PREDICTING THE JOB-PERFORMANCE OF MANAGERS - WHAT DO THE EXPERTS KNOW

US personnel experts, like their New Zealand, UK, and French colleagues, do not know or apply the research base of their profession when selecting managers. Students do know which are the most valid predictors but do not apply them to their work. Nor does it appear that predictors are chosen on the grounds of technical feasibility, cost, or legal defensibility. It seems that practitioners do not believe the research evidence, or are prevented from using it by established practices in their organizations, or they consider other issues more important than validity in the choice of methods for selecting managers.