The 16PF and Marital Satisfaction Inventory as predictors of missionary job success.

Cousineau, Amy E. ; Hall, M. Elizabeth Lewis ; Rosik, Christopher H. 等

The present study evaluated the 16PF and Marital Satisfaction Inventory (MSI) in terms of their ability to predict missionary success, as measured by supervisor evaluations and attrition data. A sample of 158 missionary candidates from a large, evangelical mission agency completed the 16PF and the MSI as part of the application process to become career missionaries. The supervisor's recommendations for return to the team were positively correlated with group-orientation on the 16PF. Attrition was negatively correlated with the trait of enthusiasm on the 16PF. Job performance was positively correlated with the trait of group-orientation on the 16PF and negatively correlated with marital distress and dissatisfaction with time spent together on the MSI. Job satisfaction was positively correlated with the traits of being cool and reserved, and conservative on the 16PF.

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There is currently a dearth of research linking prefield assessment tools for missionaries and job success. Following Cureton (1988), Hall and Sweatman (2002) articulated the ethical and practical need for studies demonstrating that assessment instruments have criterion-related validity, that is, that they are able to predict how missionaries will do "on the job." This article will explore the predictive value of two of those tools, the 16PF and the MSI, to various aspects of job success. The outcome variable of job success will first be explored, followed by a description of the 16PF. The few studies linking the 16PF to job success will then be reviewed. Marital satisfaction and its potential links to job success will then be discussed.

Job Success

Job success is notoriously difficult to define. Expatriate/missionary success has been operationalized as completion of assignment (Haynes, Tan & Baker, 1990), job satisfaction (Andrews, 1999; Judge, Heller, & Mount, 2002; Sunkyu, Gentry, & Hyun, 2001), adjustment (Caligiuri, 2000; Deller, 1997; Furnham & Erdmann, 1995), and job performance (Dalton & Wilson, 2000; Kraimer, Wayne, & Jaworski, 2001; Mount, Barrick, & Stewart, 1998; Ployhart, Lim, & Chan, 2001). Completion of assignment is perhaps the easiest kind of data to obtain. However, it does not seem adequate to describe the full picture of job success or failure. Job satisfaction may also be a part of job success, but could not be the sole determinant. It is possible, after all, for someone to be very satisfied in a job not well done.

Job performance seems to be the best overall construct for measuring success or failure. At the most concrete level, job performance could be assessed in terms of whether or not the employee completed the task assigned. Sometimes, a task analysis will be able to easily define what the employee is supposed to do and it will therefore be relatively simple to assess whether or not the task was completed. With missionaries, however, the "assigned task" becomes complicated by the nature of the work. Typically, the missionary's job is 24-7 in nature (Hall & Sweatman, 2002). In addition to a specific job title (e.g., translator, pastor), the missionary is also expected to represent Christianity through his or her lifestyle and daily activities. Therefore, the term "job completion" for the missionary encompasses a much wider berth of activities and possibly necessitates a much longer list of competencies to perform the job adequately.

Supporting this conclusion, Kraimer, Wayne, and Jaworski (2001) thought that there should be a contextual dimension added to the task dimension of job success or completion for expatriates. In addition to task completion, a successful expatriate manager must be able to maintain good working relationships with other employees and host nationals in order to be effective. They based this on previous research and the theory that job performance cannot be divorced from cross-cultural adjustment for the expatriate.

16 Personality Factor Questionnaire

Cattell developed the 16PF by studying and measuring personality as recorded by human language (Cattell & Cattell, 1995). He studied these factors of personality through observer ratings, self-reports, and objective behavioral tests and then conducted factor analyses on them. Since the introduction of the 16PF in 1949, a sizable body of literature has accumulated confirming the basic usefulness of the test. The most common critique of the 16PF is that it could be simplified to more basic factors (Noller, Law & Comrey, 1987). Despite the criticism, the 16PF is regarded as one of the more reliable measures of personality.

