Analytics and intuition in the process of selecting talent: a holistic approach
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De Gruyter
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| Beschreibung: | 1 Online-Ressource (XIX, 581 Seiten) |
| ISBN: | 9783110980967 9783110981179 |
| DOI: | 10.1515/9783110980967 |
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| 100 | 1 | |a Deters, Jürgen |d 1955- |e Verfasser |0 (DE-588)1051421640 |4 aut | |
| 245 | 1 | 0 | |a Analytics and intuition in the process of selecting talent |b a holistic approach |c Jürgen Deters |
| 264 | 1 | |a Berlin ; Boston |b De Gruyter |c [2023] | |
| 300 | |a 1 Online-Ressource (XIX, 581 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Erscheint als Open Access bei De Gruyter | ||
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |z 978-3-11-099273-1 |
| 856 | 4 | 0 | |u https://doi.org/10.1515/9783110980967 |x Verlag |z kostenfrei |3 Volltext |
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Datensatz im Suchindex
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| adam_text |
CONTENTS
LIST
OF
ABBREVIATIONS
-
XXI
LIST
OF
FIGURES
-
XXIII
1
INTRODUCTION
-
1
1.1
INTUITION
AND
ANALYTICS
IN
THE
PROCESS
OF
IDENTIFYING
SUITABLE
TALENT
-
1
1.1.1
THE
SIGNIFICANCE
OF
SELECTING
SUITABLE
TALENT
-
1
1.1.2
THE
SIGNIFICANCE
OF
INTUITION
IN
SELECTING
TALENT
-
4
1.1.3
THE
SIGNIFICANCE
OF
RATIONAL-ANALYTICAL
PROCEDURES
IN
SELECTING
TALENT
6
1.1.4
SHORTCOMINGS
OF
RATIONAL-ANALYTICAL
PROCEDURES
IN
SELECTING
TALENT:
WHY
PRACTITIONERS
RELY
ON
THEIR
INTUITION
-
9
1.2
BALANCING
INTUITION
AND
ANALYTICS
-
14
1.3
INTUITION
AND
THEORY
FORMATION
IN
PERSONNEL
SELECTION
----
16
1.4
GOALS
OF
THIS
BOOK
-
21
1.5
THE
NEED
FOR
A
MORE
VALID
APPROACH
TO
DECISION-MAKING
PROCESSES
IN
PERSONNEL
SELECTION
-----
23
2
RESEARCH-PRACTICE
GAP
IN
PERSONNEL
SELECTION:
THE
CURRENT
STATE
OF
IMPLEMENTATION
OF
SCIENTIFIC
FINDINGS-----
26
2.1
LACK
OF
DIALOGUE
BETWEEN
RESEARCHERS
AND
PRACTITIONERS
ABOUT
RESEARCH
RESULTS
-----
27
2.1.1
LACK
OF
DIALOGUE
BETWEEN
SCIENCE
AND
PRACTICE
-
27
2.1.2
LACK
OF
KNOWLEDGE
AND
COMPETENCIES
----
28
2.1.3
LACK
OF
(GLOBALLY)
RECOGNIZED
STANDARDS
AND
GUIDELINES
IN
SELECTION
PROCESSES
-
32
2.2
LACK
OF
PRACTICABILITY
OF
PSYCHOMETRIC
SELECTION
PROCEDURES
AND
LIMITED
RESOURCES
IN
ORGANIZATIONS
----
32
2.2.1
LIMITED
RESOURCES
IN
ORGANIZATIONS
-
32
2.2.2
LACK
OF
PRACTICABILITY
OF
PSYCHOMETRIC
SELECTION
PROCEDURES
----
33
2.2.3
LACK
OF
SYSTEMATIC
AND
INDEPENDENT
EVALUATION
OF
THE
SELECTION
DECISION
-----
34
2.3
HIRING
MANAGERS
WANT
CONTROL,
FLEXIBILITY,
AND
AUTONOMY
-
34
2.4
FELT
LACK
OF
RECOGNITION
FOR
PRACTICAL-INTUITIVE
COMPETENCE
AND
EXPERIENCE
----
36
VIII
-
CONTENTS
2.5
SELECTION
AS
A
SOCIAL
EXCHANGE
AND
ACQUISITION
PROCESS:
THE
MEANING
OF
EMOTIONS,
SOCIAL
VALIDITY,
AND
A
POSITIVE
APPLICANT
EXPERIENCE
-
37
2.6
SELF-CONFIDENCE
AND
OVERCONFIDENCE
IN
ONE
'
S
ABILITIES,
STRIVING
FOR
DECISION-MAKING
POWER,
AND
"
BELIEF
SYSTEMS
"
OF
DECISION
MAKERS
----
40
3
RATIONAL-ANALYTICAL
QUALITY
IN
SELECTING
AND
HIRING
CANDIDATES
-
46
3.1
QUALITY
OF
HIRE
----
47
3.2
QUALITY
OF
PERSONNEL
SELECTION
----
49
