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Ability Tests: Economic Benefits Versus the Issue of Fairness

Ability Tests: Economic Benefits Versus the Issue of Fairness Overview Few managers or supervisors would disagree that there are vast differences among workers in job performance. From this it follows that there is great potential value in any procedure which would enable an employer to predict which job applicants will have high and which will have low productivity. Seventy years ago it was shown that psychological OThe authors are, respectively, Professor, Department of Psychology, Michigan State University, and Research Professor, Department of Psychology, George Washington University, and U.S. Office of Personnel Management. INDUSTRIAL RELATIONS, 21, No. 3, (Fall, 1982). 0 1982 by the Regents of the University of California. Vol. 0019/8676/82/1015/293/$1.00 294 / JOHN E. HUNTER FRANK SCHMIDT AND L. tests predict job performance. As this research. base became larger and larger and as the findings became well known, many businesses began using ability tests in their personnel selection programs. However, about 15 years ago lawyers began attacking the use of selection tests on the grounds that they are unfair to minority applicants. Many firms concluded that they had to choose between the abstract principle of selecting productive workers versus the concrete costs of protracted legal battles. Given this choice, a large number of firms have abandoned http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Relations Wiley

Ability Tests: Economic Benefits Versus the Issue of Fairness

HUNTER, JOHN E.; SCHMIDT, FRANK L.
Industrial Relations , Volume 21 (3) – Sep 1, 1982
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References (25)

Publisher
Wiley
Copyright
Copyright © 1982 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0019-8676
eISSN
1468-232X
DOI
10.1111/j.1468-232X.1982.tb00238.x
Publisher site
See Article on Publisher Site

Abstract

Overview Few managers or supervisors would disagree that there are vast differences among workers in job performance. From this it follows that there is great potential value in any procedure which would enable an employer to predict which job applicants will have high and which will have low productivity. Seventy years ago it was shown that psychological OThe authors are, respectively, Professor, Department of Psychology, Michigan State University, and Research Professor, Department of Psychology, George Washington University, and U.S. Office of Personnel Management. INDUSTRIAL RELATIONS, 21, No. 3, (Fall, 1982). 0 1982 by the Regents of the University of California. Vol. 0019/8676/82/1015/293/$1.00 294 / JOHN E. HUNTER FRANK SCHMIDT AND L. tests predict job performance. As this research. base became larger and larger and as the findings became well known, many businesses began using ability tests in their personnel selection programs. However, about 15 years ago lawyers began attacking the use of selection tests on the grounds that they are unfair to minority applicants. Many firms concluded that they had to choose between the abstract principle of selecting productive workers versus the concrete costs of protracted legal battles. Given this choice, a large number of firms have abandoned

Journal

Industrial Relations – Wiley

Published: Sep 1, 1982

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