The 16PF has been empirically linked to job performance. Haynes, Tan, and Baker (1990) administered the MMPI, 16PF, and Myers Briggs Type Indicator (MBTI) to a group of 64 missionaries. They found that the N (privateness) and Q2 (self-reliance) scales predicted the missionaries who persevered. The missionaries who continued tended to be more private and self-reliant. Bartram (1992) profiled 1796 short-listed managerial applicants in the United Kingdom and found that they were more independent, controlled, conventional, and stable extroverts as measured by the 16PF. Britt (1983) conducted a study with 153 adult overseas field staff for the Agape Movement of Campus Crusade for Christ. Job success was measured by a success inventory that was derived from the mission agency's rating system. Success was defined as personal, emotional, social, and spiritual maturity. He found that the "undisciplined vs. controlled" (the ability to bind anxiety) construct on the 16PF accounted for most of the variance in job success. Successful missionaries had better work habits, preferred to keep their emotions under control, and were organized.

Marital Satisfaction

There have been several studies examining the possible positive effects of marital satisfaction on job performance. Rogers and May (2003) found that marital quality has a long term influence over job satisfaction. They used data from a longitudinal study that interviewed participants four times over 12 years, a sample of 1,065 married individuals. Their results indicate that the higher the marital satisfaction, the higher the job satisfaction. They also found that increased marital discord is inversely correlated to job satisfaction. It should be noted that tests of marital satisfaction with better levels of reliability and validity have been developed since the collection of these particular data. In particular, the Marital Satisfaction Inventory (MSI), used in the present study, has strong empirical foundations.

Barnett (1994) conducted a longitudinal study with 300 women over two years. She found that marital role quality acted as a moderating factor between job role quality and psychological distress. When marital quality is high, participants' psychological distress is not as greatly affected by job quality. When marital quality is low, then participants' level of distress is more dependent on job quality. It should be noted that these results can only be generalized to women who are employed full time.

MSI and depression. As of yet, the MSI has not been studied as a predictor of job satisfaction or performance with missionaries or expatriates. However, one study has linked marital satisfaction as measured by the MSI to depression in missionaries (Sweatman, 1999). In a sample of 34 married couples serving as long-term missionaries, Sweatman found that the individual's global marital dissatisfaction score accounted for 17% of the variance in depressive symptomatology, with significance at .001. A post hoc analysis indicated that the Time Together scale had the highest correlation with depression scores.

Depression and job performance. Although depression has not been linked in the literature to job performance specifically among missionaries or expatriates, there have been a limited number of studies on the topic with the generally employed. Druss, Schlesinger, and Harris (2001) conducted a longitudinal study in three major US corporations over the course of two years. The first survey was completed by 14,587 employees, and the second survey was completed by 9,294 of the employees who had responded to the first survey and were still employed by the corporations. They measured the effects of depression on job performance, defined as missed work days and productivity. They found that the odds of depressed employees taking sick days were over twice as high than for employees without depressive symtomatology. They also found that the odds that those with depression would report decreased effectiveness was over seven times as high as those without depression.

Lerner et al. (2004) conducted a longitudinal study over six months with a sample of 572 employees, looking for a relationship between depressive symptoms and new unemployment, presenteeism (diminished job performance and productivity), and absenteeism. They found that depressed employees were significantly more likely to be newly unemployed, have diminished job performance and productivity, and be absent from work than employees without depression. The follow-up unemployment rates were 41% for the depressed group, as opposed to 5% for the nondepressed group (p < .001). The depressed group had between 6 and 10% productivity loss, as compared to 2-4% for the nondepressed group. The depressed group reported limitations in ability to perform mental and interpersonal tasks twice as much.

Wang et al. (2004) conducted a study with 286 participants in the airline industry. They attempted to avoid the recall bias that limits many self-report studies by providing subjects with pagers and journals to report work performance. Participants were paged at random and recorded their work performance at the time of the page in their journals. Job performance was measured by self-reports of task focus (concentration vs. daydreaming), quality of work, speed, and efficiency. Depression was related to 18% loss in task focus and 7% loss in productivity. However, these results were not compared with a nondepressed group.

