1993
DOI: 10.1111/j.1468-2389.1993.tb00079.x
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Validating Personnel Selection: A Process Model for Research and Practice

Abstract: This article highlights the need for a clearer conceptual appreciation of the relationship among and between predictors and criteria, and for a better understanding of measurement issues in selection. A process model of selection is outlined that includes recent research on the changing relationships of ability to performance at different stages of skill acquisition, the interaction between type of task and validity, the role of motivational constructs in the measurement and validation process, and the recipro… Show more

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Cited by 19 publications
(14 citation statements)
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References 67 publications
(41 reference statements)
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“…The full involvement and positive perceptions of candidates, therefore, are increasingly regarded as essential components of effective selection practice (Fletcher, 1996). One of the most detailed models to represent the interaction of social factors and assessment method design is Hesketh and Robertson's (1993) process model of selection method validation. Not only applicant perceptions, but also task demands and organisational conditions, are viewed as moderating how effectively a selection process captures the ability or performance construct of interest.…”
Section: Applicant±organisation Interactionmentioning
confidence: 99%
“…The full involvement and positive perceptions of candidates, therefore, are increasingly regarded as essential components of effective selection practice (Fletcher, 1996). One of the most detailed models to represent the interaction of social factors and assessment method design is Hesketh and Robertson's (1993) process model of selection method validation. Not only applicant perceptions, but also task demands and organisational conditions, are viewed as moderating how effectively a selection process captures the ability or performance construct of interest.…”
Section: Applicant±organisation Interactionmentioning
confidence: 99%
“…Due to the complexity of personality, the whole person approach does not give a meaningful score that can be used to rank order applicants. There is no 'p' in personality assessment to parallel 'g' in ability testing (Hesketh and Robertson 1993). In summary, best practice is to ensure that only job relevant personality data are reported to managers.…”
Section: Personality Testsmentioning
confidence: 99%
“…In a field which has been criticized for a lack of theoretical developments (e.g. Hesketh and Robertson 1993;Cascio 1995;Borman, Hanson and Hedge 1997) this theory and model of socialization impact are proposed as an alternative, but wholly complementary, perspective and framework to stimulate and facilitate future empirical research in employee selection.…”
Section: Implications For Selection Theory Research and Practicementioning
confidence: 99%