The assessment of performance change: An inductive example

MacKinney, Arthur C.

doi:10.1016/0030-5073(67)90010-4

Cited by 23 publications

(15 citation statements)

References 38 publications

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“…MacKinney (136) documents effectively the lack of a conceptual framework in job performance prediction and argues forcefully for what he calls "cross domain" studies. Such studies would in clude variables from the individual, the job, and the organization.…”

Section: Methodological Developmentsmentioning

confidence: 97%

Personnel Selection

Bray¹,

Moses²

1972

Annu. Rev. Psychol.

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The field of personnel selection has received a great deal of attention in the 3-year period covered by this review-January 1, 19681, , through Decem ber 31, 1970 In some respects it has been a period of discovery-the recent discovery, as noted by Campbell (30), of minority and disadvantaged groups has undoubtedly changed the complexion of the field. The specter of per sonnel selection by civil legislation has evoked considerable interest by parties both within and outside the profession. This in many ways has served as an impetus not only to discover new techniques but also to critically examine current practices concerning the full utilization of the disadvantaged, blacks, women, the elderly, and other special groups.At the same time, so me serious questions have been raised concerning personnel research strategies. A highly simplified, but rather typical, per sonnel selection research strategy frequently follows this format: Give job applicants an aptitude test of some sort, hire some of them, get ratings of job performance, correlate test scores with performance ratings, add more tests, use elaborate statistical methods, hopefully arriving at a degree of prediction which, in light of the selection ratio, is of some practical useful ness. The adequacy of this model, although vastly superior to the still all too common buy test-use test-no research approach, has in the past 3 years been questioned increasingly. The forces influencing the model in the direc tion of greater sophistication were already apparent in 1969, or even before, as noted by Owens & Jewell (155). They have intensified in the intervening years.Perhaps chief among these forces was the pressure, legal and otherwise, for fair employment practices. The demand for unbiased selection methods focused on testing and consequently placed personnel psychologists in an unaccusto med limelight. Such attention proved to be embarrassing, not only because testers had ignored minority groups but, as importantly, because the quality of research done even on the majority group left much to be de sired.Faced with renewed interest and pressures regarding selection practices, the general tenor of response has been disappointing. To some extent the 1 The helpful contrib utions of James R. Huck are gratefully acknowledged. , Articles appearing before and after this period are included where they pro vide continuity. 545 189 Annu. Rev. Psychol. 1972.23:545-576. Downloaded from www.annualreviews.org Access provided by University of California -San Francisco UCSF on 02/03/15. For personal use only. Quick links to online content Further ANNUAL REVIEWS

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Section: Methodological Developmentsmentioning

confidence: 97%

Personnel Selection

Bray¹,

Moses²

1972

Annu. Rev. Psychol.

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“…The second chapter is an integration and, by necessit,' a deductive extension of previous attempts to provide conceptual descriptions of parts of the performance measurement situation (see for example, Cummings & Schwab, 1973;DeCotlis & Petit, 1978;Kavanagh, 1982a;Landy & Farr, 1980;MacKinney, 1967;Ronan & Prien, 1971;Wherry & Bartlett, 1982).…”

Section: Organization Of Reportmentioning

confidence: 99%

Job Performance Measurement in the Military: A Classification Scheme, Literature Review, and Directions for Research

Kavanagh¹,

Borman²,

Hedge³

et al. 1987

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“…One position is that criteria do not change over time: aggregation over repeated assessments of work performance is therefore legitimate. A second position is that criteria change: they are dynamic, and aggregation over occasions is not justified (Ghiselli, 1956;MacKinney, 1967).Working from the former position, Barrett, Caldwell, and Alexander (1985) recently claimed that dynamic criteria are extremely rare. Their conclusions were based on a reexamination of evidence for three definitions of dynamic criteria.…”

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confidence: 99%

Another View of Dynamic Criteria: A Critical Reanalysis of Barrett, Caldwell, and Alexander

Austin

Humphreys

Hulin

1989

Personnel Psychology

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We argue a divergent perspective from that taken by Barrett, Caldwell, and Alexander (1985) in a critical reanalysis of the evidence for dynamic criteria. Those authors distinguished three definitions of the dynamic criterion phenomenon and concluded, on the basis of secondary analyses of several sets of published data, that dynamic criteria do not exist. Moreover, they concluded that most of the temporal changes in criteria reported in those data sets could be explained by methodological artifacts. In several cases these artifacts were listed in summary form, without a complete consideration of the implications of invoking these artifacts as post hoc explanations. The purpose of this comment is to clarify the debate on dynamic criteria by critiquing the Barrett et al. study. We suggest that a fruitful solution to the problem may lie in trying to understand criteria per se rather than searching for artifacts.

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The assessment of performance change: An inductive example

Cited by 23 publications

References 38 publications

Personnel Selection

Personnel Selection

Job Performance Measurement in the Military: A Classification Scheme, Literature Review, and Directions for Research

Another View of Dynamic Criteria: A Critical Reanalysis of Barrett, Caldwell, and Alexander

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