Job recruiters (N -ISO) from two university placement offices were asked to evaluate relevant employment materials on one hypothetical job applicant (male or female) for either a male-oriented (personnel technician) or femaleoriented (editorial assistant) position to make a hiring decision. Results indicated that hiring decisions were not influenced independently by the applicant's sex or position for which he/she was applying, but rather by the interaction of the two variables. That is, significantly more females than males were recommended for hiring for the editorial assistant position, while significantly more males were recommended for the personnel technician job. Post hoc analyses revealed different trait patterns attributed to applicants recommended for hiring based on their sex-job role congruence. Implications for further research relating to personnel-related decisions are provided.By this time it is well known that Title VII of the Civil Rights Act of 1964 requires equal treatment of all individuals regardless of their race, color, religion, or sex in all phases of employment. This provision includes hiring, placement, promotion, firing, and other personnel-related decisions. In the years subsequent to the passage of this act, the majority of attention has focused on discrimination against racial minorities.Recently, however, increasing consideration is being given to the issue of job sex discrimination. An examination of past and current employment statistics suggests that concern about discrimination against women in the labor force is warranted. Since the passage of the Civil Rights Act, the number of racial minority individuals in white-collar positions (i.e., professional, managerial, sales, and clerical occupations), for example, has grown steadily. This increased employment has been most notable in managerial and professional positions, for which a 4.

is senior program associate and program manager of leading transitions at the Center for Creative Leadership in Greensboro. North Carolina. He has served in a variety of research and applications roles since joining the center in 1987. Prior to that, he spent 11 years in executive development positions with AT&T corporate headquarters in New York.

The AT & T Managerial Stress Research Project, aimed at addressing the complexities and methodological problems that have hampered the study of stress, was carried out utilising an assessment centre evaluation process to analyse and integrate non‐simulation data gathered from multiple measures, methods and perspectives. The assessment centres should give more attention to their choices of prescreen. From the wide array of prescreens available, each possessing a unique combination of advantages and disadvantages, selection of prescreen(s) should be influenced by their intrinsic characteristics, and other factors, such as situational constraints. The accuracy of promotional decisions may depend as much on the prescreening process as on the validity of the assessment itself.

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is a Program Associate in Specialized Client Applications where she designs and delivers customized development programs for executives, executive teams, and high-potential managers. She also works with the APEX (Awareness Program for Executive Excellence ™) program and trains in other Center public programs. She joined the Center in 1989 as a member of the team researching how executives learn from their developmental experiences, and her work emphasizes the individual and group applications of the Center's research on executive learning, growth, and change. Webb holds a Ph.D. in organizational psychology from the California School of Professional Psychology.