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WINT - R3 (Work Integrity Test - 3rd Revision) Sample Report

Report for: Sample Reports
Completed on: Oct 28, 2024 at 04:36 PM (GMT -6)
Completed in: 44 min

There's no doubt that the majority of employers are keen on finding job candidates who possess a strong degree of integrity. Even in fields where a little deception is encouraged (e.g. sales), the nearly all managers and, most importantly, customers, want to do business with someone who is honest, trustworthy, responsible, and dependable. While a case could be made that some degree of dishonesty at work is expected and therefore, acceptable because "everyone does it" (like taking personal calls at work), it only takes on broken rule or one minor dishonest act to tarnish a person's professional reputation.

Your Personality Type: The Nettler

Nettlers are reasonably skilled at understanding emotions, but can sometimes be indifferent to the feelings of others. They may say or do things without consideration for how it will impact the people around them. And if a Nettler is able to pick up on a person's vulnerabilities (e.g. a lack of assertiveness) they will use it to their advantage if it suits their needs. They know which buttons to push, which could put Nettlers at an advantage in certain types of negotiations, but it would also potentially make them poor mentors and managers. Overall, Nettlers are not well-suited to leadership positions or customer service. They may thrive in an environment with highly structured and supervised teamwork, and well-designed, solo assignments that don't require too much cooperation.

In order to climb the ranks socially and professionally, Nettlers may sometimes use veiled intimidation or other unscrupulous means, like rumor-mongering or gossip. Try as they might to hide feelings of anger, frustration orbitterness, these emotions might seep through when Nettlers are under stress or with people who bring out the worst in them (e.g. a micromanager, a bullying colleague).

Some Nettlers may contend that their occasional malice is a survival mechanism: If they are treated poorly or cruelly, they will respond in kind. Nettlers can be chronic complainers and adopt a victim attitude, which they will use to justify their actions (blaming others for mistakes, using someone as a scapegoat). When in a confrontation, they will focus on the hurt or the negative things that were said, rather than learning from the situation and moving on. Although they can pick up on some social cues, they may also read too much into a situation, seeing a slight where none was intended. This could mean that many Nettlers will hold a grudge, perhaps even for years. This could also mean, however, that if treated with respect and kindness, the Nettlers' edge might soften.

"Integrity has no need of rules." - Albert Camus

Over the past several years, honesty and integrity testing in the workplace has become more and more prevalent. There are several reasons for this increase. First, organizations that had in the past utilized polygraph testing for their employees were forced to stop due to new legislation. This created a void in this type of testing - something that these companies likely regretted because they knew that testing for honesty has benefits, both in the quality of personnel hired and in the reduction of theft and other counterproductive behavior. Second, companies are realizing that the high cost of turnover, even in entry-level jobs, merits more careful selection procedures. And finally, evidence suggests that organizations and companies have reason to fear that their employees may in fact steal from them: Studies show that in companies where honesty testing has been implemented, theft and other forms of dishonest behaviors have decreased dramatically.

That being said, honesty tests must be interpreted cautiously, and in the context of other information about the individual taking the test. No selection decisions should be made solely on the basis of the results of a test; honesty assessments should be used as just one part of the selection process. In addition, tests should be used only for jobs for which it is relevant, such as those that involve access to money and merchandise, jobs where there isn't much supervision or strict enforcement of rules, and other occupations vulnerable to dishonest behavior.

Impression Management

Probability of social desirability bias

13

Overall Score

64

Conscience

64

Attitude Towards Dishonest Behavior

71

Justifying Dishonest Behavior

67

Cynical View of Morality

30

Cynical View of Humanity

28

Remorsefulness

79

Values Integrity

56

Manipulation

11

Deception

61

Conscientiousness

54

Trustworthiness

50

Accountability

43

Organizational Commitment & Loyalty

57

Self-Interest

25

Sense of Grandiosity/Superiority

18

Desire for Admiration

27

Egocentrism

33

Red-flag traits/attitude

33

Disdain for Gullible People

58

Disdain for Rule-followers

18

Disdain for Weakness

50

Maliciousness

28

Schadenfreude

44

Antagonism

17

Vindictiveness

54

Machiavellianism

41

Overall Score

Overall level of integrity and professionalism.
64
Sample's score indicates that his propensity for dishonest behavior is average. He is likely honest in some situations, but in others, he may find himself giving in to the temptation to act dishonestly. This does not necessarily mean that he will "misbehave" in an organization, but it does indicate that he could occasionally fall into the trap of acting inappropriately in tempting situations, perhaps when he thinks his chances of getting caught are low, or when he believes the act he is committing is minor. While certain dishonest acts may seem harmless (making a personal call during work hours, taking extra time on his lunch, taking pens or small office supplies), an employer could see his actions as a breach of trust and most importantly, as grounds for dismissal.