The Present Study

In the present study, the predictive values of personality factors, as measured by the 16PF, and marital quality, as measured by the MSI, on job success and attrition will be studied in a population of career missionaries with a large, evangelical missions agency. The research will be guided by the following two hypotheses.

The literature reviewed found that conscientiousness, neuroticism, privateness, self-reliance, independence, self-control, extroversion, and the ability to bind anxiety were all linked to various definitions of job success. Therefore, it was hypothesized that the aforementioned traits measured by the 16PF would be positively related to the supervisor's recommendation to return to the team, attrition, job performance, and job satisfaction in the current study.

It has been found that marital satisfaction is linked to job satisfaction and moderates the impact of job stress on the individual. The MSI itself has only been linked to depression in past research. The two most salient scales in this link are the distress and time together scales. Depression, in turn, has been linked to job performance. Participants who were more depressed had lower productivity while at work and were more likely to miss work or to be newly unemployed. In the present study, it was hypothesized that the overall score of marital dissatisfaction would be negatively related to job satisfaction and that the distress and time together scales would be negatively related to job performance.

METHOD

Participants

The participants in this sample were 158 missionary candidates at a Protestant Christian mission agency. There were 78 women (49.4%) and 80 men (50.6%), ranging in age from 22 to 68. The majority of the participants were European-American (77.2%); the rest of the missionaries identified themselves as Asian (10.1%) and other (12.7%). One hundred and forty two of the participants were married, representing 71 couples. At the time of the initial assessment, these missionary candidates were preparing to go to mission fields in Asia (44.9%), South America (14.6%), and Other (40.5). The assessments were conducted over a 20 year period beginning in 1982 and ending in 2002. The evaluations were also conducted over a 20 year period.

Instruments

Independent variables. The first set of independent variables used to predict missionary success included conscientiousness, neuroticism, privateness, self-reliance, independence, self-control, extroversion, and the ability to bind anxiety as measured by the 16PF. A large body of literature exists examining the validity of the 16PF. Meyer (1993) concluded that these research investigations support the validity of the test. The 16PF is further described above. The first edition of the 16PF was used in the current study.

The second set of independent variables used to predict missionary success were the missionary couples' levels of marital distress and dissatisfaction with their time together as measured by the Marital Satisfaction Inventory.

The Marital Satisfaction Inventory (MSI) is a self-report measure that provides a multidimensional assessment of marital interaction (Snyder & Costin, 1994). The MSI is filled out independently by both husband and wife, permitting comparisons of each spouse's evaluation of their marriage. It is comprised of 280 true-false items and includes one validity scale, one global satisfaction scale, and nine clinical scales. The clinical scales assess degree of satisfaction with spouse's expressed affection and understanding, effectiveness in resolving differences, quality and quantity of discretionary time together, level of agreement about family finances, quality and quantity of sexual activity, traditional vs. nontraditional marital roles, history of childhood familial distress, degree of satisfaction with parent-child relationships, and extent of spousal conflict regarding parenting. The first edition of the MSI was used in the current study.

The MSI was standardized on a sample of 322 husbands and 328 wives, representing a wide variety across sociodemographic indices (Snyder & Costin, 1994). Internal consistency as indicated by Cronbach alpha coefficients range from .80 to .97 (M = .88). Test-retest reliability coefficients range from .84 to .94 (M = .89). Numerous studies have found significant group discriminant validity on all 11 scales (Snyder & Costin, 1994). Convergent validity has also been found to be satisfactory, especially the Global Distress Scale, Time Together, Sexual Dissatisfaction, Affective Communication, Problem-Solving Communication, Dissatisfaction with Children, Conflict over Childrearing, Conventionalization (validity scale), and Role Orientation scales.

The participants filled out the 16PFs and MSIs used in the present study between 1982 and 2002.

