Traditional Selection Procedures

Mike Smith and Ivan T. Robertson
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Mike Smith: University of Manchester
Ivan T. Robertson: University of Manchester

Chapter 10 in The Theory and Practice of Systematic Personnel Selection, 1993, pp 196-212 from Palgrave Macmillan

Abstract: Abstract Interviews are a very common method of selection. Industry must spend enormous amounts of money each year paying interviewers’ expenses and providing accommodation, yet there is evidence that some of the money is not particularly well spent. Psychologists have known for more than half a century that some interviews have relatively little value. For example, in 1929 Hollingsworth conducted a study in which 12 experienced sales managers arrived at independent personnel selection decisions. The results were appalling. One candidate was ranked first by one interviewer and last by another. A second candidate was ranked both sixth and fifty-sixth.

Keywords: Attribution Theory; Validity Coefficient; Situational Interview; Personnel Selection; Previous Employer (search for similar items in EconPapers)
Date: 1993
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-22754-9_10

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DOI: 10.1007/978-1-349-22754-9_10

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