HR Professionals' beliefs about effective human resource practices: correspondence between research and practice

Sara Lynn Rynes · Amy E. Colbert · Kenneth G. Brown

477 citations0/0 files storedHuman Resource Management

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Human Resource and Talent Management Human Resource Development and Performance Evaluation Employer Branding and e-HRM

Abstract

Abstract Five thousand human resource (HR) professionals were surveyed regarding the extent to which they agreed with various HR research findings. Responses from 959 participants suggest that there are large discrepancies between research findings and practitioners' beliefs in some content areas, especially selection. In particular, practitioners place far less faith in intelligence and personality tests as predictors of employee performance than HR research would recommend. Practitioners are somewhat more likely to agree with research findings when they are at higher organizational levels, have SPHR certification, and read the academic literature. Suggestions are made for more effective dissemination of HR research findings. © 2002 Wiley Periodicals, Inc.

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1976Theory of the firm: Managerial behavior, agency costs and ownership structure 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1991THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE: A META‐ANALYSIS 1999Unskilled and unaware of it: How difficulties in recognizing one's own incompetence lead to inflated self-assessments.1990Personality Structure: Emergence of the Five-Factor Model 1999Working with Emotional Intelligence 2001The job satisfaction-job performance relationship: A qualitative and quantitative review.1990From transactional to transformational leadership: Learning to share the vision

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