Conscience

Degree to which a person adopts and maintains a clear set of principles.
64
Our conscience is that inner voice that encourages us to question our motives before or after we commit an act that we feel is deceitful or dishonest. This moral perception, typically instilled at a young age based on spoken and unspoken rules of conduct, tends to be the basis from which people make their decisions on how to behave in certain situations. Those who follow their conscience may be more likely to make decisions and take action - for the better - based on its guidance. Reviews Sample's results below for details on the factors that contribute to this scale, and how he performed.

Attitude Towards Dishonest Behavior

Examines the extent to which a person feels certain dishonest behaviors are wrong.
71
Sample seems to have a fairly negative, punitive attitude towards many of the dishonest behaviors mentioned in the test, although he may have been less strict with a few of them. Overall, he is not likely to tolerate most acts of dishonesty, particularly extreme ones (e.g. theft). While breaking some rules might seem innocent enough, he recognizes the potential damage it could cause to those who are victims of the act and those who commit it. Sample seems to sympathize with the former, even when the victim is a big organization. While there isn't a direct link between attitude and behavior, studies have shown that there is a correlation, which could mean that in a workplace setting, Sample is unlikely to overlook most acts of dishonesty.

Justifying Dishonest Behavior

Assesses whether a person tends to rationalize acts of dishonesty.
67
In at least some of these cases on the test, Sample was willing to excuse the actions of those who committed acts of dishonesty if he felt that they had been wronged themselves. Many people who are unhappy at work seek indirect revenge on their employers to make up for perceived injustices. An employee may, for instance, steal some merchandise to "make up" for poor pay or surf the Internet when they feel their bosses demand too much of them. If this attitude translates to Sample's own behavior, it could mean that his honesty depends on the circumstances he finds himself in - and employers will be hard-pressed to place their confidence in him, particularly when he feels he has been treated unfairly.

Cynical View of Morality

Assesses whether a person has a negative view of morals and principles.
30
Sample deems morality as essential, and this attitude likely plays a prominent role in his own life. It is his conviction that adopting a clear code of ethics for everyone to follow is the best option for an organization and a society as a whole, as it is perhaps the only way to maintain order and ensure fairness. While he may not agree with all rules and laws, he does think it's important to follow them. He believes quite strongly in his own principles and those established by others. While his attitude is commendable, what matters is how he reacts when he is put in a moral-testing situation. He needs to be able to stand by his convictions.

Cynical View of Humanity

Degree to which a person has a pessimistic view of humanity.
28
Sample believes that most people are well-intentioned and fundamentally good. He takes people at their word, gives them the benefit of the doubt, and has faith in their abilities. Cynicism is not in his nature; to Sample, everyone is trustworthy unless proven otherwise. This is likely going to make teamwork and getting along with others an easier process. He needs to keep in mind, however, that trusting people too easily can prove disadvantageous. While his belief in the goodness of human nature is admirable, he needs to make sure that the people he places his faith in deserve it. There's nothing wrong with being a little cautious.

Remorsefulness

Degree to which a person feels regret for committing transgressions.
79
Sample tends to experience a sense of regret when he has behaved in a way that he believe is out of line. While he may not feel bad after every rule he breaks or lie he tells, he is likely to experience a fair amount of remorse when a transgression he has committed results in serious consequences, be they personal, professional, or financial. When his deceit comes at the expense of others, he is likely to feel at least some degree of remorse, which may discourage him from doing it again.

Values Integrity

Degree to which a person acts in accordance with his/her values.
56
The fact that Sample sometimes purposely chooses to put aside his principles even when he knows it is wrong to do so is a concern. There are some situations where he feels incapable of standing by his values; he may find himself doing what other people want, or what he feels is expected of him rather than what he personally feels is right. He may also find it difficult to rise above peer pressure, which means that he might ignore injustices or immoral behavior even if they're wrong. While it can be a challenge to stand by his values in situations where turning a blind eye would be so easy, Sample needs to ask himself whether doing so is something he can live with.

