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Individual Determinants of Behavioral Intentions: What tells us that practitioners really want to change hiring strategies?
Stockholm University, Faculty of Social Sciences, Department of Psychology.
Stockholm University, Faculty of Social Sciences, Department of Psychology.
Stockholm University, Faculty of Social Sciences, Department of Psychology.
2012 (English)In: International Journal of Selection and Assessment, ISSN 0965-075X, E-ISSN 1468-2389, Vol. 20, no 4, 453-463 p.Article in journal (Refereed) Published
Abstract [en]

The current study investigated hiring managers' intentional readiness to change hiring procedures as a function of individual determinants, such as their self-efficacy beliefs, causal attributions, and past behaviors. Hiring managers from three large organizations were recruited to participate and provide information about their current hiring processes and personal experiences. Results showed that self-efficacy beliefs had a strong negative relationship with intentional readiness to change. Managers' past behavior, in terms of use of unstructured interviews and external attributions of failure, were negatively associated with intentional readiness to change, while use of unstructured interviews and external attribution of success were positively associated with intentional readiness to change. Furthermore, the interactive effect of causal attribution and use of selection methods played a significant role in explaining intentional readiness for change. The results indicated that recruiting managers who preferred using unstructured interviews and attributed failures to external causes were less willing to change hiring practices than those who made less use of unstructured interviews and explained their failure externally. Implications and limitations are discussed.

Place, publisher, year, edition, pages
2012. Vol. 20, no 4, 453-463 p.
National Category
Psychology
Identifiers
URN: urn:nbn:se:su:diva-84802DOI: 10.1111/ijsa.12008ISI: 000311377600009OAI: oai:DiVA.org:su-84802DiVA: diva2:581545
Note

AuthorCount:3;

Available from: 2013-01-02 Created: 2013-01-02 Last updated: 2017-12-06Bibliographically approved
In thesis
1. Employee selection: Mechanisms behind practitioners’ preference for hiring practices
Open this publication in new window or tab >>Employee selection: Mechanisms behind practitioners’ preference for hiring practices
2013 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Despite the great advances science has made in developing selection decision aids practitioners’ generally remain reluctant to adopt them. This phenomenon is considered today one of the greatest gaps in industrial, work and organizational psychology. This thesis adopts a psychological approach to practitioners’ resistance toward hiring procedures with high predictive validity of work performance. Consequently, three specific research questions were examined, two of which highlighted aspects of self-regulation, and one focused on agency relation in order to study outcomes in terms of actual use of hiring procedures and intention to change hiring procedures. The present thesis comprises three studies. Questionnaire data is used in two studies (Study I and II) to study how 1) prototype beliefs and ability to evaluate the quality of own performance is related to use of selection decision methods; and also how 2) behavioral intention to change hiring practice is related to self-efficacy beliefs, causal attribution and past behavior. Data collected with semi-structured interviews is used in Study III in order to study practitioners’ experiences in collaborative contexts in employee selection. Study I found that prototype beliefs and task quality ambiguity perceptions varied across various hiring practices. The results from Study II showed that self-efficacy beliefs, external attributions of success and internal attributions of failure were related to intention to change hiring practices. Study III highlighted the prevalence of separate self-interests over more general organizational interests in the agentic relation between practitioners. In conclusion, the present thesis has implication for theory as well as practice when it concludes that conscious steered cognitive mechanisms are important for understanding practitioners’ resistance towards high standardized hiring practices.

Place, publisher, year, edition, pages
Stockholm: Department of Psychology, Stockholm University, 2013. 66 p.
Keyword
employee selection decision making, employee data collection methods, hiring practices, self-efficacy, causal attribution, behavioral intention, agency
National Category
Psychology
Research subject
Psychology
Identifiers
urn:nbn:se:su:diva-95890 (URN)978-91-7447-814-3 (ISBN)
Public defence
2013-12-20, David Magnussonssalen (U31), Frescati Hagväg 8, Stockholm, 10:00 (English)
Opponent
Supervisors
Note

At the time of the doctoral defense, the following papers were unpublished and had a status as follows: Paper 1: Manuscript. Paper 3: Manuscript.

Available from: 2013-11-28 Created: 2013-11-06 Last updated: 2013-12-05Bibliographically approved

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