Margaret Patrickson and David Haydon INTRODUCTION Recent work (e.g. Schmidt, Hunter, McKenzie and Muldrow, 1979; Schmidt and Hunter, 199 1; Cascio, 1982) has emphasised the connection between the quality of selection decisions and organisational productivity and performance. Schmidt and Hunter (19981) for example, suggest that it is now very clear that success is not likely to result from selection policies and practices which are based more on tradition than on their demonstrated utility. For managers, who influence and determine organisational policy, it is even more necessary that selection decisions be as valid as possible. However, while researchers have shown interest in the selection procedures used by Australian organisations, it is ten years since the last results were published, and these have, without exception, failed to distinguish between across-the-board selection practices and those used specifically to select managers. The results of these earlier studies (Butler, 1954; Smith and McCalman, 1965; Russell and Johnstone, 1968; Godfrey, 1973; and Department of Productivity, 1978) are summarised in Table 1. It is readily apparent that there has been relatively little change in general selection practices over this thirty year time span. The written application, personal interview and reference check have constituted an almost
Asia Pacific Journal of Human Resources – Wiley
Published: Nov 1, 1988
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