Manipulation

Degree to which a person is likely to influence others to suit his/her own purpose.
11
When Sample wants something from someone, he will simply ask them. He is not the type of person who manipulates or conspires to get someone on his side; he prefers to earn someone's loyalty. This probably puts people's minds at ease and makes it more likely that they will rely on him in times of need. The idea of using people's emotions against them in order to gain something does not sit right with Sample at all. When he does something for others he does so because he wants to, not because he is trying to gain leverage. Using others in order to achieve what he wants does not play into his plans. He is not a cold and calculating person and refuses to take advantage of others for his own personal gain.

Deception

Degree to which a person is likely to lie to or deceive others.
61
Sample never completely reveals what he is thinking, and others are likely unsure sometimes about his intentions or whether they can take his words at face value. Perhaps he prefers to keep his opinions and feelings to himself until he knows he can trust a person. If, however, he is knowingly being insincere and presenting himself as someone he is not, this will not go over well with others when he does show his true self. The fact that he often hides who he is will make people question whether he is genuine and whether being associated with him is worth the trouble.

Conscientiousness

Assesses the degree to which a person is productive and responsible at work.
54
Research on conscientiousness has continually linked it with professional success, job satisfaction, and workplace integrity. A person who is conscientious is a purposeful and industrious individual who continuously strives to accomplish more and to meet even the toughest work demands. This person does not shy away from big workloads or responsibility. They are dedicated to doing their duty and more if need be, making them a highly-valued employee. Reviews Sample's results below for details on the factors that contribute to this scale, and how he performed.

Trustworthiness

Degree to which a person can be trusted.
50
Others will find it difficult to trust Sample, or may at least experience doubts about him. Some of the decisions he makes or actions he takes will cause others to wonder whether they can ever fully trust him. He may also have issues with discretion. Sample is either not aware that some of his behaviors are questionable, or is not very concerned about how they impact people's impression of him. Whatever the case, his inconsistent trustworthiness can cause some serious and potentially irreversible damage to his reputation. He needs to make it a priority to earn people's trust. He may only keep someone's trust if breaking it would result in severe consequences for him.

Accountability

Assesses whether a person is willing to take responsibility for his/her actions, good and bad.
43
Sample takes responsibility for some of his actions, but doesn't do so on a consistent basis. He might come up with a valid rationale for why things didn't work out for him and might admit to having played a part, but will not entirely own up to his responsibilities. Sometimes, he will make the necessary changes to advance and improve, but this isn't always the case. His performance depends a great deal upon his actions and decisions - he needs to improve his level of accountability.

Organizational Commitment & Loyalty

Degree to which a person is devoted to a company and dedicated to doing a good job.
57
Although Sample is likely to be loyal to a company if he really enjoys working there, this also means that his sense of loyalty is, at most, conditional. Under the right circumstances (e.g. what he perceives to be a better job opportunity), he may renounce his allegiance to a company. This may leave employers and teammates with the impression that he is not very reliable, which could tarnish his reputation. Moreover, if he is not entirely committed to an organization, Sample may not feel that it is necessary to put in a dedicated effort to get work done well.

Self-Interest

Degree to which a person focuses on his/her own interests and disregards others'.
25
Although looking out for one's own needs isn't wrong under all circumstances, employers have a reason to be concerned about someone who displays this inclination. When someone is looking out only for themselves, they are more likely to develop the reputation of being difficult to work with. Self-interest and teamwork simply do not meld well together. Reviews Sample's results below for details on the factors that contribute to this scale, and how he performed.

Sense of Grandiosity/Superiority

Degree to which a person feels superior to others.
18
Sample may very well have certain advantages over others, but he does not believe he is superior to them. He recognizes that there are aspects of himself that he can still develop, and while this doesn't necessarily mean that he is actively doing so, he is at least aware that he has room to grow. He knows that he is not infallible and likely doesn't give others this impression either. He also doesn't expect to have things handed to him without having to work for them, nor does he expect others to bend to his will. Evidently, Sample wants people to respect him and to acknowledge his efforts, but he is not the type of person to be demanding. He makes his way in the world by working hard, being adaptable, and creating his own opportunities.

