2003 IMTA Proceedings - International Military Testing Association

For the validation analyses, a final sales performance composite was derived. Recruiting
Command policy makers provided the following weights on the criterion measures:
(1) production data (corrected) = 50%; (2) Selling Skills ratings = 30%; (3) Human Relations and
Organizing Skills ratings = 10% apiece. Weighted standard scores for each component of the
composite were summed and became the criterion against which the validity of the predictors
were determined.
Table 1 presents the significant validities for the refined AIM and BIQ scales. In the
scale refinement process, items with higher correlations against the criterion were given a higher
weight in the scale score. Various cross-validation analyses suggested that the validities in Table
1 are reasonable estimates of these two instruments’ validity, without capitalizing on chance.
The SAP, EQI, and NEO results were not quite as positive as were the AIM and BIQ results.
Table 1
Correlations of AIM and BIQ Scales With the Sales Performance Criterion
Performance Composite
Scale
N = 446-453
AIM Work Orientation .28**
AIM Leadership .26**
AIM Agreeableness .10*
BIQ Hostility to Authority -.14**
BIQ Social Perceptiveness .18**
BIQ “Natural” Leader .32**
BIQ Self-Esteem .25**
BIQ Interpersonal Skill
**p < .01 *p