Hostname: page-component-848d4c4894-ndmmz Total loading time: 0 Render date: 2024-05-01T14:17:55.242Z Has data issue: false hasContentIssue false
  • English
  • Français

Organizational differences in personnel selection: Learning from and moving beyond strategic human resource management research

Published online by Cambridge University Press:  09 September 2022

In-Sue Oh Open the ORCID record for In-Sue Oh [Opens in a new window]  and
Youngsang Kim
In-Sue Oh*
Affiliation:
Department of Management, Fox School of Business, Temple University
Youngsang Kim
Affiliation:
SKK Business School, SungKyunKwan University
*
*Corresponding author. Email: insue.oh@temple.edu
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 15 , Issue 3 , September 2022 , pp. 415 - 419
Copyright
© The Author(s), 2022. Published by Cambridge University Press on behalf of the Society for Industrial and Organizational Psychology

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

Enquiries concerning this article should be sent to In-Sue Oh, Department of Management, Fox School of Business, Temple University, 1801 Liacouras Walk, Philadelphia, PA 19122. Tel: (215) 204-4112. We thank Ben Schneider for his helpful comments on an earlier version of this commentary.

References

Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? Ameta-analysis of their effects on organizational performance. Personnel Psychology, 59, 501–528.CrossRefGoogle Scholar
Drogan, O., & Yancey, G. (2011). Financial utility of best employee selection practices at organizational level of performance. Psychologist-Manager Journal, 14(1), 52–69.Google Scholar
Dun’s Business Rankings. (1989). Dun’s Marketing Services, Inc.Google Scholar
Gerhart, B. (2012). Construct validity, causality, and policy recommendations: The case of high performance work practices systems. Human Resource Management Review, 22, 157–160.CrossRefGoogle Scholar
Kim, Y., & Ployhart, R. E. (2018). The strategic value of selection practices: Antecedents and consequences of firm-level selection practice usage. Academy of Management Journal, 61, 46–66.CrossRefGoogle Scholar
Oh, I.-S., Han, J., Holtz, B., Kim, Y., & Kim, S. (2018). Do birds of a feather flock, fly, and continue to fly together? The differential and cumulative effects of attraction, selection, and attrition on personality-based within-organization homogeneity and between-organization heterogeneity progression over time. Journal of Organizational Behavior, 39(10), 1347–1366.CrossRefGoogle Scholar
Oh, I.-S., Kim, S., & Van Iddekinge, C. H. (2015). Take it to another level: Do personality-based human capital resources matter to firm performance? Journal of Applied Psychology, 100, 935–947.CrossRefGoogle Scholar
Rogelberg, S. G., King, E. B., Alonso, A. (2022). How we can bring I-O psychology science and evidence-based practices to the public. Industrial and Organizational Psychology: Perspectives on Science and Practice, 15(2), 259–272.Google Scholar
Ployhart, R. E. (2021). Resources for what? Understanding performance in the resource-based view and strategic human capital resource literatures. Journal of Management, 47, 1771–1786.CrossRefGoogle Scholar
Ployhart, R. E., & Hale, D. (2014). The fascinating psychological microfoundations of strategy and competitive advantage. Annual Review of Organizational Psychology and Organizational Behavior, 1, 145–172.CrossRefGoogle Scholar
Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124, 262–274.CrossRefGoogle Scholar
Schneider, B., & Pulakos, E. D. (2022). Expanding the I-O psychology mindset to organizational success. Industrial and Organizational Psychology: Perspectives on Science and Practice, 15(3), 385–402.CrossRefGoogle Scholar
Schneider, B., Smith, D., & Sipe, W. P. (2000). Personnel selection psychology: Multilevel considerations. In Klein, K. J. & Kozlowski, S. W. J. (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 3–90). Jossey-Bass.Google Scholar
Terpstra, D. E., & Rozell, E. J. (1993). The relationship of staffing practices to organizational level measures of performance. Personnel Psychology, 46, 27–48.CrossRefGoogle Scholar
Wright, P. M., Nyberg, A. J., & Ployhart, R. E. (2018). A research revolution in SHRM: New challenges and new research directions. In Buckley, M. R., Wheeler, A. R. & Halbesleben, , (Eds.), Research in personnel and human resources management (Vol. 36, pp. 141–161). Emerald Publishing.Google Scholar