Desire for Admiration

Degree to which a person seeks out and yearns for admiration.
27
Sample experiences a great deal of pride and satisfaction after achieving something - getting praise from others is simply an added bonus. He doesn't thrive on admiration, although he likely wouldn't object to some recognition and gratitude on occasion. Even if he accomplishes something major, he wouldn't be too disappointed if he were not praised for it. Basking in the spotlight of others' esteem isn't really his style.

Egocentrism

Degree to which a person puts himself/herself first.
33
Sample tries to help others as often as possible and will put in whatever effort is necessary to fulfill their needs; in fact, he will likely give more on some occasions. The well-being of the people around him is extremely important to him, and he wants to make sure that the lives of others are made better by his efforts and involvement. Sample gives selflessly and strives to make a positive impact on the world and the people he comes in contact with. It seems to be his natural instinct to be kind and altruistic.

Red-flag traits/attitude

Degree to which a person possesses disadvantageous traits that can affect the work atmosphere and morale of others.
33
The repercussions of having to interact with someone who has a toxic personality are staggering. Not only is this person very difficult to get along with, his/her abrasiveness can spread like a virus, impacting morale, unity, and job satisfaction. People who possess the problematic characteristics below almost always do more harm than good in an organization. Reviews Sample's results below for details on the factors that contribute to this scale, and how he performed.

Disdain for Gullible People

Degree to which a person has a harsh view of gullible people.
58
It sometimes irks Sample when a person accepts information blindly, without questioning its source or validity. A certain degree of wide-eyed innocence can appear charming, but people who are exceedingly gullible can occasionally rub him the wrong way. He is likely someone who thinks it's important to think critically about information - a healthy level of skepticism, in his mind, is essential. Anyone who thinks otherwise may strike him as a little foolish.

Disdain for Rule-followers

Degree to which a person has a harsh view of people who obey rules.
18
Sample believes that rules are in place for a reason. While this doesn't guarantee that he will follow them consistently, it does indicate that he has some sense of respect for authority. Most importantly, he thinks that people who obey rules and orders are setting a good example for others. He generally has no issue with people who are strict rule-followers.

Disdain for Weakness

Degree to which a person abhors weakness in others.
50
Everyone has their faults and vulnerabilities, but that doesn't necessarily mean Sample wants to bear witness to them. When someone appears weak or helpless, part of him will feel sympathy or pity; he probably thinks it's generally fine for them to lean on others in difficult times. He also likely believes, however, that people have to learn to be self-sufficient. Weakness in others may not bother him to an extreme degree, but people who constantly play the victim will likely lose his respect.

Maliciousness

Degree to which a person is intentionally callous and harsh.
28
It is not in Sample to be intentionally cruel to others. While he may occasionally offend someone, he likely doesn't set out to do so. He would rather keep his opinion to himself than speak ill of a person or hurt their feelings. Even when someone rubs him the wrong way, he will not lower himself to their level. He strives to be civil and diplomatic.

Schadenfreude

Degree to which a person takes pleasure in the misfortunes of others.
44
Sample believes that other people's struggles should be viewed with pity, not mockery - even if the people in question are those who have wronged him. At most, he may feel a sense of gratitude that he is not in their place, but he takes little if any pleasure in the miseries of others. He would rather not tempt fate by gloating over other people's misfortunes.

Antagonism

Degree to which a person displays intense and often unnecessary hostility.
17
It is not in Sample's nature to be antagonistic or argumentative; in fact, he may prefer to withdraw from a confrontation in order to avoid "rocking the boat." Even if others try to pick a fight with him, it is extremely unlikely that he will allow himself to be drawn in. It is not in him to be hostile or to antagonize others. He prefers to adopt a collaborative attitude, and this is likely reflected in the way he interacts with people and generally behaves on-the-job.

Vindictiveness

Degree to which a person is inclined to take revenge when wronged.
54
It's not always easy for Sample to let a transgression go; part of him wants nothing more than to seek retribution. He may be more likely to take this route when he feels someone has really hurt him or when he feels the person really deserves to be taught a lesson. He likely recognizes that righting a wrong by committing another dishonest act is not proper, but may feel it's his only option under some circumstances. Sample is not always willing to merciful; in his mind, some actions cannot go unpunished.