Dependent variables. Job success was measured by the Term End Missionary Assessment Form currently utilized by the mission agency, completed during every furlough period, and by information provided by the agency regarding whether or not the missionary had ended his or her missionary career (attrition). The evaluation was filled out by the missionary's supervisor. This evaluation utilizes an open-ended question format. Each item asks the supervisor to respond to the area in question in narrative form, as well as to provide recommendations for further action. It asks for strengths and weaknesses in the following areas: personal, family, health, ministry, language, acculturation, and interpersonal skills. How well the missionary identifies with the goals of the organization, any lessons the missionary has learned, and recommendations for future development are assessed. Finally, the evaluation asks the supervisor whether the missionary is recommended to return to the team.

Items on the Term End Missionary Assessment Form were combined in order to operationalize different aspects of missionary job success, resulting in three clusters: (a) the supervisor's recommendation for return to the team; (b) job performance (including items addressing recommendations for future development, and ministry strengths and weaknesses); and (c) job satisfaction (including items addressing organizational life). These three clusters, along with the attrition data mentioned above, served as the dependent variables. The recommendations for future development (which were used to operationalize job performance) included items requesting developmental objectives for the missionary's skills, experience, and education. Organizational life (identified above as a subcomponent of job satisfaction) drew on items that addressed the missionary's identification with the mission agency's purpose, distinctives, objectives and strategy, and team unity. The times between initial assessment and last evaluation available for each missionary ranged from 39 months (3 years, 3 months) to 221 months (18 years, 5 months).

The Term End Evaluation form developed by the mission agency primarily contains qualitative data. Therefore, a rating system was developed to convert the qualitative data into a numeric scale. All of the items were scored on a three point scale with two exceptions. Both Ministry Strengths and Acculturation Weaknesses were scored as a simple number of strengths and weaknesses listed. The data were submitted to an interrater process in order to verify the reliability of the rating system. After the data had been rated by the primary researcher, an additional rater rated 20% of the data (cases selected randomly) after being trained in the rating system. The Pearson correlation yielded a coefficient of r = .821, p < .01, which meets criteria for agreement. Additionally, a factor analysis was run, measuring the association of each rater with a latent factor, understood as the latent trait of which each rater's opinions are a representation (Uebersax, 2000). Thus, if both raters' ratings load on the common factor, this can be interpreted as the degree to which each rater's ratings are associated with the latent factor. It was found that both raters' ratings loaded on the same factor at .495. This also indicates a satisfactory level of agreement on the same latent factor.

RESULTS

16PF

Supervisor's recommendations. Correlations were run in order to test the relationships between the traits of conscientiousness, neuroticism, privateness, self-reliance, independence, self-control, extroversion, and the ability to bind anxiety as measured by the 16PF and the supervisor's recommendation for return to the team, job performance (recommendations for future development, and ministry strengths and weaknesses), job satisfaction (organizational life: identification with the mission agency's purposes, distinctives, objectives, and team unity), and attrition. The means, standard deviations, and ranges for each of the subscales on the 16PF are summarized in Table 1. One hundred and twenty four participants took the 16PF.

Conscientiousness was operationalized on the 16PF 1st Edition as the G (Expedient vs. Conscientious), L (Trusting vs. Suspicious), and Q2 (Group-Oriented vs. Self-Sufficient) subscales. Neuroticism was operationalized as the C (Easily Upset vs. Calm, Stable), N (Forthright vs. Shrewd), O (Self-Assured vs. Self-Doubting), Q3 (Undisciplined vs. Self-Disciplined), and Q4 (Relaxed vs. Tense, Driven) sub-scales. Privateness was measured by the N (Forthright vs. Shrewd) subscale. Self-reliance was measured by the Q2 (Group-Oriented vs. Self-Sufficient) subscale. Independence and Self Control were measured by the Sin (Independence) and Sco (Control) global scales, respectively. Extroversion was operationalized as the A (Cool, Reserved vs. Warm, Easygoing), F (Sober, Serious vs. Enthusiastic), E (Not Assertive vs. Dominant), H (Shy, Timid vs. Venturesome), M (Practical vs. Imaginative), Q1 (Conservative vs. Experimenting), and Sex subscales (Extraversion). The ability to bind anxiety was measured by the Q3 (Undisciplined vs. Self-Disciplined) subscale.

