sectors. Each of the four components in psychological capital is measured by 6 items.

The resulting score represents an individual’s level of positive psychological capital.

Self image profile

To measure self image a profile is used named Self-Image Profile for Adult was

developed by Butler and Gasson (2006). It contains 30 items based on likert scale. This scale

asks about the present perception of a person about one’s own self and also instructs the

participant to respond that how one would like to be in future in term of particular traits to assess

self esteem. Responses are recorded along a series of 6 point likert. Shade indicated your real

self-whereas star was used to indicate how you would like to be Cronbach’s coefficient alpha, a

measure of internal consistency for self-image profile is .89. The standard score 82 for the age 42

and above.

The Work Locus of Control Scale

The Work Locus of Control Scale (WLCS) is used which has 16 item instruments

designed to assess control beliefs in the workplace. It is a domain specific locus of control scale,

which correlates about .50 to .55 with general locus of control. The format is summated rating

with six response choices: disagree very much, disagree moderately, disagree slightly, agree

slightly, agree moderately, agree very much, and scored from 1 to 6, respectively. Total score is

the sum of all items, and ranges from 16 to 96. The scale is scored so that externals receive high

scores. Internal consistency (coefficient alpha) generally ranges from .80 to .85 in the English

language version. Test-retest reliability for a year was reported as .57 by Bond & Bunce (2003)

and .60 by Moyle (1995). The scale has been shown to relate to several work variables, including

job performance and job satisfaction. It also relates to counterproductive behavior and

organizational commitment.

Work Extrinsic and Intrinsic Motivation Scale

The Work Extrinsic and Intrinsic Motivation Scale (WEIMS) is an 18-item measure of

work motivation theoretically grounded in self-determination theory (Deci & Ryan, 2000). It is

based on 7 points likert which are categorized into 3 phases of responses; do not correspond at

all, correspond moderately, correspond exactly. The internal consistency or Cronbach’s alpha

coefficient of this scale is .84.

Leadership Skills Questionnaire

To measure the leadership qualities, a scale is used which has 18 items on 5 points likert.

This consists 3 subscales namely; interpersonal skills, administrative skills and conceptual skills.

Each subscale contains 6 items assessing different type of skills involved in leadership behavior.

No items are reversed scored.

Time management Questionnaire

This questionnaire is comprised of 27 items. There are no subscales of this questionnaire.

All items are answered on two option of yes and no. all the ‘yes’ responses are scored 1 while all

‘no’ responses are scored 0. No reverse scoring is required to do.

Work place happiness scale

To measure work place happiness, a scale is used which has 23-items based on

statements inquiring factor general opinion about work place in terms of personal happiness and

satisfaction while felt while working. All items are responded on 5-point likert. There is no

subscale and no reverse scoring in this scale

Deviance Scale

This is a 19-item scale adopted by Shao (2010) designed to assess the deviant behavior of

an individual at work place. All items are responded on 7 point likert. This questionnaire is

comprised of two subscales; interpersonal deviance and organizational deviance. Cut off score is

90 according to participant’s age.

Interview

A semi structured interview was also conducted for more information about Mr. Ouple,

N. H. The interview was comprised of 15 questions exploring information on 7 different

dimensions; those were pressure handling, emotional handling, self awareness, self control,

empathy, social expertness and conflict resolution.

Procedure

An authority letter was issued from institute of Applied Psychology, University of the

Punjab, Lahore which explained nature of case study and request to give data. The participant

was told that data will be collect in three sessions and it would be an extensive study. It was

assured to the participant that all collected data will be kept confidential. In first session,

demographic questionnaire was filled in. Some personal history was also taken in first session. In

second session, all quantitative assessment measures were filled in by the participant while in

third session, Semi structured interview was conducted in which the participant was asked open

ended questions. At the end, the participant was thanked for his cooperation. All ethical

considerations were kept in mind while using and interpreting data.

