Conventional wisdom suggests that assessment length is positively related to the rate at which applicants opt out of the assessment phase. However, restricting assessment length can negatively impact the utility of a selection system by reducing the reliability of its construct scores and constraining coverage of the relevant criterion domain. Given the costly nature of these tradeoffs, is it better for managers to prioritize (a) shortening assessments to reduce applicant attrition rates or (b) ensuring optimal reliability and validity of their assessment scores? In the present study, we use data from 222,772 job-seekers nested within 69 selection systems to challenge the popular notion that selection system length predicts applicant attrition behavior. Specifically, we argue that the majority of applicant attrition occurs very early in the assessment phase and that attrition risk decreases, not increases, as a function of time spent in assessment. Our findings supported these predictions, revealing that the majority of applicants who quit assessments did so within the first 20 min of the assessment phase. Consequently, selection system length did not predict rates of applicant attrition. In fact, when controlling for observed system length and various job characteristics, we found that systems providing more conservative (i.e., longer) estimates of assessment length produced lower overall attrition rates. Collectively, these findings suggest that efforts to curtail applicant attrition by shortening assessment length may be misguided. (PsycINFO Database Record

Organizational scholars have grown increasingly aware of the importance of capturing phenomenon at the within-person level of analysis in order to test many organizational behavior theories involving emotions, motivation, performance, and interpersonal processes, to name a few. Experience sampling methodology (ESM) and diary-based procedures provide data that better match many dynamic organizational theories by measuring constructs repeatedly across events or days, providing an inter-episodic understanding of phenomena. In this article, we argue for the value of another measurement procedure that also adopts a repeated measures approach but does so by continuously measuring psychological processes without any gaps over relatively short timeframes. More specifically, we suggest that continuous rating assessments (CRA) can serve as a tool that enables the measurement of dynamic intra-episodic processes that unfold over the course of events, enabling precise determination of how, when, and in what way constructs change and influence each other over time. We provide an overview of this methodology, discuss its applicability to understanding time-based phenomena, and illustrate how this technique can provide new insight into dynamic processes using an empirical example. Keywords continuous rating assessments, momentary level of analysis, multilevel theory, time In recent years, organizational scholars have become interested in understanding event-based psychological processes and the ''lived through experience'' of working (Weiss & Rupp, 2011, p. 87). Close examination of organizational theories reveals that they often describe within-person

No abstract