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Australian Management Selection Practices: Closing the Gap between Research Findings and Practice
Author(s) -
Milia Lee
Publication year - 2004
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/1038411104045364
Subject(s) - interview , closing (real estate) , psychology , personality , applied psychology , government (linguistics) , personnel selection , quality (philosophy) , big five personality traits , social psychology , management , business , sociology , linguistics , philosophy , finance , epistemology , anthropology , economics
Three arguments were made for expecting changes in selection practice over the past decade: 1) time necessary to transfer research findings into practice, 2) evidence that HRM has become more strategic, and 3) the increase professionalism of the HRM community. In contrast to earlier findings, there was strong support for the use of structured interviewing. Interviews were most commonly undertaken by HR and line staff. Typically applicants underwent more than one interview and at each, were interviewed by two to three interviewers. Cognitive tests were more frequently used than personality assessments. There was some support for personality assessments based on the Five Factor Model but there was similar support for measures without published psychometric properties. In general, the government sector made greater use of structured interviewing, conducted a single interview with two to three interviewers present and made use of better quality assessment tools compared to other sectors. Recommendations are made for future studies.