3.2.1
PSYCHOMETRIC
QUALITY
CRITERIA
-
51
3.2.2
EVIDENCE
AS
A
PREREQUISITE
FOR
HIGH-QUALITY
SELECTION
DECISIONS
-
52
3.2.3
PSYCHOMETRIC
SELECTION
PROCEDURES
-
54
3.2.3.1
STANDARDIZED
DESIGN
OF
SELECTION
PROCESSES
AND
INSTRUMENTS
-
54
3.2.3.2
PSYCHOMETRIC
TESTS
AS
PART
OF
RATIONAL-ANALYTICAL
PROCEDURES
-
58
3.2.3.3
DEVELOPMENT
AND
APPLICATION
OF
SELECTION
DECISION
RULES
-
62
3.2.3.3.1
SCIENTIFICALLY
GUIDED
AND
SYSTEMATICALLY
DEVELOPED
DECISION
RULES
-
63
3.2.3.3.2
IMPLICIT
DECISION-MAKING
RULES
----
70
3.2.3.3.3
LEGAL
OR
DIVERSITY
INFLUENCES
----
71
3.2.4
NORMS,
STANDARDS,
AND
GUIDELINES
FOR
RATIONAL-ANALYTICAL
SELECTION
PROCEDURES
-
71
3.2.4.1
THE
DIN
33430,
DIN
SPEC
91426,
OR
ISO
10667
AS
EXAMPLES
OF
SELECTION
NORMS
AND
STANDARDS
-
72
3.2.4.2
SEPARATION
OF
OBSERVATION
AND
RECORDING
OF
APPLICANTS
FROM
SCORING
AND
INTERPRETATION
74
3.2.4.3
DATA
INTEGRATION
-----
75
3.2.5
RECIPROCAL
QUALITY
STANDARDS
----
75
3.2.5.1
SOCIAL
ACCEPTANCE
AND
ETHICS
IN
SELECTION
PROCEDURES
-
75
3.2.5.2
LEGAL
AND
ETHICAL
CRITERIA
IN
THE
SELECTION
PROCESS
76
3.2.6
ECONOMICS
OF
QUALITY
CRITERIA
----
77
3.2.7
EVALUATION
OF
SELECTION
PROCESSES
-
MEASURING
THE
SUCCESS
OF
SELECTION
DECISIONS
-
77
CONTENTS
-
IX
3.3
IMPLEMENTATION
OF
RATIONAL-ANALYTICAL
SELECTION
METHODS
-
78
3.4
RATIONAL-ANALYTICAL
REQUIREMENTS
FOR
THE
HIRING
MANAGERS
-
79
3.4.1
REQUIREMENTS
OF
THE
DIN
33430
FOR
SELECTION
MANAGERS
-
79
3.4.2
FURTHER
REQUIREMENTS
FOR
HIRING
MANAGERS
BEYOND
THE
DIN
33430
----
82
3.5
SITUATIONAL
FACTORS
AND
PERCEPTION
DISTORTIONS
AS
REASONS
FOR
RATIONAL-ANALYTICAL
SELECTION
PROCEDURES
-
82
3.5.1
SITUATIONAL
CIRCUMSTANCES
OF
SELECTION
PROCESSES
-
83
3.5.2
BIASES
AND
OTHER
PERCEPTUAL
DISTORTIONS
IN
SELECTION
PROCESSES
-
85
3.5.2.1
LIMITED
HUMAN
COGNITIVE
CAPACITY,
PATTERN
RECOGNITION,
AND
SELECTIVE
PERCEPTION
-
87
3.5.2.2
CONTRAST
OR
ANCHOR
EFFECT
AND
ORDER
OF
THE
CANDIDATES
-
89
3.5.2.3
EMOTIONAL
STATE
AND
MOOD
OF
THE
SELECTION
MANAGER
AND
APPLICANT
-
90
3.5.2.4
"
NOISE
"
AND
DECISION-MAKING
-
91
3.5.2.5
SALIENCE
AND
DECISION-MAKING
-
92
3.5.2.6
CONFORMITY
PRESSURE
-
92
3.5.2.7
FEAR
AND
CONFLICT
AVERSION
IN
HIRING
MANAGERS
-
93
3.5.2.8
LITTLE
OR
NO
EVALUATION
OF
THE
SELECTION
PROCESS
AND
ITS
RESULTS
-
93
3.5.2.9
STEREOTYPES
AND
PREJUDICES
-
93
3.5.2.10
INITIAL
IMPRESSION
AND
PRIMACY
EFFECT
-
96
3.5.2.11
RECENCY
EFFECT
-
97
3.5.2.12
HALO
EFFECT
-
97
3.5.2.13
ATTRACTIVENESS
BIAS
OR
LOOKISM
-
98
3.5.2.14
SIMILARITY
EFFECTS,
IN-GROUP
FAVORITISM,
AND
HOMOPHILY
----
100
3.5.2.15
IN-GROUP
FAVORITISM
----
102
3.5.2.16
CONFIRMATION
BIAS
----
103
3.5.2.17
SELF-SERVING
BIAS
----
105
3.5.2.18
CORRESPONDENCE
BIAS
OR
FUNDAMENTAL
ATTRIBUTION
ERROR
-
106
3.5.2.19
CULTURAL
BIAS
-
107
3.5.2.20
ETHNIC
BIASES
-
107
3.5.2.21
HINDSIGHT
BIAS
----
108
3.5.2.22
GENDER
BIAS
----
109
3.5.2.23
SEXUAL
ORIENTATION
BIAS
-
110
X
-
CONTENTS
3.5.2.24
AGE
BIAS/AGEISM
----
110
3.5.2.25
DISABILITIES
BIAS/ABLEISM
----
110
3.5.2.26
(OVERWEIGHT
BIAS
----
111
3.5.2.27
RATING
SCALE
BIAS
----
111
3.5.2.28
PSYCHOLOGICAL
PROJECTION
----
111
3.5.2.29
OVERCONFIDENCE
BIAS
----
112
3.5.2.30
TECHNOLOGICALLY
INDUCED
BIAS
----
113
3.5.2.31
SAMPLE
(SELECTION)
