Expanding the Justice Dilemma: A Comparison of Stakeholder Reactions to Personnel Selection Tools

Johanna Glode

ABSTRACT
The Justice Dilemma (Folger & Cropanzano, 1998) refers to a discrepancy between the predictive validity of a selection method and applicant perceptions of selection method fairness. The present study expands the Justice Dilemma by examining the selection process from the perspective of the hiring manager, an important stakeholder in the hiring process (Sinar, Highhouse, & Ryan, 1999) and comparing manager perceptions/intentions to use (P/I) selection methods to predictive validity and applicant reactions research. Data were collected from managers with the goal of determining: 1) overall manager P/I towards cognitive ability tests, personality tests, structured interviews, and unstructured interviews, 2) the characteristics of the selection methods that influence manager P/I, 3) the characteristics that managers associate with different selection methods, and 4) how three environmental factors, organization size, labor market, and legal environment, affect manager P/I.

The results of the laboratory and field study indicated that, similar to applicants, mangers evaluate structured and unstructured interviews more positively than cognitive ability and personality tests. In addition, the selection method characteristics of predictive validity, face validity, personal control, practicality, and fairness to applicants were positively related to each other and to overall manager P/I. The most consistent predictor of manager P/I was the frequency in which the manager had used the selection method. Finally, environmental characteristics did not affect manager P/I as hypothesized.

The study makes three main contributions to knowledge in the field of personnel selection. First, managers tended hold perceptions of selection methods that are similar to those of job applicants. The dilemma for researchers is that managers and applicants prefer selection methods that have less predictive validity (i.e., unstructured interviews) than other methods (i.e., cognitive ability tests). Encouragingly, managers did evaluate structured interviews, which are high in predictive validity, positively. Second, managers did not have entirely accurate perceptions of selection method characteristics, particularly in the area of predictive validity, highlighting the need for manager education. Third, manager familiarity with selection methods predicted manager P/I, suggesting that the use of valid personnel selection methods should improve managers’ perceptions of them.

Tuesday, May 7, 2002
DISSERTATION COMMITTEE
Donald Truxillo, Chairman
Leslie Hammer
William Pfeiffer
George Lendaris
Talya Bauer, Graduate Studies Representative