Stubborn Reliance on Intuition and Subjectivity in Employee Selection

  title={Stubborn Reliance on Intuition and Subjectivity in Employee Selection},
  author={Scott Highhouse},
  journal={Industrial and Organizational Psychology},
  pages={333 - 342}
  • Scott Highhouse
  • Published 1 September 2008
  • Psychology
  • Industrial and Organizational Psychology
The focus of this article is on implicit beliefs that inhibit adoption of selection decision aids (e.g., paper-and-pencil tests, structured interviews, mechanical combination of predictors). Understanding these beliefs is just as important as understanding organizational constraints to the adoption of selection technologies and may be more useful for informing the design of successful interventions. One of these is the implicit belief that it is theoretically possible to achieve near-perfect… 
Reliance on Intuition and Faculty Hiring
The reliance on intuition and experience is not unique to employers external to the academic world. Hiring processes for academic positions may possess intuitionbased elements and are arguably among
Intuiting the Selection Context
Highhouse (2008) would prefer that decision-making authorities rely on our expert systems rather than persistently relying on ‘‘intuition’’ in high-stakes settings. He argues that implicit beliefs
The Role of Perceptions Versus Reality in Managers’ Choice of Selection Decision Aids
We agree with Scott Highhouse (2008) in that it is fair to say that managers rely more heavily on intuition and experience over analytical approaches when making selection decisions. However, our
“With recruitment I always feel I need to listen to my gut”: the role of intuition in employee selection
Purpose – This qualitative study of managers’ use of intuition in the selection process aimed to understand if and how managers use intuition in employee hiring decisions and suggest ways in which
Managers Also Overrely on Tests
Highhouse (2008) is correct in arguing that managers generally do not appreciate the value of psychological tests and tend to overestimate the value of subjective decision making. However, there are
Predicting professional preferences for intuition‐based hiring
Purpose – Many human resource professionals erroneously believe that they can hire the best employees without the assistance of decision aids. The purpose of this study is to examine personal and
Preferences for, and Familiarity With, Blinding Among HR Practitioners
“Blinding” — purposefully limiting the information incorporated into an evaluation to reduce the risk of bias — is a policy solution employed in various domains to increase the fairness and accuracy
Need for Autonomy and Resistance to Standardized Employee Selection Practices
Two experiments used a hypothetical hiring scenario to examine (a) how standardizing employee selection practices affects decision makers’ perceptions of autonomy potential, and (b) if increasing the
I Heard That … : Do Rumors Affect Hiring Decisions?
Misinformation can have a negative impact on decision making. Little empirical attention has, however, been given to the effect of rumors, a type of misinformation, on person judgments. Although


A perspective on judgment and choice: mapping bounded rationality.
Determinants and consequences of accessibility help explain the central results of prospect theory, framing effects, the heuristic process of attribute substitution, and the characteristic biases that result from the substitution of nonextensional for extensional attributes.
The importance of traits and abilities in supervisors' hirability decisions as a function of method of assessment
Past research on the importance of traits and abilities in supervisors’ hirability decisions has ignored the influence of the selection method used to derive information about these traits and
Relationships between practice and research in personnel selection: Does the left hand know what the right is doing?
There has been growing concern, expressed by several authors internationally in Industrial, Work, and Organizational (IWO) psychology, of an increasing divide between research and practice in
Surveys of organizational personnel practices often indicate that techniques advocated by industrial and organizational (I/O) psychologists are used with less frequency than might be expected given
Applicant Reactions to Selection Procedures: An Updated Model and Meta-Analysis
An updated theoretical model of applicant reactions to selection procedures is proposed and tested using meta-analysis. Results from 86 independent samples (N= 48,750) indicated that applicants who
Why are structured interviews so rarely used in personnel selection
By adopting the theory of planned behavior, this study tried to predict human resources managers' (N = 79) intentions toward unstructured and structured interview techniques. Managers evaluated case
Why are structured interviews so rarely used in personnel selection?
Ajzen's (1991) theory appeared to be a useful framework for predicting managers' intentions, in particular, attitudes and subjective norms were predictive of intentions to engage in either method.
The effect of utility analysis on managerial decisions regarding the use of a valid selection test was investigated. Experienced managers (n= 41) were randomly assigned to one of three conditions.
The Search Game: Organizational Conflicts and the Use of Headhunters
This article examines why companies use contingency headhunters (that is, headhunters who compete with one another to make placements and are paid only if they produce the successful job candidate)