2001
DOI: 10.1037//0021-9010.86.4.730
|View full text |Cite
|
Sign up to set email alerts
|

Use of situational judgment tests to predict job performance: A clarification of the literature.

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1

Citation Types

0
2
0

Year Published

2003
2003
2023
2023

Publication Types

Select...
6
1

Relationship

0
7

Authors

Journals

citations
Cited by 26 publications
(2 citation statements)
references
References 0 publications
0
2
0
Order By: Relevance
“…Therefore, assessing the relevance of SJT items' situational strength for the relation between personality traits and SJT performance is needed to further understand person-situation processes that underly SJT test scores. Such insights would contribute to an understanding of why SJTs predict job performance criteria (see Christian et al, 2010;McDaniel & Morgeson, Finnegan, et al, 2001. However, to the best of our knowledge, the influence of situational strength on the relation between personality and SJT performance has not been directly tested.…”
Section: Theoretical Backgroundmentioning
confidence: 99%
“…Therefore, assessing the relevance of SJT items' situational strength for the relation between personality traits and SJT performance is needed to further understand person-situation processes that underly SJT test scores. Such insights would contribute to an understanding of why SJTs predict job performance criteria (see Christian et al, 2010;McDaniel & Morgeson, Finnegan, et al, 2001. However, to the best of our knowledge, the influence of situational strength on the relation between personality and SJT performance has not been directly tested.…”
Section: Theoretical Backgroundmentioning
confidence: 99%
“…SJT items usually consist of a short text describing an-oftentimes workrelated-situation, several response options, and an instruction on how to answer the items (Weekley et al, 2015). The recent popularity of SJTs is not surprising considering that they are relatively cost-effective and easy to administer, while offering substantial predictive validity for job performance (Cabrera & Nguyen, 2001;Christian et al, 2010;McDaniel et al, 2007;McDaniel et al, 2001) and positive applicant reactions (Chan & Schmitt, 1997).…”
Section: Introductionmentioning
confidence: 99%