DEVELOPMENTS IN THE CRITERION‐RELATED VALIDATION OF SELECTION PROCEDURES: A CRITICAL REVIEW AND RECOMMENDATIONS FOR PRACTICE

The use of validated employee selection and promotion procedures is critical to workforce productivity and to the legal defensibility of the personnel decisions made on the basis of those procedures. Consequently, there have been numerous scholarly developments that have considerable implications for the appropriate conduct of criterion‐related validity studies. However, there is no single resource researchers can consult to understand how these developments impact practice. The purpose of this article is to summarize and critically review studies published primarily within the past 10 years that address issues pertinent to criterion‐related validation. Key topics include (a) validity coefficient correction procedures, (b) the evaluation of multiple predictors, (c) differential prediction analyses, (d) validation sample characteristics, and (e) criterion issues. In each section, we discuss key findings, critique and note limitations of the extant research, and offer conclusions and recommendations for the planning and conduct of criterion‐related studies. We conclude by discussing some important but neglected validation issues for which more research is needed.     

DECONSTRUCTING THE SECULAR MAGISTERIUM: VOICES PAST AND PRESENT FOR CONVERSATIONS OF THE FUTURE

In this paper I offer a possible approach to accomplishing Benedict's goal proposed in his Regensburg address. 1 I take his goal to be twofold. First, we must expand our concept of reason beyond the privileged position of scientific empiricism and philosophical reasoning, both of which form what I have called the Secular Magisterium, put in place as the dominant intellectual force by the Enlightenment. Second, the motivation for expanding our concept of reason is for the purpose of greater dialogue across cultures, across religions and across academic disciplines. Since I take Benedict's goal to be twofold, my paper will address these issues in two parts, the second building from the first. In the first section, I will revisit the counter‐Enlightenment thinking of some well known, yet significantly marginalized voices, with the goal of hearing them again and reviving their critique to inform our own. By the end of this section, I will offer what I take to be a counter‐Enlightenment approach to knowing our world by means of an expanded concept of reason. In the second section, I will address what I take to be some of the more intellectual challenges to the possibilities for conversation across cultures, religions, and disciplines. It is my goal to show how an embodied version of the counter‐Enlightenment approach I offer in the first section can allow for genuine conversation that not only provides opportunities to better know our conversation partners, but also offers the possibility of honest persuasion in which the other sees reality differently and considers this way better.     

ARE HIGHLY STRUCTURED JOB INTERVIEWS RESISTANT TO DEMOGRAPHIC SIMILARITY EFFECTS?

This study examines the extent to which highly structured job interviews are resistant to demographic similarity effects. The sample comprised nearly 20,000 applicants for a managerial-level position in a large organization. Findings were unequivocal: Main effects of applicant gender and race were not associated with interviewers’ ratings of applicant performance nor was applicant–interviewer similarity with regard to gender and race. These findings address past inconsistencies in research on demographic similarity effects in employment interviews and demonstrate the value of using highly structured interviews to minimize the potential influence of applicant demographic characteristics on selection decisions.     

AN INVESTIGATION OF THE RELATIONSHIPS AMONG LEADER AND FOLLOWER PSYCHOLOGICAL CAPITAL,SERVICE CLIMATE,AND JOB PERFORMANCE

Using a sample of 79 police leaders and their direct reports (264 police followers), this study investigated the relationships of leader and follower psychological capital, service climate, and job performance. Hierarchical linear modeling (HLM) results revealed that leader psychological capital was positively related to follower performance, with this relationship mediated by follower psychological capital. We also found that the follower psychological capital-performance relationship was moderated by service climate such that the relationship was stronger when service climate was perceived to be high versus low. Finally, exploratory HLM analyses indicated that leader and follower psychological capital interacted to positively predict rated performance. We discuss implications of these findings, limitations, and directions for future research.