BIAS
-
113
3.5.2.32
CONCLUSION
----
114
3.6
BENEFITS
OF
RATIONAL-ANALYTICAL
SELECTION
PROCEDURES
----
115
3.6.1
REDUCE
PERCEPTUAL
DISTORTIONS
AND
BIAS
----
115
3.6.2
ADVANTAGES
OF
SYSTEMATIC
REQUIREMENT
ANALYSIS
AND
INTERVIEW
GUIDELINES
-
117
3.6.2.1
REQUIREMENT-ORIENTED
ANALYSIS
OF
APPLICATION
DOCUMENTS
-
118
3.6.2.2
SYSTEMATIC
SELECTION
INTERVIEWS
BASED
ON
INTERVIEW
GUIDELINES
118
3.6.3
BETTER
JUSTIFICATION
AND
COMMUNICATION
OF
THE
SELECTION
RESULTS
-----
119
3.6.4
HIGHER
INTELLECTUAL
DIVERSITY
-
119
3.6.5
MORE
SENSE
OF
FAIRNESS
AND
POSITIVE
CANDIDATE
EXPERIENCE
-
120
3.7
LIMITS
OF
RATIONAL-ANALYTICAL
PERSONNEL
DIAGNOSTICS
----
120
3.7.1
CRITICISM
OF
RATIONALITY
AS
THE
GUIDING
PRINCIPLE
OF
(POST-)
MODERNITY
-
120
3.7.2
LIMITS
OF
RATIONALITY
-
FAILURE
OF
THE
CONCEPT
OF
UNLIMITED
RATIONALITY
----
122
3.7.3
LIMITS
OF
OBJECTIVITY
----
126
3.7.4
LIMITS
TO
SEPARATING
OBSERVATION
AND
EVALUATION/
SCORING
-----
130
3.7.5
SOCIAL
INFLUENCE
OF
THE
OTHER
SELECTION
MANAGERS
-
131
3.7.6
LIMITS
OF
SELECTION
DECISION
RULES
-
NO
RULE
WITHOUT
AN
EXCEPTION
-
132
3.7.7
LIMITS
OF
VALIDITY
----
133
3.7.8
CULTURAL
LIMITS
OF
ACCEPTANCE
OF
ANALYTICAL
PROCEDURES
----
142
3.7.9
SOCIAL
ACCEPTANCE,
FAIRNESS,
AND
SOCIAL
VALIDITY
OF
SELECTION
PROCEDURES
AS
POSSIBLE
OBSTACLES
TO
RATIONAL-
ANALYTIC
SELECTION
PROCEDURES
-
143
3.7.9.1
SOCIAL
ACCEPTANCE
AND
POSITIVE
RELATIONSHIP
BUILDING
143
CONTENTS
-
XI
3.7.9.2
ACCEPTANCE
OF
SELECTION
PROCEDURES
AND
POSITIVE
CANDIDATE
EXPERIENCE
-
144
3.7.9.3
PERCEIVED
FAIRNESS
OF
A
SELECTION
PROCESS
AND
THE
CONCEPT
OF
SOCIAL
VALIDITY
-
146
3.7.10
LIMITS
OF
PRACTICABILITY
----
149
3.7.11
LIMITS
OF
MEANINGFULNESS
OF
CERTIFICATES,
REFERENCES,
OR
SCHOOL
GRADES
----
149
3.7.12
CONCLUSION
----
150
4
INTUITION
AND
HUMAN
DECISION-MAKING
-
151
4.1
INTUITION
IN
HUMAN
DECISIONS
AND
DEFINITION
OF
INTUITION
-
151
4.1.1
DEFINITION
OF
INTUITION
-
151
4.1.2
INTUITION
IN
HUMAN
DECISIONS
----
156
4.1.3
TYPES
AND
FUNCTIONS
OF
INTUITION
----
157
4.1.3.1
INTUITION
TYPE
1:
EXPERT
INTUITION
-----
158
4.1.3.2
INTUITION
TYPE
2:
MORAL
INTUITION
-----
159
4.1.3.3
INTUITION
TYPE
3:
CREATIVE
INTUITION
----
159
4.1.3.4
INTUITION
TYPE
4:
SOCIAL
INTUITION
----
160
4.2
APPROACHES
TO
UNDERSTANDING
AND
EXPLAINING
INTUITION
-
161
4.2.1
EXPERIENCES,
PATTERN
RECOGNITION,
AND
EXPERT
KNOWLEDGE
AS
ASPECTS
OF
INTUITION
-
161
4.2.1.1
EXPERIENCES
AND
EXPERT
KNOWLEDGE
AS
(UNCONSCIOUS)
COGNITIVE
COMPONENTS
OF
INTUITION
----
162
4.2.1.1.1
HOW
TO
DEVELOP
EXPERTISE?
----
163
4.2.1.1.2
LEARNING
CIRCUMSTANCES
AND
EXPERTISE
-
165
4.2.1.1.3
ROUTINE
AND
EXPERIENCE
ARE
NOT
AUTOMATICALLY
EXPERTISE
-
167
4.2.1.1.4
LACK
OF
OBJECTIVE
EVALUATIONS
AND
EXPERT
DEVELOPMENT
-
168
4.2.1.2
INTUITIVE
PATTERN
RECOGNITION
AND
EXPERTISE
-
169
4.2.1.3
INTUITIVE
PATTERN
RECOGNITION
AND
EMOTIONS
-
170
4.2.2
DUAL
PROCESSING
APPROACHES
TO
INTUITION
-
171
4.2.2.1
COGNITIVE-EXPERIENTIAL
SELF-THEORY
(CEST)
-
172
4.2.2.2
TACIT
AND
DELIBERATE
SYSTEM
OR
IMPLICIT
AND
EXPLICIT
KNOWLEDGE
173
4.2.2.3
UNCONSCIOUS
THOUGHT
THEORY
-----
175
4.2.2.4
SYSTEMS
1
AND
2
OR
TYPE
1
AND
TYPE
2
MENTAL
PROCESSES
-
176
4.2.2.5
SYSTEM
X
AND
SYSTEM
C
BY
LIEBERMAN
ET
AL.