Due to the large number of independent variables, Bonferroni corrections were performed, yielding a probability level of .006. The relationships between the various 16PF 1st Edition traits and supervisor's recommendation for return to the team, job performance, job satisfaction, and attrition are reported in Table 2 and discussed as follows.

Six correlations were significant at the Bonferroni correction level. The supervisor's recommendation for return to the team was related to the group-oriented vs. self-sufficient scale (Q2; r = -.265, p < .006). This suggests that the more group-oriented the missionary, the more likely he or she is to be unconditionally recommended for return to the team.

Job performance. When exploring job performance, the supervisor's recommendation for future development was related to the group-oriented vs. self-sufficient scale (Q2; r = -.265, p < .006). This indicates that the more group-oriented the missionary, the fewer recommendations for future development were made. However, neither ministry strengths nor ministry weaknesses were related to any of the 16PF 1st Edition subscales.

Job satisfaction. When exploring job satisfaction, it was found that identification with the purposes of the mission agency was related to the cool and reserved vs. warm and easygoing scale (A; r = -.223, p < .006). This indicates that the more cool and reserved the missionary, the more likely he or she identifies with the purposes of his or her mission agency. Job satisfaction as measured by the identification with the mission agency's distinctives component of organizational life was not related to any of the 16PF 1st Edition scales. Identification with the objectives of the mission agency was related to the cool and reserved vs. warm and easygoing scale (A; r = -.227, p < .01), indicating that the more cool and reserved the missionary, the more likely he or she was to identify with the objectives of the mission agency. Job satisfaction as measured by the identification with the mission agency's team unity component of organizational life was related to the degree to which each missionary identified as conservative vs. experimenting (Q1; r = -.228, p < .01). This suggests that the more conservative the missionary, the more likely he or she is to identify with the mission agency's team unity.

Attrition. Attrition was related to the degree to which the missionary identified as sober, serious vs. enthusiastic (F; r = .249, p < .006). This indicates that the more enthusiastic the missionary, the more likely he or she is to continue on the field.

MSI

One hundred and forty one participants took the MSI prior to entering the field (one individual of the 71 participating couples did not complete the instrument). The mean marital distress score was 43.36, with a standard deviation of 3.96 and range from 40 to 65. The mean time together score was 44.36, with a standard deviation of 7.07 and range from 36 to 68. Bonferroni corrections were calculated, yielding a probability score of .025. The Pearson correlation run for this hypothesis yielded no relationship between the missionaries' level of marital dissatisfaction and job satisfaction. There was also no relationship between the marital distress scale and missionary ministry strengths and ministry weaknesses. There was no relationship between the dissatisfaction with time together scale and the missionaries' ministry strengths and weaknesses. However, it was found that recommendations for future development were related to marital distress (r = -.209, p < 0.01) and dissatisfaction with time spent together (r = -.227, p < 0.01). This suggests that the more dissatisfied the missionary couple is with their marriage and the time they spend together, the more recommendations were made for future development.

DISCUSSION

The hypothesis that the supervisor's recommendation for return to the team, job performance (recommendations for future development, and ministry strengths and weaknesses), job satisfaction (organizational life: identification with the mission agency's purposes, distinctives, objectives, and team unity), and attrition would be related to the 16PF traits of conscientiousness, neuroticism, privateness, self reliance, independence, controlled, extroversion, and the ability to bind anxiety was partially supported by the Pearson correlations and multiple regressions that were run.