Results

Results are;

NEO five factor personality Inventory

The participant scored a total of 193. On five factors of scale, participant scored 25 on

Neuroticism which is a low score showing secure, hardy personality and trait to be generally

relaxed in stressful situation. During the pressure handling question in interview, the participant

reported that he works efficiently and better in stressful situations which confirm the validity of

interpretation of his score on neuroticism.

On extraversion subscale, the participant scored 52which is very high showing outgoing

active and highly spirited personality who prefers to be around people most of the time. As the

participant reported himself as sociable and communicative in interview, this score approves the

strength of self report.

The participant scored 36 on openness to experience subscale which is above average,

showing that he is practical but willing to consider new ways of doing things and seeks a balance

between the old and the new. The participant scored 42 on agreeableness subscale which is

above average score showing that he is generally warm, trusting and agreeable, but he can

sometimes be stubborn and competitive.

On conscientiousness subscale, the participant scored 49 which shows that he is

conscientious, well organized, has high standards and always strives to achieve goals.

Emotional intelligence scale

The participant scored total of 147 on emotional intelligence scale. The given average

range for this scale is 33-165. In comparison to given range, participant’s total score, 147 is

above average which shows that the participant has higher emotional intelligence and can handle

emotional situations efficiently. On 4 subscales of emotional intelligence, participant scored 45

on perception of emotions, 38on managing own emotions, 36 on managing others’ emotions, and

28 on utilization of emotion.

Psychological capital questionnaire

The participant showed total score of 132 on psychological capital scale. Given average

range of this scale is 24-156, while the participant’s obtained score shows his higher level of

psychological capital which means that the participant has positive psychological state of

development. On subscales, the participant scored 36 on self efficacy, 30 on resiliency, 35 on

hope and 31 on optimism.

This score also supports the conclusions of the study by Trzesniewski, Donnellan and Robins,

(2003) which says that people with higher self image are tend to be more sociable and outgoing.

The Work Locus of Control Scale

The participant scored 30 on the work locus of control scale. The given average range of

this score was 19-96. According to the average range, total obtained scored shows average level

of locus of control. This shows that he has an average level of belief about contingency between

his action and the actual outcome brought about through social learning mechanism.

The work extrinsic and intrinsic motivation scale

The participant scored a total of 25 in work motivation. On all 6 subscales of this

assessment measure, he scored 21 on intrinsic motivation, 17 on integrated motivation, 11on

identified motivation, 18 on interjected motivation, 10 on external motivation and 15 on a

motivation.

Leadership Skills Questionnaire

On leadership skills questionnaire, the participant scored total of 67. On 3 subscales, he

scored 23 in administrative skills, 19 on interpersonal skills and 25on conceptual skills.

Time management Questionnaire

On time management questionnaire, the participant scored 9 which interprets that his

time management skills are not reasonable but those are no cause of smugness and the

participant has to sort out his priorities in order to manage time. This score goes a little bit

diverted of the trait of being punctual and in habit of planning everything before that the

participant mentioned in demographic questionnaire.

Workplace happiness

The participant scored 109 on workplace happiness scale. The average score range on this

scale is 23-115. Comparing to this range, the obtained scored shows very high level of workplace

happiness because it is near to 115. As the participant described him fit for his work and he feels

that was born to do this job, interpretations of his high score on happiness scale justifies and

authenticate his description.

Deviance

On deviance participant scored total of 31 while scoring 18 on interpersonal deviance and

13 on organizational deviance. The given cut off score is 90. Interpretation of the total obtained

score is that the participant has lower level of deviance. His deviant behavior is not usual and he

is honest with his professional work.

A study by Neuman and Baron (2005) concluded that the reason of an individual’s

deviant behavior can be stressful work situation. But as the participant scored higher on work

extrinsic and intrinsic motivation, this proves that the participant is not effected by work place

stress and thus has a low level of deviance.