-
182
XII
-
CONTENTS
4.3
4.2.2.6
INTERACTION
OF
INTUITION
AND
RATIONAL
ANALYTICS
-
183
4.2.2.6.1
COGNITIVE
AND
EMOTIONAL
COMPONENTS
OF
INTUITION
183
4.2.2.6.2
THE
INTERACTION
OF
SYSTEM
1/TYPE
1
AND
SYSTEM
2/TYPE
2
184
4.2.2.6.3
THE
"
PARALLEL
(COMPETITIVE)
"
AND
"
DEFAULT-INTERVENTIONIST
"
APPROACH
-
185
4.2.2.7
THE
CONTINUUM
APPROACH
AS
CRITICISM
OF
THE
DUAL-SYSTEM
APPROACH
-
188
4.2.3
HEURISTICS
AND
INTUITION
----
191
4.2.3.1
HEURISTICS
AS
A
BASIS
FOR
JUDGMENTS
AND
DECISION-MAKING
IN
PERSONNEL
SELECTION
-
191
4.2.4
EMOTIONS
AND
INTUITION
----
199
4.2.4.1
EMOTIONS
AS
A
COMPONENT
OF
INTUITION
-
200
4.2.4.2
EMOTIONS
ON
THE
NEURO-/PSYCHO-PHYSIOLOGICAL
LEVEL
-
205
4.2.4.3
EMOTIONS
ON
THE
FEELING
LEVEL
-----
206
4.2.4.4
EMOTIONS
AND
FEELINGS
ON
THE
BEHAVIORAL
LEVEL
209
4.2.4.5
EMOTIONS
AND
THEIR
CULTURAL
CONSTRUCTION
-----
212
4.2.4.6
INTUITION
AND
EMOTIONAL
COMPETENCIES
-
216
4.2.5
SOMATIC
MARKER
HYPOTHESIS
AS
EXPLANATION
APPROACH
FOR
INTUITION
-----
217
4.2.6
MIRROR
NEURONS
AND
INTUITION
----
219
4.2.7
THE
ENTERIC
NERVOUS
SYSTEM
AND
INTUITION
----
221
4.2.8 NEUROSCIENTIFIC
FINDINGS
AND
INTUITION
----
222
4.2.9
COGNITIVE
STYLE
AND
RATIONAL-ANALYTICAL
AND
INTUITIVE
DECISION-MAKING
-----
226
4.2.9.1
THE
INTUITIVE
AND
RATIONAL-ANALYTICAL
COGNITIVE
STYLE
226
4.2.9.2
GENDER
AND
COGNITIVE
STYLE
----
229
4.2.10
THE
PERSONALITY-SYSTEMS-INTERACTIONS
(PSI)
THEORY
BY
JULIUS
KUHL
230
INTUITION
IN
SELECTED
FIELDS
OF
PRACTICE
-
231
4.3.1
INTUITION
OF
FIREFIGHTERS
-----
231
4.3.2
INTUITION
IN
SPORTS
-----
232
4.3.3
INTUITION
IN
ARTS
(MUSIC,
PAINTING,
SCULPTING,
ETC.)
-
234
4.3.4
INTUITION
IN
MEDICINE
--
235
4.3.5
INTUITION
OF
JUDGES
-----
237
CONTENTS
-
-
XIII
4.3.6
INTUITION
IN
MANAGEMENT
-
238
4.3.6.1
CRITICISM
OF
THE
RATIONAL
MODEL
AND
BOUNDED
RATIONALITY
-
238
4.3.6.2
INTUITIVE
DECISIONS
IN
MANAGEMENT
-----
241
4.3.7
INTUITION
AND
ENTREPRENEURSHIP
-
246
4.3.8
INTUITION
IN
MARKETING
-
248
4.3.9
INTUITION
IN
ACCOUNTING,
AUDITING,
DUE
DILIGENCE,
AND
SO
ON
249
4.3.10
INTUITION
IN
PHILOSOPHY
----
250
4.3.11
INTUITION
IN
PEDAGOGY
AND
SOCIAL
WORK
-
251
5
INTUITION
IN
PERSONNEL
SELECTION
PROCESSES
-
253
5.1
ADVANTAGES
OF
INTUITION
IN
PERSONNEL
SELECTION
-
253
5.1.1
INTUITIONS
ARE
AN
INNER
KNOWLEDGE
-
253
5.1.2
INTUITION
HELPS
COPE
WITH
COMPLEXITY
----
255
5.1.3
INTUITIVE
DECISIONS
CAN
BE
TIME
AND
COST-EFFECTIVE
----
256
5.1.4
INTUITIONS
AS
INITIAL
IMPRESSIONS
TO
PICK
UP
ESSENTIAL
INFORMATION
ABOUT
THE
CANDIDATE
-
258
5.1.5
INTUITION
HELPS
ASSESS
CANDIDATE-MANAGER/SUPERVISOR,
CANDIDATE-TEAM,
AND
CANDIDATE-ORGANIZATION
FIT
-
259
5.1.6
INTUITION
HELPS
CREATE
GOOD
RELATIONSHIPS
AND
POSITIVE
CANDIDATE
EXPERIENCES
IN
SELECTION
PROCESSES
-
263
5.1.7
INTUITION
SENDS
ESSENTIAL
MESSAGES
AND
HELPS
RECOGNIZE
CANDIDATES
HOLISTICALLY
-----
267
5.1.8
INTUITION
ENCOURAGES
CREATIVITY
AND
IMPROVISATION
SKILLS
268
5.2
DISADVANTAGES
AND
RISKS
OF
INTUITIONS
IN
SELECTION
PROCESSES
----
269
5.2.1
OVERCONFIDENCE
OF
SELECTION
MANAGERS
AS
A
RISK FOR
INEFFECTIVE
JUDGMENTS
-
269
5.2.2
INTUITIONS
LEAD
TO
NO
VALID
COMPLEXITY
REDUCTION
----
270
5.2.3
INTUITIONS
LEAD
TO
BIASES
AND
DISCRIMINATION
-
270
5.2.4
INTUITIVE
DECISIONS
ARE
NOT
TRANSPARENT
AND
OBJECTIVELY
VERIFIABLE
-
270
5.2.5
INTUITIVE
DECISIONS
ARE
NOT
AS
ACCURATE
AND
EFFECTIVE
AS
RATIONAL-ANALYTICAL
ONES
-
271
5.3
RATIONALIZATION
OF
INTUITIVE
JUDGMENT
AND
DECISION-MAKING
----
271
5.3.1
DISGUISING
STRATEGY
----
272
5.3.2
DEFENSIVE
DECISION-MAKING
----
273
5.3.3
FIGURES,
DATA,
AND
FACTS
ARE
DECISIVE
-----
273
5.3.4
INTUITIVE
DECISIONS
AS
A
TABOO
SUBJECT
OR
A
DEFENSE
MECHANISM?