Machiavellianism

Degree to which a person displays traits that characterize a Machiavellian personality.
41
Sample is not a full-blooded Machiavellian, but does share some of the characteristics of this personality type. While this doesn't necessarily mean that he will callously step on others in order to get what he wants, he is at least somewhat opportunistic. This may be a function of his world view: While he considers it important to conduct himself honorably, he also feels that sometimes, achieving what he desires requires under-handed means. In his view, it's a matter of self-preservation in a sometimes tough and cruel world.

Impression Management

Probability of social desirability bias

What is Impression Management?

Impression Management assesses the degree to which results on a test are distorted, biased, or manipulated. It is added to assessments like this one in order to call attention to suspicious test-taking behavior. When taking aptitude or personality tests, some people will try to present themselves in a better light, especially if the stakes are high, such as when they are applying for a job. The person may deliberately or subconsciously choose to underreport negative behaviors or overreport positive ones, or he or she may select responses that he or she believes other people will give under the same circumstances. Other names for concepts similar to Impression Management (though not necessarily identical) include Social Desirability, Gaming the Test, Faking, Faking Good, Distortion, Lying, and Self-deception.

How is Impression Management assessed?

A test-taker's answers on the Impression Management questions are compared to the responses of the general population who also took this assessment. When someone selects socially desirable responses that are rarely endorsed by other people, there is reason to believe that a self-presentation bias is at play.

It is important to keep in mind that a socially desirable response to any single Impression Management question could actually be the truth, in that the person is actually as good or as skilled as he or she is claiming to be. However, if most or all the questions on the scale follow a socially desirable pattern, it is unlikely that the person is being truthful, though not entirely impossible.

How should an Impression Management score be interpreted?

The information offered by an Impression Management scale is meant as a cautionary note, an indication to pay careful attention to the test-taker's results and to his or her responses in an interview. A high probability of social desirability casts doubt on a person's results, but this doesn't mean that he or she should automatically be dismissed solely based on that. The hiring manager should view this as a sign that they need to be particularly thorough when interviewing the candidate, paying special attention to the skills and traits a person claims to have and probing in the interview to see if the person is really as good as he or she claims to be. For additional tools that can help with the hiring process, we suggest that you use the interview questions module available in ARCH Profile, which provides questions that are tailored to a test-taker's results and specifically designed to probe deeper.

There is one caveat: any Impression Management scale can produce a false negative. People who are familiar with psychometrics may be able to detect Impression Management questions and achieve a low score. A false positive is also possible, in which a person is actually as wonderful and honest as he or she claims to be. However, both of these conditions are quite rare.

How did this test-taker perform on Impression Management?

The probability that Sample's responses were influenced by social desirability bias is very low.

This means that he was most likely being honest in his responses. Consequently, there is reason to believe that his results on the scales are an accurate reflection of how he conducts himself in reality. Even with a low likelihood of social desirability, it would still be a good idea to ask Sample probing interview questions in which you ask for concrete examples of situations when he displayed certain positive characteristics or competently managed challenging circumstances.

The following is a summarized version of Sample's results. The Strengths refer to characteristics that contribute to his level of integrity. The Potential Strengths refer to characteristics that he should nurture (or curb) in order to improve his integrity. The Areas of Concern highlight characteristics that employers could consider problematic and that he should consider changing.

Strengths

  • He has an optimistic and idealistic view of morality
  • He is altruistic
  • He does not see himself as superior to others
  • He has little, if any desire, for admiration
  • He is not a manipulative person
  • He has an optimistic view of humanity
  • He respects rule-followers
  • He is kind and compassionate
  • He does not take pleasure in the misfortunes of others
  • He is not a hostile person

Potential Strengths

  • He has a reasonably strict attitude toward dishonest behavior
  • He generally feels remorse when he has done something wrong
  • He does not have a strong disdain for gullible people, but may view some of them as a little shortsighted
  • He doesn't abhor weakness, but may be averse to self-victimization
  • He can be a little vindictive, but only if someone has truly wronged him
  • He possesses a few traits that are characteristic of Machiavellianism, but not to an extreme

Areas of Concern

  • He tends to justify and rationalize dishonest behavior
  • He is not always willing to stand by his values
  • He doesn't make it a point to show others that he is trustworthy
  • He is not always willing to take responsibility for his actions
  • He doesn't seem to display a great deal of loyalty and commitment to a company
  • He is not opposed to using deception to get his way
Why a manager's integrity matters: 16% of people in our sample would act dishonestly if their boss was also dishonest.

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