Conclusion

Overall, the scores on different scales depict the traits of a high achiever and successful

person. The scores show his well-established traits assessed on the basis of five factor

personality theory. He is opened to experiences, extrovert and sociable. His above average score

on self-image show strength of his personality. Higher score on psychological capital depicts his

positive traits. Taking in to account his work behavior, he has strong level of motivation for work

and less deviance. His higher score on leadership show his capability to lead people around him,

while he needs to improve his time management skills.

Limitations and suggestions

The whole assessment was based on self-reporting in which fakeness of responses is

possible.

Absence of cross checking of information is another question to validity of data. To

overcome this limitation.

Lack of training of study conductor is another limitation of this study.

Scales used in this study were not indigenous and norm based.

To get the permission from that person was much difficult time taking.

For the accurate rating, the availability of information about the person from his parents,

teachers and friends was not got.

There is no availability of information about the person by the view of organizational

evaluation.

There is also lack of information from his colleagues

For completion a number of questionnaires, fatigue influenced the accurate data.

In spite of availability of valuable and more authentic questionnaire, but could not be

used due to unavailability of scoring key.

Suggestions

The whole assessment should be based number of other persons which could provide

accurate data about him. In this way, fakeness of responses could be reduced.

Absence of cross checking of information was another question to validity of data. To

overcome this limitation, so multiple rating should be used overcome this limitation.

Study conductor should be trained and confident.

Scales used for study should be indigenous and norm based.

According to the point of organization’s view to evaluate the person should be included.

Colleague’s information about the person should be considered valuable and be included

in measurement.

Valuable and more authentic questionnaire should be used in appropriate items, in this

way, fatigue should be reduced.

Reference

Mayer, J. D., Salovey, P., Caruso, D. R., & Sitarenios, G. (2001). Emotional intelligence

as a standard intelligence. Emotion, 1(3), 232-242

Goleman, D. (2001). An EI-based theory of performance, in Cherniss, C. and Goleman,

D. (Eds). The EmotionallyIntelligent Workplace: How to Select for. Measure, and Improve

Emotional Intelligence in Individuals, Groups, and Organizations. Jossey-Bass. San Francisco.

CA; 27-44.

Grandey, A. A. (2000). Emotion regulation in the workplace: A new way to

conceptualize emotional labor. Journal of Occupational Health Psychology, 5(1), 95-110.

Myers, D.G, &Diener, E. (1995).Psychological science.

Costa,& McCrae.(1985). Revised Neo Personality Inventory and Neo five factor inventory.

Psychological assessment Resources ,Inc.florida

Neuman, J. H., & Baron, R. A. (2005). Aggression in the workplace: A social psychological

perspective. Washington, DC: American Psychological Association

Rockstraw,L.J.(2006). Self-efficacy,locus of control and the use of simulation in

undergraduate nursing skills acquisition. PhD dissertation.Drexel.

Rothmann, S; E.P. Coetzer (24 October 2003).Thebig five personality dimensions and job

performance.  SA Journal of Industrial Psychology.

Salovey, P., & Mayer, J. D. (1990).Emotional intelligence.Imagination, Cognition and

Personality.

Toulabiz, Z., Rauofi, M., &Allahpourashraf, Y. (2013).The relationship between teacher’s

happiness and quality of Working. Social and Behavioral Sciences

Vardi, Y., &Weitz, E. (2004). Misbehavior in organizations: Theory, research, and management.

Mahwah, NJ: Lawrence Erlbaum Associates Publishers.

Yukura,M.,Ueda,s.,&Yoshimori ,M.(1993).The relationship between Locus of Control and

happiness. Hiroshima forum for Psychology.

APPENDIX

APPENDIX

Consent Form

I ____________________ voluntarily agree to participate in this case study conducted by

Seemal Mazhar khan under the supervision of Ms. Tahira Mubashir, Institute of Applied

Psychology, University of the Punjab, Lahore. I also acknowledge that she has explained this

research project to me and I have been informed that I can withdraw from participation without

any penalty or prejudice. She also assured me that any information which I give will remain

confidential and will only be used for this project.

__________________ ____________________

Signature of researcher Signature of participant

APPENDIX

APPENDIX

APPENDIX