The results indicated that the more practical, shrewd, conservative, group-oriented, and perfectionistic the missionary, the more likely he or she is to be unconditionally recommended for return to the team. The trait of group-orientation had the most ability to predict unconditional recommendation for return to the team. The ability to work as a member of a team is highly prized in mission agencies, and this particular finding is not surprising. These findings also suggest that missionaries who were unconditionally recommended for return to the team identified themselves as keeping their emotions controlled, agreeing with earlier findings from Britt's (1983) study.

Job performance results found that the more rule-conscious the missionary, the lower the severity of weaknesses was reported for him or her. The findings that greater degrees of following the rules are related to lower levels of ministry weaknesses are intuitive as well as backed up by earlier research. The trait of rule-consciousness is part of the overall conscientiousness domain that was found to predict job performance by numerous studies (Dalton & Wilson, 2000; Judge, Heller, & Mount, 2002; Mount, Barrick, & Stewart, 1998; Ones & Viswesvaran, 1997; Ployhart, Lim, & Chan, 2001; Salgado, 1997).

Job satisfaction results indicated that the more cool and reserved the missionary, the more he or she will identify with the purposes of the mission agency. Haynes, Tan, and Baker (1990) found that missionaries who were more private (and possibly then more reserved) were more likely to continue on the mission field. Perhaps it is this perseverance that is related to a dedication or identification with the mission statement of the mission agency.

The results regarding identification with the mission agency's distinctives suggested the more cool and reserved the missionary, the more he or she will identify with the distinctives of the mission organization. The trait of being reserved as it relates to the overall construct of extroversion appears to be amenable to working in a religious organization that demands a great deal of cooperation between individual missionaries, mission organizations, and local churches. Perhaps being more introverted and reserved proves to be an asset when navigating the social norms of other agencies and cultures.

The identification with the mission agency's objectives results indicated that the more cool and reserved, conscientious, conservative (not prone to risk-taking), and accommodating the missionary, the more he or she will identify with the objectives of the mission agency. The trait of reservedness had the highest predictive value, predicting high levels of identification with the objectives of the mission agency. The objectives of this particular mission agency include using research, motivation, and training to mobilize Christian leaders to reach their nations. The trait of reservedness may tap into the research component of the mission agency's objectives, in which not being overly easygoing is an asset.

The identification with the mission agency's team unity findings suggest that the more conservative the missionary, the more likely he or she will identify with the team unity of the mission organization. This mission agency places great importance on team work as the core unit of missionary service. The conservativeness trait is indicative of a person who con forms to the needs and demands of the group, serving the best interest of the group over the interests of the individual, making this trait an asset when working in a team.

Finally, the results on attrition indicated that the more enthusiastic, grounded, group-oriented, and relaxed the missionary the more likely he or she was to remain on the field. The trait of enthusiasm has to do with how extroverted the missionary is, a valuable asset in those who are expected to function as a team member and relate to people from a culture most likely very different from the missionaries' own. The finding that group orientation prevents attrition runs counter to previous research (Haynes, Tan, & Baker, 1990). However, the mission agency missionaries used in the current project operate in teams. It would be fully expected that missionaries who are more group-oriented would thrive in this particular organization.

The hypothesis that the global marital distress and dissatisfaction with time together scales on the MSI would be related to job performance was only partially supported in that only the recommendations for future development component of job performance was related to these scales. Specifically, the more dissatisfied the missionary couple was with their marriage and the quality of time they spent together, the more recommendations for future development were made. Higher dissatisfaction with time spent together predicted the higher number of recommendations for future development. These findings provide the first direct link between MSI scores and at least one aspect of job performance.

In conclusion, it was found that several scales of the 16PF 1st Edition, and the global distress and time together scales on the MSI predicted various aspects of job success, including recommendations for return to the team, attrition, job performance, and job satisfaction. These findings are summarized in Table 3. The recommendation for future development item emerged as the most substantive item on the Term End Assessment in terms of describing missionary success. This is likely due to the culture of the mission agency (and mission agencies in general) that is reluctant to fire missionaries. It is preferable to recommend development to improve the effectiveness of the missionary. Therefore, the degree of missionary success appears to be best measured by the severity of need for improvement on the part of the missionary.

