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Although used across executive coaching, team building, and hiring and promotion decisions, most research has focused on assessment for employee selection. This article argues that selection-focused criteria overlook additional and distinct criteria needed for employee development. It reviews the scientist–practitioner divide, contrasts academic criticism of widely used tools such as the Myers–Briggs Type Indicator, and draws implications for selecting appropriate assessments for individual and team development and for future scientific research.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/personality-assessment-for-employee-development-ivory-tower-or-real-world/297955/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/personality-assessment-for-employee-development-ivory-tower-or-real-world/297955.png","ImageObject",300,407,{"name":92,"@type":93},"Bintang","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-08","2026-09-18",true,{"@type":102,"interactionType":103,"userInteractionCount":56},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What does the article say about research focusing on personality assessments at work?","Question",{"text":112,"@type":113},"Published research has been biased toward assessment for employee selection. As a result, reviews have often used criteria suited to selection and neglected additional criteria important for employee development.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"Why is the Myers–Briggs Type Indicator discussed in the article?",{"text":117,"@type":113},"The MBTI is widely known and used in organizations, yet it faces harsh criticism from the academic community. 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Penny Moyle 1 and John Hackston2  \n1Meyler Campbell, Oxford, UK; 2OPP Ltd., Oxford, UK  \nABSTRACT  \nThe acceptance and popularity of personality assessments in organizational contexts has grown enormously over the last 40 years. Although these are used across many applications, such as executive coaching, team building, and hiring and promotion decisions, the focus of most published research on the use of personality assessments at work is biased toward assessment for employee selection. Reviews have therefore tended to use criteria that are appropriate for selection, neglecting the additional and different criteria that are important in relation to employee development. An illustration of the often-discussed scientist–practitioner divide is that the Myers–Briggs Type Indicator is the most widely known and used personality assessment in organizations, despite harsh criticism by the academic community. This article reviews this debate, and draws implications for the appropriate choice of personality assessments for use in individual and team development, and a new direction for scientific research.  \nARTICLE HISTORY  \nReceived 31 August 2017 Revised 1 May 2018  \nPersonality inventories originated in clinical psychology, evolving from highly specific assessments such as the Woodworth Personal Data Sheet (Woodworth, 1917) and the Personality Schedule (Thurstone, 1930) through to multidimensional instruments such as the Bernreuter Personality Inventory (BPI; Bernreuter, 1931) and the Minnesota Multiphasic Personality Inventory (MMPI; Hathaway & McKinley, 1943) . In the mid- 20th century, personality questionnaires were developed for more general use. Some, such as the Sixteen Personality Factor questionnaire (16PF; Cattell, 1946; Cattell, Cattell, & Cattell, 1993) and the NEO PI (Costa & McCrae, 1985) were constructed on an empirical basis. Others were built on theoretical foundations and clinical experience. The Myers–Briggs Type Indicator (MBTI; Myers, 1962; Myers, McCaulley, Quenk, & Hammer, 1998) was based on the work of Jung (1971) .  \nAs defined by Jacobs and Washington (2003), “Employee development refers to an integrated set of planned programs, provided over a period of time, to help assure that all individuals have the competence necessary to perform to their fullest potential in support of the organization’s goals” (p. 344) . Although personality assessments have featured in employee development for nearly a century, their use over the last 15 years has grown significantly (McDowall & Redman, 2017) . Personality-based development is now commonplace at all levels of large organizations, and many smaller ones (Passmore, 2012) . Examples include team building, executive coaching, leadership development, communicatio","cbCaiiTOCIakHQxC","https://ap.wps.com/l/cbCaiiTOCIakHQxC","pdf",603268,12,"English","# ABSTRACT\n# Personality inventories and development in organizations\n# Popular assessments for employee development vs selection\n# Academic criticism and gaps between science and practice\n# Other assessment tools and validity concerns","[{\"question\":\"What does the article say about research focusing on personality assessments at work?\",\"answer\":\"Published research has been biased toward assessment for employee selection. As a result, reviews have often used criteria suited to selection and neglected additional criteria important for employee development.\"},{\"question\":\"Why is the Myers–Briggs Type Indicator discussed in the article?\",\"answer\":\"The MBTI is widely known and used in organizations, yet it faces harsh criticism from the academic community. The article uses this to illustrate the scientist–practitioner divide.\"},{\"question\":\"How does the article characterize employee development in organizational settings?\",\"answer\":\"Employee development is defined as an integrated set of planned programs delivered over time to help ensure individuals build the competence needed to reach their fullest potential in support of organizational goals.\"}]","Personality Assessment for Employee Development: Ivory Tower or Real World? | PDF"]