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Pictured (Left to right): Justin Feeney, Kevin Doyle, Dr. Richard Goffin, Kabir Daljeet, Rebecca Factor.


Our research focuses on the effective management and measurement of employee work performance, and the improvement of pre-employment testing approaches.



Have you ever had your job performance evaluated and then received feedback from a supervisor or manager? If so, there is a good chance that you did not find the process to be accurate or helpful, and it may even have lowered your work motivation. Managers and supervisors who evaluate and coach employees are also generally disappointed with typical work performance management and measurement processes. One ongoing stream of our research focuses on applying psychological theories and methodologies in order to improve work performance measurement and management, with the ultimate goal of contributing to large, sustained improvements in performance, and more satisfied employees.


This is an exciting opportunity to study and improve the ways that people (a) make and communicate judgments about others’ work performance, and (b) react to feedback from co-workers and supervisors about their own work performance. In so doing, we are contributing to the advancement of knowledge on an intriguing real-world problem that has hampered productivity for decades.


Here are some examples of our recent work in this area:

Goffin, R. D., Woycheshin, D. E., Hoffman, B. J., & George, K. (2013). The dimensionality of contextual and citizenship performance in military

     recruits: Support for nine dimensions using self-, peer, and supervisor ratings. Military Psychology, 25(5), 478–488. 



Jelley, R. B., & Goffin, R. D. (2001). Can performance-feedback accuracy be improved? Effects of rater priming and rating-scale format on

     rating accuracy. Journal of Applied Psychology, 86(1), 134-144. doi:


Jelley, R. B., Goffin, R. D., Powell, D. M., & Heneman, R. L. (2012). Incentives and Alternative Rating Approaches. Journal of Personnel

     Psychology, 11(4), 159–168. doi:10.1027/1866-5888/a000068


Goffin, R. D., & Olson, J. M. (2011). Is it all relative? Comparative judgments and the possible improvement of self-ratings and ratings of

     others. Perspectives on Psychological Science, 6(1), 48–60. doi:10.1177/1745691610393521


Goffin, R. D., Jelly, R. B., Powell, D. M., & Johnston, N. G. (2009). Taking advantage of social comparisons in performance appraisal: The

    relative percentile method. Human Resource Management, 48(2), 251-268. doi: 10.1002/hrm.20278


It is well known that hiring the most promising employees contributes to huge gains in productivity as well as to the well-being of the work force. How do companies decide whom to hire from among the many people who apply? There are a multitude of ways, including letters of reference, interviews, and a wide array of testing methods. Personality tests are among the more intriguing testing methods that are commonly used by today’s organizations. An additional stream of research that we actively pursue is the use of personality testing to help make decisions about who are the most promising employees to hire.


Determining the optimal application of personality testing within hiring situations is a fascinating puzzle that we are helping to solve. How does one decide which personality traits are the most relevant to a particular job? What role should personality testing play in hiring decisions when there is also information available on applicants’ abilities, experience, and other qualifications? How can we accurately assess applicants’ levels of job-relevant personality traits when those applicants are highly motivated to simply tell you what they think you want to hear in order to be hired? These are some of the key questions that we have made important contributions toward answering.


Here are some examples of our recent work in this area:

Goffin, R. D., & Spring, T. M. (2016). Is the Perceived Ability to Deceive confounded by General Mental Ability? Personality and Individual

     Differences, 101, 356–359. doi:10.1016/j.paid.2016.06.031


McLarnon, M. J. W., Goffin, R. D., Schneider, T. J., & Johnston, N. G. (2016). To Be or Not to Be: Exploring the Nature of Positively and

     Negatively Keyed Personality Items in High-Stakes Testing. Journal of Personality Assessment, 1–11. doi:10.1080/00223891.2016.1170691


Schneider, T. J., Goffin, R. D., & Daljeet, K. N. (2015). “Give us your social networking site passwords”: Implications for personnel selection

     and personality. Personality and Individual Differences, 73, 78–83. doi:10.1016/j.paid.2014.09.026


Feeney, J. R., & Goffin, R. D. (2015). The Overclaiming Questionnaire: A good way to measure faking? Personality and Individual Differences,

     82, 248–252. doi:10.1016/j.paid.2015.03.038


Goffin, R. D., & Boyd, A. C. (2009). Faking and personality assessment in personnel selection: Advancing models of faking. Canadian

     Psychology/Psychologie Canadienne50(3), 151-160. doi: 10.1037/a0015946

Rothstein, M. G., & Goffin, R. D. (2006). The use of personality measures in personnel selection: What does current research support?. Human

     Resource Management Review16(2), 155-180. doi:10.1016/j.hrmr.2006.03.004


This lab currently has five members:



Dr. Richard D. Goffin


Current Graduate Students

Justin Feeney, MSc; PhD Candidate

Kevin Doyle, MSc; PhD Candidate

Kabir Daljeet, MSc; PhD Candidate

Erica A. Giammarco; PhD Candidate

Rebecca Factor, MSc Candidate


If you are interested in volunteering in the lab, please contact Dr. Richard Goffin.

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