274
XIV
-
CONTENTS
5.3.5
RATIONALIZATION
OF
THE
FEEDBACK
GIVEN
TO
CANDIDATES
-
275
5.4
CONCLUSIONS
REGARDING
ADVANTAGES
AND
DISADVANTAGES
OF
INTUITION
-----
277
5.5
MEANING
AND
IMPLEMENTATION
OF
INTUITIVE
AND
EMOTIONAL
DECISIONS
IN
THE
PRACTICE
OF
PERSONNEL
SELECTION
-
279
5.5.1
UNDERSTANDING
OF
INTUITION
IN
PRACTICE
----
279
5.5.2
PERCEIVED
ADVANTAGES
OF
INTUITIONS
IN
PRACTICE
-
280
5.5.3
INTUITION
AND
DIAGNOSING
LEADERSHIP
TALENT
-
285
5.5.4
INTUITION
AND
RATIONALIZATION
IN
PRACTICE
----
288
5.5.5
PERCEIVED
LIMITS
OF
INTUITIVE
JUDGMENTS
----
288
5.6
FACTORS
INFLUENCING
THE
USE
OF
INTUITION
IN
DECISION-MAKING
-
290
6
HOW
TO
MEASURE
AND
OPERATIONALIZE
INTUITION
----
295
6.1
NON-SELF-REPORT
METHODS
-
296
6.1.1
QUANTITATIVE
NON-SELF-REPORT
METHODS
-
296
6.1.2
QUALITATIVE
NON-SELF-REPORT
METHODS
(EXAMPLES)
-
297
6.1.2.1
MEASURING
INTUITION
USING
OBSERVATION
-----
297
6.1.2.2
PROTOCOL
ANALYSIS
-----
297
6.1.2.3
DIALOGICAL
INQUIRY
-----
297
6.2
MEASURING
INTUITION
USING
SELF-REPORTS
----
298
6.2.1
QUALITATIVE
METHODS
AND
SELF-REPORTS
-
298
6.2.1.1
INTERVIEWS
----
298
6.2.1.2
CRITICAL
INCIDENT
TECHNIQUE
-----
298
6.2.2
QUANTITATIVE
METHODS
AND
SELF-REPORTS
-
299
6.2.2.1
COGNITIVE
STYLE
INDEX
(CSI)
-----
299
6.2.2.2
COGNITIVE
STYLE
INDICATOR
(COSI)
-----
300
6.2.2.3
GENERAL
DECISION-MAKING
STYLE
(GDMS)
-
300
6.2.2.4
RATIONAL
EXPERIENTIAL
INVENTORY
(REI)
AS
A
DUAL
PROCESS
APPROACH
-
301
6.2.2.5
MYERS-BRIGGS
TYPE
INDICATOR
(MBTI)
-----
302
6.2.2.6
INTUITIVE
MANAGEMENT
SURVEY
(AIM)
-----
302
6.2.2.7
INTERNATIONAL
SURVEY
ON
INTUITION
(ISI)
-
303
6.2.2.8
LINEAR-NONLINEAR
THINKING
STYLE
PROFILE
(LNTSP)
303
6.2.2.9
PREFERENCE
FOR
INTUITION
AND
DELIBERATION
(PID)
303
6.2.2.10
INTUITIVE
PROFILE
(IQ2
INTUITION
QUOTIENT
TEST
OR
CAPPON
INTUITION
PROFILE)
----
304
6.3
EXPERIMENTS
AS
METHODS
TO
MEASURE
INTUITION
-
304
6.4
CHALLENGES
AND
LIMITATIONS
OF
THE
METHODS
TO
MEASURE
INTUITION
----
304
CONTENTS
-
XV
7
ACCEPTANCE
OF
ANALYTICS
AND
INTUITION
IN
THE
PROCESS
OF
DIAGNOSING
TALENT
IN
DIFFERENT
CULTURES
-
307
7.1
CULTURE
AND
TALENT
SELECTION
PROCEDURES
-
307
7.2
INFLUENCES
ON
THE
CULTURAL
ACCEPTANCE
OF
ANALYTICAL
AND
INTUITIVE
SELECTION
PROCEDURES
-
309
7.2.1
POLITICAL
INFLUENCE
ON
SELECTION
PROCEDURES
-
309
7.2.2
LEGAL
INFLUENCES
----
310
7.2.3
ECONOMIC,
TECHNOLOGICAL,
AND
EDUCATIONAL
INFLUENCES
-
312
7.2.4
CULTURAL
INFLUENCES
ON
THE
ACCEPTANCE
OF
ANALYTICAL
AND
INTUITIVE
SELECTION
PROCEDURES
-
313
7.2.4.1
ACCEPTANCE
OF
INTUITIONS
AND
EMOTIONS
ACCORDING
TO
HOFSTEDE
'
S
CULTURAL
DIMENSION
-
314
7.2.4.1.1
INTUITIONS
AND
EMOTIONS
IN
HIGH
AND
LOW
POWER
DISTANCE
CULTURES
314
7.2.4.1.2
INTUITIONS
AND
EMOTIONS
IN
INDIVIDUALISTIC
AND
COLLECTIVISTIC
CULTURES
316
7.2.4.1.3
INTUITIONS
AND
EMOTIONS
IN
MASCULINE
AND
FEMININE
CULTURES
-
319
7.2.4.1.4
INTUITIONS
AND
EMOTIONS
IN
CULTURES
OF
UNCERTAINTY
AVOIDANCE
-
321
7.2.4.2
ACCEPTANCE
OF
INTUITIONS
AND
EMOTIONS
ACCORDING
TO
THE
CULTURAL
DIMENSIONS
OF
HALL
AND
HALL,
TROMPENAARS,
AND
GELFAND
-
324
7.2.4.2.1
INTUITIONS
AND
EMOTIONS
IN
HIGH
AND
LOW-CONTEXT
CULTURES
324
7.2.4.2.2
INTUITIONS
AND
EMOTIONS
IN
UNIVERSALISTIC
AND
PARTICULARISTIC
CULTURES
-
330
7.2.4.2.3
INTUITIONS
AND
EMOTIONS
IN
NEUTRAL
AND
AFFECTIVE
CULTURES
-
331
7.2.4.2.4
INTUITIONS
AND
EMOTIONS
IN
TIGHT
AND
LOOSE
CULTURES
332
7.2.4.2.5
INTUITIONS
AND
EMOTIONS
IN
LINEAR
ACTIVE,
MULTI-ACTIVE,
AND
REACTIVE
CULTURES
332
7.3
CULTURE,
BIAS,
AND
OTHER
PERCEPTION
DISTORTIONS
-
334
7.3.1
BIAS,
PERCEPTION
DISTORTIONS,
AND
INDIVIDUALISM
COLLECTIVISM
----
334
XVI
-
CONTENTS
7.3.2
BIAS,
PERCEPTION
DISTORTIONS,
AND
HIGH
AND
LOW-CONTEXT
CULTURES
-----
335
