Current theories of social comparison processes deriving from Festinger lack predictive validity largely because the central construct (social comparison) has been left undefined. This paper offers a definition of social comparison which implies that people can compare their abilities in numerous different ways. An experiment is described which varied interpersonal similarity in ability and measured three forms of ability comparison-competition, cooperation, and conformity. Both competition and cooperation were found to vary as a function of interpersonal similarity. Some suggestions are tendered for a reformulated theory of social comparison processes.

This study uses repertory grid interviews and a follow-up questionnaire study to develop a 'lay' theory of managerial effectiveness in a large New Zealand public sector organization. The lay theory is presented as a model with seventeen scales and two factors descriptive of effective and ineffective managers in the organization. The two factors indicate that effective and ineffective managers in the department are differentiated in terms of their conceptual, and interpersonal abilities. The effectiveness model shows strong similarity to models of effective management which have emerged in research outside New Zealand. This similarity is of particular interest given the context-specific nature of the study. The paper outlines the method used in the study, describes the key findings and discusses their implications for our understanding of managerial effectiveness.

A survey was conducted of New Zealand personnel consultants. Their beliefs about the validity of various selection tools and their claimed usage of these tools was then compared with the validities in a previously published meta-analysis. The experts claimed to use the predictors they believed to be most valid. However, their beliefs about validity were unrelated to empirically demonstrated validities (Spearman's rho = -0.06). Suggestions were made on the types of research that are needed to improve predictive ability in selection and on the ways in which practitioners can use existing research. AbstractA survey was conducted of New Zealand personnel consultants. Their beliefs about the validity of various selection tools and their claimed usage of these tools was then compared with the validities in a previously published meta-analysis. The experts claimed to use the predictors they believed to be most valid. However, their beliefs about validity were unrelated to empirically demonstrated validities (Spearman's rho = -0.06). Suggestions were made on the types of research that are needed to improve predictive ability in selection and on the ways in which practitioners can use existing research.

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Despite widespread evidence of low predictive and construct validity, personality testing is increasingly being used for the selection of managers. Notes that selection practices based on personality testing are not embedded in an explicit theory of performance. Based on available research evidence it is argued that personality is likely to play a relatively minor role as a determinant of managerial performance. Presents results from a small survey of New Zealand recruitment consultants to show that personality testing is widespread in managerial selection, and that there is a tendency to overemphasize the importance of personality as a determinant of performance. This may be one reason for the ascendancy of personality testing in selection. Makes suggestions for improving the ways in which such tests should be used in selecting managers.