Management selection in Britain: A survey and critique

Robertson, Ivan T.; Makin, Peter

doi:10.1111/j.2044-8325.1986.tb00212.x

Cited by 136 publications

(113 citation statements)

References 16 publications

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“…Indeed, a critique of the value of interviews for selection was made in a leading New Zealand business newspaper a year prior to our administration of the questionnaire to the experts (Penney, 1984). The conclusion that the interview is the most widely used method is consistent with the evidence summarized in Robertson and Makin (1986) and in Weekley and Gier (1987).…”

Section: Research Vs Practicesupporting

confidence: 72%

Predicting job performance: A comparison of expert opinion and research findings

Dakin

Armstrong

1989

International Journal of Forecasting

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A survey was conducted of New Zealand personnel consultants. Their beliefs about the validity of various selection tools and their claimed usage of these tools was then compared with the validities in a previously published meta-analysis. The experts claimed to use the predictors they believed to be most valid. However, their beliefs about validity were unrelated to empirically demonstrated validities (Spearman's rho = -0.06). Suggestions were made on the types of research that are needed to improve predictive ability in selection and on the ways in which practitioners can use existing research. AbstractA survey was conducted of New Zealand personnel consultants. Their beliefs about the validity of various selection tools and their claimed usage of these tools was then compared with the validities in a previously published meta-analysis. The experts claimed to use the predictors they believed to be most valid. However, their beliefs about validity were unrelated to empirically demonstrated validities (Spearman's rho = -0.06). Suggestions were made on the types of research that are needed to improve predictive ability in selection and on the ways in which practitioners can use existing research.

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Section: Research Vs Practicesupporting

confidence: 72%

Predicting job performance: A comparison of expert opinion and research findings

Dakin

Armstrong

1989

International Journal of Forecasting

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“…The use of different methods in some European countries is shown in Table 3. Similar results were given by Robertson and Makin (1986).…”

Section: Personnel Selectionsupporting

confidence: 79%

Minimally biased weight determination in personnel selection

Jessop

2004

European Journal of Operational Research

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Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractThe derivation of weights from preference statements is subject to difficulties, some of which are due to the unreliability of the judgement of the decision maker. To overcome this Jaynes' principle of maximum entropy has been invoked and may be applied either to weights or to the linear weighted scores of the candidates in a selection problem. When candidates are relatively few the two strategies give different styles of interaction. These are discussed and illustrated by application to a problem of personnel selection.

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“…The results of these are summarized in Table 1 (note that for later comparative purposes, we also include the corresponding data from the present study in the last column of the table). Robertson and Makin (1986) found that interviews were almost universally used, followed by references. Their sample was based on just over 100 organizations from the Times 1000 index (this gives a rank order of the top 1000 UK organizations, largely based on sales).…”

Section: Surveys Of Selection Practices In the Ukmentioning

confidence: 99%

“…The survey design was informed by previous studies of the use of selection methods in organizations (Bartram et al, 1995;Heneman & Berkley, 1999;Hornsby & Kuratko, 1990;McEvoy, 1984, Robertson & Makin, 1986. The survey included three broad areas: (1) company demographics; (2) employee demographics, and (3) employee selection methods used.…”

Section: Surveymentioning

confidence: 99%

A survey of UK selection practices across different organization sizes and industry sectors

Zibarras

Woods

2010

J Occupat & Organ Psyc

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This paper presents results of a study examining the methods used to select employees in 579 UK organizations representing a range of different organization sizes and industry sectors.Overall, a smaller proportion of organizations in this sample reported using formalized methods (e.g. assessment centres) than informal methods (e.g. unstructured interviews). The Curriculum Vitae was the most commonly used selection method, followed by the traditional triad of application form, interviews and references. Findings also indicated that the use of different selection methods was similar in both large organizations and small-to-medium-sized enterprises. Differences were found across industry sector with Public and Voluntary sectors being more likely to use formalized techniques (e.g. application forms rather than CVs and structured rather than unstructured interviews). The results are discussed in relation to their implications, both in terms of practice and future research.

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Management selection in Britain: A survey and critique

Cited by 136 publications

References 16 publications

Predicting job performance: A comparison of expert opinion and research findings

Predicting job performance: A comparison of expert opinion and research findings

Minimally biased weight determination in personnel selection

A survey of UK selection practices across different organization sizes and industry sectors

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