Limitations and Implications

Several limitations to the current study should be noted. First, the current study utilized the first edition of the 16PF. The fifth edition is currently available, and in order to maintain good practice standards, the more current version should be utilized by mission agencies. A revised version of the MSI is also available. Consequently, research will need to be conducted to verify that the findings of the current research also apply to the revised versions of the 16PF and MSI.

The second limitation speaks to the structure of the Term End Assessment. While the narrative format allows for useful and detailed information about the missionary being evaluated, it does not provide a standard for comparison. For example, one of the items asks the supervisor to list the number of accomplishments for each missionary. Some of the supervisors were thorough and listed many accomplishments. Other supervisors simply stated that the missionary has accumulated many accomplishments, but did not list. This resulted in an inability to compare the number of accomplishments across missionaries, as the actual number meant different things by supervisor. The narrative format had another unintended consequence: while some supervisors were thorough throughout, others left entire sections blank or simply placed a check mark where the form asked for strengths or weaknesses to be described. In general, the wide variability in supervisor response style limited the degree to which the codification of the items is meaningful.

The limitations of the outcome measure also introduced measurement error, which may have kept the correlations with the 16PF and the MSI artificially low. While several 16PF and MSI scales were significantly correlated, these correlations only accounted for somewhere between 5% and 7% of the variance each. More sophisticated outcome measures would likely demonstrate higher predictive power. However, it should be noted that the predictive validity of selection tests in business use is frequently modest, with even more extensive testing batteries explaining only 4% to 9% of the variance in job performance (Kaplan & Saccuzzo, 2005). Consequently, as in other employment settings, testing should be used in conjunction with other evaluation methods.

Given these considerations, it would be helpful for mission agencies to refine their evaluation methods, both to improve their internal ability to make comparisons across missionaries regardless of supervisor response style, and also to facilitate outcome research. For example, in the case of the Term End Missionary Assessment Form used in the present study, clearly defined Likert scales would be helpful for the items that assess organizational life. Each of these items could also ask for an explanation. This would allow for a more meaningful comparison and ensure that even the busiest of supervisors could provide adequate information. It would also allow for the depth of information that the narrative can provide.

In summary, the current study adds to the limited research available on missionary assessment, by contributing additional information on the value of the 16PF and MSI in predicting missionary success. It should be noted that, while the current study replicated some of the findings from previous studies on the 16PF, other findings were unique to this study. Future studies with other missionary populations are needed to replicate this study, in order to determine which 16PF factors are stable in predicting missionary success across populations. The current study also suggests that the health of missionary marriages is important in missionary success, and should be targeted in initial evaluations, and monitored during the course of missionaries' careers.

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AUTHORS

COUSINEAU, AMY E. Address: VIP-Community Mental Health Center, 1721 Griffin Ave., Los Angeles, CA 9003. Title: Clinical Therapist. Degrees: BA, MA, Ph.D. Biola University. Specializations: child therapy, trauma.

HALL, M. ELIZABETH LEWIS. Address: Rosemead School of Psychology, Biola University, 13800 Biola Ave., La Mirada, CA, 90639. Title: Associate Professor. Degrees: BA, MA, PhD, Biola University. Specialization: Psychodynamic therapy, missions and mental health, women and work.

ROSIK, CHRISTOPHER H. Address: Link Care Center, 1734 W. Shaw Ave., Fresno, CA 93711 Title: Psychologist. Degree: PhD. Specializations: Missions, dissociative disorders, human sexuality.

HALL, TODD. Address: 13800 Biola Ave, La Mirada, California, 90639. Title: Associate Professor of Psychology; Editor, Journal of Psychology and Theology; Director, Institute for Research on Psychology and Spirituality. Degrees: Ph.D., M.A., Rosemead School of Psychology, Biola University; M.A., Doctoral specialization, University of California, Los Angeles; B.A., Biola University. Specializations: Spiritual Development, Attachment theory.