7.3.3
BIAS,
PERCEPTION
DISTORTIONS,
AND
POWER
DISTANCE
-
335
7.3.4
(GENDER)
BIAS,
PERCEPTION
DISTORTIONS,
AND
MASCULINITY/
FEMININITY
-
336
7.3.5
PERCEPTION
DISTORTIONS
AND
UNIVERSALISM/
PARTICULARISM
----
337
7.3.6
FURTHER
CULTURAL
FACTORS
ON
DISTORTED
PERCEPTIONS
IN
PERSONNEL
SELECTION
-
337
7.4
CULTURE-SPECIFIC
CONCEPTS
OF
LEADERSHIP
AND
CONSEQUENCES
FOR
THE
ACCEPTANCE
OF
ANALYTICS
AND
INTUITION
IN
PERSONNEL
SELECTION
-
339
7.5
EMPIRICAL
FINDINGS
ON
QUALITY
STANDARDS
AND
INTUITION
IN
SELECTING
GLOBAL
LEADERSHIP
TALENT
-----
342
7.5.1
MEANING
OF
POSITIVE
CANDIDATE
EXPERIENCE
IN
SPECIFIC
CULTURES
----
344
7.5.2
MEANING
OF
INTUITION
AND
EMOTIONS
IN
THE
PRACTICE
OF
DIFFERENT
CULTURES
-
344
7.5.3
HOW
TO
MEASURE
AND
EVALUATE
THE
SUCCESS
OF
HIRING
GLOBAL
LEADERSHIP
TALENT
----
347
7.6
ACCEPTANCE
OF
RATIONAL-ANALYTICAL
AND
INTUITIVE
SELECTION
PROCEDURES
IN
A
GLOBAL
CONTEXT
----
348
7.7
IMPLICATIONS
OF
CULTURE
ON
THE
USE
OF
INTUITION
AND
ANALYTICS
IN
PERSONNEL
SELECTION
-----
351
8
DIGITAL
TECHNOLOGIES
AND
ARTIFICIAL
INTELLIGENCE
(AI):
IMPLICATIONS
FOR
USING
INTUITION
AND
ANALYTICS
IN
PERSONNEL
SELECTION
-
357
8.1
DIGITAL
TECHNOLOGIES
AND
AI
IN
PERSONNEL
SELECTION
----
357
8.2
ALGORITHM
IN
PERSONNEL
SELECTION
-
360
8.3
ACTIVE
SOURCING
AND
APPLICANT
TRACKING
SYSTEMS
-
362
8.4
BIG
DATA
IN
PERSONNEL
SELECTION
-
363
8.5
DIGITAL
ANALYSIS
OF
WRITTEN
WORDS
----
364
8.6
LIKES
IN
SOCIAL
MEDIA
AND
PERSONALITY
----
365
8.7
ONLINE
TEST
IN
PERSONNEL
SELECTION
----
367
8.8
DIGITALLY
BASED
VIDEO
OR
TELEPHONE
INTERVIEWS
----
368
8.8.1
ANALYSIS
OF
VIDEO
INTERVIEWS
-
368
8.8.2
ANALYSIS
OF
VOICE
----
369
8.8.3
SELECTION
SUPPORT
BY
CHATBOTS
OR
MESSENGER
SYSTEMS
-
371
8.9
AL
AS
AN
INTUITIVE
AND
EMOTIONAL
SYSTEM
-
372
8.10
AL
AND
CANDIDATE
EXPERIENCE
-
373
8.11
LIMITATIONS
OF
DIGITAL
AND
AL-BASED
SELECTION
PROCEDURES
----
377
8.11.1
DATA
FROM
THE
PAST
----
377
CONTENTS
-
XVII
8.11.2
HUGE
AMOUNT
OF
DATA
AND
ORGANIZATIONAL
RESOURCES
-
378
8.11.3
STATIC
ALGORITHMS
----
378
8.11.4
BIASED
DATA
----
379
8.11.5
LIMITS
OF
(VERBAL
AND
NONVERBAL)
LANGUAGE
ANALYSIS
-
381
8.11.6
AL
AND
LACK
OF
"
HUMAN
EYE
"
AND
INTUITION
-
382
8.11.7
ETHICAL
PARTICULARITIES
OF
AL
----
384
8.11.8
LEGAL
ASPECTS
OF
AL
----
386
8.11.9
LIMITS
OF
USING
DATA
FROM
SOCIAL
MEDIA
-
388
8.12
ADVANTAGES
AND
DISADVANTAGES
OF
AI
IN
PERSONNEL
SELECTION
-
389
9
LEARNING
AND
DEVELOPING
RATIONAL-ANALYTICAL
AND
INTUITIVE
COMPETENCIES
-
394
9.1
LEARNING
IN
RATIONAL-ANALYTICAL
PROCEDURES
AND
BEHAVIOR
-
395
9.2
LEARNING
INTUITIVE
COMPETENCIES
BY
REFLECTION
ON
INTUITIONS
AND
EMOTIONS
----
398
9.2.1
HOW
TO
TEACH
AND
LEARN
INTUITION?
----
399
9.2.2
ENHANCING
INTUITION
THROUGH
SELF-AWARENESS
-
406
9.2.2.1
LISTENING
TO
ONE
'
S
INTUITIONS
AND
EMOTIONS
AS
IMPORTANT
MESSAGES
-
406
9.2.2.2
IMPROVING
INTUITION
BY
MENTAL
RELAXATION,
AWARENESS,
AND
MINDFULNESS
TRAINING
-
409
9.2.3
DEVELOPING
COMPETENCIES
IN
REFLECTION
ON
INTUITION
AND
EMOTIONS
-
411
9.2.3.1
REFLECTING
ON
INTUITION
IN
A
CONTEXT
OF
TRUST
AND
PSYCHOLOGICAL
SAFETY
-
411
9.2.3.2
TRAIN
AND
DEVELOP
EMOTIONAL
COMPETENCIES
-
412
9.2.3.3
TRAINING
AND
REFLECTION
ON
PERCEPTION
DISTORTIONS
AND
BIASES
-
414
9.2.3.4
DEVELOPING
AND
USING
COLLECTIVE
INTUITION
FOR
BETTER
DECISION-MAKING
-
416
9.2.3.4.1
THE
VALUE
OF
COLLECTIVE
INTUITION
416
9.2.3.4.2
BROADENING
PERSPECTIVES
-----
417
9.2.3.4.3
CONCEPTUALIZATION
OF
COLLECTIVE
INTUITION
417
9.2.3.4.4
COMMUNICATION
OF
COLLECTIVE
INTUITION
IN
SELECTION
PROCESSES
-
418
9.2.3.4.5
DEVELOPING
A
HIGH-RELIABILITY
ORGANIZATION
-
419
XVIII
-
CONTENTS
9.23.4.6
REFLECTION
ON
RATIONALIZATIONS
OF
INTUITION
-----
419
9.2.3.4.
