The (ir)rationality of the personnel selection decision-making process

Abstract

This paper examines personnel selection’s practices and process, focusing on their somehow irrational elements. We argue that the traditional modelin personnel selection, based upon normative and predictive assumptions in order to achieve the “one best” decision, is not enough to understand and describe personnel selection. The challenges to this model come from the growing complexity, unpredictability and ambiguity of the job demands, ando f the cognitive processes used to make a decision. We propose a model based upon action rationality and an intuitive or implicit logic as an alternative approach to understand selection processes. 

DOI: http://dx.doi.org/10.17575/rpsicol.v21i2.372