Why Some Potentially Effective Staffing Practices are Seldom Used

Abstract

The purpose of this study was to identify the reasons why some organizations do not employ certain HRM practices that could increase levels of employee performance and organizational profitability. The focus was on the staffing area (recruitment and selection) of HRM.1 Specifically, this study looked at five staffing practices that the academic research literature has found can significantly increase employee performance levels. Descriptions of these practices, and references supporting their impact on employee performance, are provided in Exhibit 1.

Threat of Technological Unemployment: Are Hiring Managers Discounted for Using Standardized Employee Selection Practices?

“…These stakeholders include current and future job candidates (König, Klehe, Berchtold, & Kleinmann, 2010) as well as organizational colleagues and management (Terpstra & Rozell, 1997;van der Zee et al, 2002). Generally, practitioners and candidates alike have great confidence in the use of human judgment for employee selection (Anderson, Salgado, & Hulsheger, 2010;Diab, Pui, Yankelevich, & Highhouse, 2011;Kohn & Dipboye, 1998).…”

Psychological testing for selection purposes: a guide to evidence-based practice for human resource professionals

“…In summary these are: (1) conducting a job analysis prior to selection or using validity generalization research to determine the constructs assessed by psychological tests; (2) it is not advisable to report numeric ability test scores to managers nor should full personality profiles be reported; (3) psychological test information should not be previewed prior to an interview; (4) psychological test data should be numerically combined with interview data; and (5) hiring managers should be encouraged to make their own decision about the suitability of an applicant. For a variety of reasons managers do not readily adopt evidence based selection practices (Johns 1993;Dipboye 1994;Terpstra and Rozell 1997;Subramony 2006). On the other hand, there is some evidence to indicate that line managers are keen to improve their selection skills and are receptive to evidence (Wright, McMahan, Snell and Gerhart 2001;Nowicki and Rosse 2002;Carless 2009).…”

“…Hence, the guiding principle in this review was to identify evidence about practical issues that the HR professional can implement to maximize the value of psychological tests for selection rather than focus on the technical aspects of selection, for example test validity (Muchinsky 2004). The majority of articles on psychological testing and selection focus on technical aspects and tend to be written for other psychologists (Terpstra and Rozell 1997).…”

“…Concerns have been expressed about the growing schism between science and practice, especially in personnel selection (Johns 1993;Kehoe 2000;Nowicki and Rosse 2002;Klehe 2004;Muchinsky 2004;Ryan and Tippins 2004;Anderson 2005;Rynes et al 2007). Some argue that the research -practice gap can be explained by a lack of knowledge about selection practices (Terpstra and Rozell 1997;Ryan and Tippins 2004;Anderson 2005). Evidence supports the knowledge hypothesis; a large discrepancy exists between research findings and practitioners' beliefs about selection practices (Rynes et al 2002;Carless, Rasiah and Irmer 2009).…”

Current Status and Future Directions

“…It is possible that HR practitioners in other countries are simply unfamiliar with specific selection procedures and therefore do not use them (Rowe, Williams, & Day, 1994). For example, people might be unaware of different types of interviewing methods (see also Terpstra & Rozell, 1997). Professional associations play a role in divulging information about selection procedures.…”