7
DEVELOPING
INTUITION
THROUGH
SUPERVISION
AND
COACHING
420
9.23.4.8
MENTALIZATION
AS
A
SPECIFIC
APPROACH
TO
REFLECTING
ON
EMOTIONS
----
420
93
DEVELOPING
INTUITION
BY
"
BRAIN
SKILL
TRAINING
"
----
421
9.4
JOURNALING
INTUITIONS
AND
DEVELOPING
COGNITIVE
MAPS
----
421
9.5
EXPLORING
INTUITION
IN
AN
INTERCULTURAL
CONTEXT
----
422
9.6
EMPIRICAL
RESEARCH
RESULTS
ON
DEVELOPING
INTUITION
-
424
10
IMPLEMENTATION
OF
A
HOLISTIC
PERSONNEL
SELECTION
APPROACH
-
430
10.1
CONSIDER
THE
ORGANIZATIONAL
CONTEXT
AND
TAKE
A
SYSTEMIC
APPROACH
-----
430
10.2
DEVELOP
A
COMMON
UNDERSTANDING
OF
THE
QUALITY
OF
HIRING
AND
PERSONNEL
SELECTION
IN
THEORY
AND
PRACTICE,
AND
BRIDGE
THE
REFERENCE
SYSTEMS
OF
SCIENCE
AND
PRACTICE
-
433
103
PROCESS-ORIENTED
AND
STRUCTURAL
INTEGRATION
OF
RATIONAL-ANALYTIC
AND
INTUITIVE-EMOTIONAL
PROCESSES
-----
437
103.1
CONSIDER
SELECTION
AND
HIRING
PROCESSES
AS
SOCIAL
AND
ACQUISITION
PROCESSES
----
438
103.2
SHOW
UNDERSTANDING
FOR
AND
THEN
CRITICALLY
QUESTION
THE
CURRENT
SELECTION
PROCEDURES,
THE
EXPERIENCES,
AND
COMPETENCIES
OF
PRACTITIONERS
-
440
1033
DEMONSTRATE
AND
COMMUNICATE
THE
BENEFITS
OF
USING
EFFECTIVE
PERSONNEL
SELECTION
PROCESSES
-
442
103.4
USE
BOOSTING
AND
NUDGING
TO
SUPPORT
EFFECTIVE
SELECTION
PROCEDURES
INTEGRATING
RATIONAL-ANALYTICAL
AND
INTUITIVE
EMOTIONAL
DECISIONS
----
444
103.5
USE
A
MULTIMODAL
APPROACH
TO
SELECTION
-
445
103.6
USE
AN
INTERVIEW
GUIDELINE,
RATING
SCALES
FOR
PERCEIVED
BEHAVIORS
AND
INTUITIONS,
AND
DECISION
RULES
-
447
103.7
USE
DIGITAL
TECHNOLOGIES
AND
AI
TO
SUPPORT
SELECTION
DECISIONS
----
448
103.8
USE
INTERVENTION
TECHNIQUES
TO
MONITOR
THE
INTEGRATIVE
USE
OF
RATIONAL-ANALYTICAL
AND
INTUITIVE
SELECTION
PROCEDURES
-
451
103.8.1
USE
THE
RATIONAL-ANALYTICAL
MIND
(OR
SYSTEM
2)
AS
A
CENSOR
-----
451
10.3.8.2
REFLECT
ON
INTUITION
1
AND
INTUITION
2
----
454
CONTENTS
-
XIX
10.3.8.3
SPECIFIC
QUESTIONS
AS
INTERVENTION
TECHNIQUES
TO
REFLECT
ON
INTUITION
----
455
10.3.9
EVALUATE
SELECTION
PROCESSES
AND
HIRING
DECISIONS
-
460
10.3.10
IMPLEMENT
SYSTEMATIC
TALENT
MANAGEMENT
AND
ATTRACT
TARGETED
APPLICANTS
-
461
10.4
INDIVIDUAL
INTEGRATION
OF
RATIONAL-ANALYTIC
AND
INTUITIVE-EMOTIONAL
PROCESSES
-
463
10.4.1
APPRECIATE
THE
INTERPLAY
OF
RATIONAL-ANALYTICAL
RESULTS
AND
INTUITIVE-EMOTIONAL
IMPULSES
IN
PERSONNEL
SELECTION
-
463
10.4.2
INVOLVE
WELL-QUALIFIED,
TRAINED,
AND
EXPERIENCED
HIRING
MANAGERS
-
464
10.4.3
REQUIRE
INTUITIVE-EMOTIONAL
COMPETENCIES
AS
SELECTION
CRITERIA
FOR
SELECTION
MANAGERS
-
467
10.5
CULTURAL
INTEGRATION
OF
RATIONAL
ANALYTIC
AND
INTUITIVE-EMOTIONAL
PROCESSES
467
10.5.1
CREATE
A
CULTURE
OF
ACCEPTANCE
AND
REFLECTION
ON
INTUITION
----
467
10.5.2
CREATE
FLEXIBLE
LEARNING
AND
ERROR
CULTURES
-
469
10.5.3
DEMAND
ACCOUNTABILITY
FOR
SELECTION
MANAGERS
-
470
10.6
HOLISTIC
APPROACH
TO
PERSONNEL
SELECTION
-
471
10.6.1
CONCLUSION
FOR
THEORY
BUILDING
----
471
10.6.2
MULTIDIMENSIONAL
FRAMEWORK
FOR
DECISION-MAKING
IN
THE
PERSONNEL
SELECTION
AND
HIRING
PROCESSES
-
A
HOLISTIC
AND
PARADOXICAL
PERSPECTIVE
-
475
10.6.2.1
INTEGRATIVE
APPROACH
TO
A
SCIENTIFIC
ANALYSIS
OF
THE
INTERPLAY
OF
ANALYTICS
AND
INTUITION