AMY E. COUSINEAU and M. ELIZABETH LEWIS HALL

Biola University

CHRISTOPHER H. ROSIK

Link Care Center

TODD W. HALL

Biola University

Correspondence concerning this article may be addressed to M. Elizabeth Lewis Hall, 13800 Biola Ave, La Mirada, California, 90639."

TABLE 1 16PF Descriptive Statistics

Subscale Mean Standard Deviation Range
 Missionaries n = 124

A 5.27 2.16 1-10
C 5.91 1.57 1-9
E 5.26 2.20 1-10
F 5.24 1.72 2-10
G 5.98 1.70 3-10
H 6.10 1.94 1-10
L 5.11 2.04 1-10
M 6.27 1.83 2-10
N 5.36 1.75 2-10
O 5.07 1.81 1-11
Q1 4.02 1.89 1-9
Q2 5.81 1.91 2-10
Q3 6.37 1.67 1-10
Q4 5.64 1.57 2-10
Sex 5.64 1.81 0-9.8
Sin 5.42 1.88 1.1-10
Sco 6.31 1.42 2.6-10.4

TABLE 2 16PF and Term End Evaluation Correlations

 Job Performance
 Recommendation Future Ministry Ministry
16PF Traits For Return Development Strengths Weaknesses

 Missionaries (n = 124)
A .025 .148 .049 .030
C .019 .125 .027 .098
E -.090 .041 .070 -.114
F -.077 .146 .014 .126
G .066 .050 -.115 -.048
H -.011 .142 -.036 .044
L .130 .000 -.159* .070
M -.174* .114 -.057 -.140
N .172* .099 .057 .020
O -.001 -.028 -.064 .068
Q1 -.209* -.070 -.157* -.055
Q2 -.265[dagger] -.265[dagger] .073 -.006
Q3 -.078 .134 .009 -.172*
Q4 .022 .017 .003 -.037
Sex .092 .056 -.058 -.078
Sin -.056 .026 -.023 -.120
Sco .113 .126 -.041 -.232*

 Job Satisfaction
16PF
Traits ID Purposes ID Distinctives ID Objectives ID Unity

 Missionaries (n = 124)
A -.223[dagger] -.198* -.227[dagger] -.134
C -.038 .095 -.087 -.030
E .036 .122 -.044 .074
F -.094 -.021 -.121 -.007
G .008 .093 .166* .117
H -.101 .023 -.078 -.028
L -.059 .015 .045 -.056
M -.122 -.094 -.109 -.045
N .043 .121 .117 .063
O -.038 -.019 .129 .035
Q1 -.132 -.140 -.177* -.228[dagger]
Q2 .010 -.046 -.061 -.037
Q3 -.080 -.036 -.034 -.033
Q4 -.017 -.027 .089 .012
Sex .020 .084 -.051 .126
Sin -.110 -.039 -.181* -.146
Sco -.034 .037 .144 .011

**. Correlation is significant at the 0.01 level (1-tailed).
*. Correlation is significant at the 0.05 level (1-tailed).
[dagger]. Correlation is significant at the 0.006 level (1-tailed).

TABLE 3 Summary of Significant Findings (Bonferroni = .006)

Independent Variable Scale Scale Definition

Recommendation for Return Q2 Group-Oriented vs. Self-Sufficient
 To the Team
Attrition F Sober, Serious vs. Enthusiastic
Recommendations for Future Q2 Group-Oriented vs. Self-Sufficient
 Development GDS Global Marital Distress
 TTO Dissatisfaction with Time Together
ID with Mission Purposes A Cool, Reserved vs. Warm, Easygoing
ID with Mission Objectives A Cool, Reserved vs. Warm, Easygoing
ID with Mission Team Unity Q1 Conservative vs. Experimenting