Although research has shown that individual job performance changes over time, the extent of such changes is unknown. In this article, the authors define and distinguish between the concepts of temporal consistency, stability, and test-retest reliability when considering individual job performance ratings over time. Furthermore, the authors examine measurement type (i.e., subjective and objective measures) and job complexity in relation to temporal consistency, stability, and test-retest reliability. On the basis of meta-analytic results, the authors found that the test-retest reliability of these ratings ranged from .83 for subjective measures in low-complexity jobs to .50 for objective measures in high-complexity jobs. The stability of these ratings over a 1-year time lag ranged from .85 to .67. The analyses also reveal that correlations between performance measures decreased as the time interval between performance measurements increased, but the estimates approached values greater than zero.

No abstract

[Excerpt] While the human-resources issues of concern to the hospitality industry are broad and complex, this paper focuses on the staffing decision that must be made when managers consider whether to hire an external candidate or make an internal transfer. This is a particularly tricky problem, because decision makers must compare one type of information on internal candidates (e.g., job-performance data) to other types of information collected on external candidates (e.g., interview results, test scores). Essentially, the person doing the selection and hiring must compare apples to oranges to make a decision. The paper argues that in such cases hiring decisions should be made to maximize the predicted performance of the new hire. The goal of the paper is to provide an estimate of the ability of past performance to predict future performance, so that such ratings can be compared meaningfully against external candidates or other internal candidates. Ultimately, the paper shows how different pastperformance data can be compared against data on external candidates to help make hiring decisions.

No abstract

that experienced, internal workers rarely want to relocate. 2 Those needing to staff multiunit businesses are thus faced with the need to look hard both inside and outside of their companies. 3 These staffing pressures are also coming at a time when companies are reducing their career-advancement opportunities and are relying more on lateral transfers to fulfill