Need for Autonomy and Resistance to Standardized Employee Selection Practices

Threat of Technological Unemployment: Are Hiring Managers Discounted for Using Standardized Employee Selection Practices?

“…A modified version of the three-item scale from Nolan and Highhouse (2014) was used to measure use intentions (α = .88). An example item from this scale is, "I would use this approach to make the hiring decision.…”

“…In addition to their own personal beliefs about employee selection (Furnham, 2008;Nolan & Highhouse, 2014), practitioners consider the beliefs of others who are stakeholders in the hiring process when determining the approaches used to make employment decisions (Ryan & Ployhart, 2014). These stakeholders include current and future job candidates (König, Klehe, Berchtold, & Kleinmann, 2010) as well as organizational colleagues and management (Terpstra & Rozell, 1997;van der Zee et al, 2002).…”

“…Identifying the factors that underlie practitioners' resistance to standardized employee selection practices is an important first step toward ensuring employment decisions are evidence-based (Highhouse, 2008). Organizational researchers who are interested in promoting the use of best-practices are encouraged to examine the cultural (e.g., Boatman & Erker, 2012), organizational (e.g., Wilk & Cappellik, 2003), and personal (e.g., Nolan & Highhouse, 2014) attributes that influence decision making for employee selection. Likewise, additional insight may be provided by exploring issues related to judgment and decision making in other fields-especially those like medicine (e.g., Giluk & Rynes, 2012), auditing (e.g., Lowe, et al, 2002), and law (e.g., Eastwood, Snook, & Luther, 2012)-that are also experiencing difficulty convincing professionals to use the standardized practices that have been developed to aid decision making.…”

I Heard That … : Do rumors affect hiring decisions?

“…Overall, the sample represented a good breadth of industries and experiences with which to make hiring decisions. Importantly, Nolan and Highhouse () note that hiring decisions are largely made by supervisors without the assistance of formal HR departments. Therefore, the sample used in this study represents the majority of selection decision makers insofar as they tend not to have formal training or help.…”

Communicating the validity of structured job interviews with graphical visual aids

“…Reliance on the unstructured interview can even undermine the validity of hiring decisions (Dana, Dawes, & Peterson, ; Kausel, Culbertson, & Madrid, ). Still, many human resource professionals favor the unstructured interview for reasons unrelated to validity, such as the need for autonomy during the interview process (Dipboye, ; Lievens & De Paepe, ; Nolan & Highhouse, ); the need to exert power and influence on the applicant (Highhouse, Nye, & Zhang, ; Pfeffer & Lammerding, ); and more favorable applicant reactions (Latham & Finnegan, ; Levashina, Hartwell, Morgeson, & Campion, ; Schuler, ).…”