IN
PERSONNEL
SELECTION
-----
475
10.6.2.2
DUALITY
OF
INTUITION
AND
ANALYTICS
AS
A
PARADOXICAL
TENSION
AND
INTERPLAY
-
486
10.6.3
LIMITATIONS
AND
FURTHER
RESEARCH
----
491
10.6.4
WISE
DECISION
----
492
REFERENCES
----
495
INDEX---
575 |
| adam_txt |
CONTENTS
LIST
OF
ABBREVIATIONS
-
XXI
LIST
OF
FIGURES
-
XXIII
1
INTRODUCTION
-
1
1.1
INTUITION
AND
ANALYTICS
IN
THE
PROCESS
OF
IDENTIFYING
SUITABLE
TALENT
-
1
1.1.1
THE
SIGNIFICANCE
OF
SELECTING
SUITABLE
TALENT
-
1
1.1.2
THE
SIGNIFICANCE
OF
INTUITION
IN
SELECTING
TALENT
-
4
1.1.3
THE
SIGNIFICANCE
OF
RATIONAL-ANALYTICAL
PROCEDURES
IN
SELECTING
TALENT
6
1.1.4
SHORTCOMINGS
OF
RATIONAL-ANALYTICAL
PROCEDURES
IN
SELECTING
TALENT:
WHY
PRACTITIONERS
RELY
ON
THEIR
INTUITION
-
9
1.2
BALANCING
INTUITION
AND
ANALYTICS
-
14
1.3
INTUITION
AND
THEORY
FORMATION
IN
PERSONNEL
SELECTION
----
16
1.4
GOALS
OF
THIS
BOOK
-
21
1.5
THE
NEED
FOR
A
MORE
VALID
APPROACH
TO
DECISION-MAKING
PROCESSES
IN
PERSONNEL
SELECTION
-----
23
2
RESEARCH-PRACTICE
GAP
IN
PERSONNEL
SELECTION:
THE
CURRENT
STATE
OF
IMPLEMENTATION
OF
SCIENTIFIC
FINDINGS-----
26
2.1
LACK
OF
DIALOGUE
BETWEEN
RESEARCHERS
AND
PRACTITIONERS
ABOUT
RESEARCH
RESULTS
-----
27
2.1.1
LACK
OF
DIALOGUE
BETWEEN
SCIENCE
AND
PRACTICE
-
27
2.1.2
LACK
OF
KNOWLEDGE
AND
COMPETENCIES
----
28
2.1.3
LACK
OF
(GLOBALLY)
RECOGNIZED
STANDARDS
AND
GUIDELINES
IN
SELECTION
PROCESSES
-
32
2.2
LACK
OF
PRACTICABILITY
OF
PSYCHOMETRIC
SELECTION
PROCEDURES
AND
LIMITED
RESOURCES
IN
ORGANIZATIONS
----
32
2.2.1
LIMITED
RESOURCES
IN
ORGANIZATIONS
-
32
2.2.2
LACK
OF
PRACTICABILITY
OF
PSYCHOMETRIC
SELECTION
PROCEDURES
----
33
2.2.3
LACK
OF
SYSTEMATIC
AND
INDEPENDENT
EVALUATION
OF
THE
SELECTION
DECISION
-----
34
2.3
HIRING
MANAGERS
WANT
CONTROL,
FLEXIBILITY,
AND
AUTONOMY
-
34
2.4
FELT
LACK
OF
RECOGNITION
FOR
PRACTICAL-INTUITIVE
COMPETENCE
AND
EXPERIENCE
----
36
VIII
-
CONTENTS
2.5
SELECTION
AS
A
SOCIAL
EXCHANGE
AND
ACQUISITION
PROCESS:
THE
MEANING
OF
EMOTIONS,
SOCIAL
VALIDITY,
AND
A
POSITIVE
APPLICANT
EXPERIENCE
-
37
2.6
SELF-CONFIDENCE
AND
OVERCONFIDENCE
IN
ONE
'
S
ABILITIES,
STRIVING
FOR
DECISION-MAKING
POWER,
AND
"
BELIEF
SYSTEMS
"
OF
DECISION
MAKERS
----
40
3
RATIONAL-ANALYTICAL
QUALITY
IN
SELECTING
AND
HIRING
CANDIDATES
-
46
3.1
QUALITY
OF
HIRE
----
47
3.2
QUALITY
OF
PERSONNEL
SELECTION
----
49
3.2.1
PSYCHOMETRIC
QUALITY
CRITERIA
-
51
3.2.2
EVIDENCE
AS
A
PREREQUISITE
FOR
HIGH-QUALITY
SELECTION
DECISIONS
-
52
3.2.3
PSYCHOMETRIC
SELECTION
PROCEDURES
-
54
3.2.3.1
STANDARDIZED
DESIGN
OF
SELECTION
PROCESSES
AND
INSTRUMENTS
-
54
3.2.3.2
PSYCHOMETRIC
TESTS
AS
PART
OF
RATIONAL-ANALYTICAL
PROCEDURES
-
58
3.2.3.3
DEVELOPMENT
AND
APPLICATION
OF
SELECTION
DECISION
RULES
-
62
3.2.3.3.1
SCIENTIFICALLY
GUIDED
AND
SYSTEMATICALLY
DEVELOPED
DECISION
RULES
-
63
3.2.3.3.2
IMPLICIT
DECISION-MAKING
RULES
----
70
3.2.3.3.3
LEGAL
OR
DIVERSITY
INFLUENCES
----
71
3.2.4
NORMS,
STANDARDS,
AND
GUIDELINES
FOR
RATIONAL-ANALYTICAL
SELECTION
PROCEDURES
-
71
3.2.4.1
THE
DIN
33430,
DIN
SPEC
91426,
OR
ISO
10667
AS
EXAMPLES
OF
SELECTION
NORMS
AND
STANDARDS
-
72
3.2.4.2
SEPARATION
OF
OBSERVATION
AND
RECORDING
OF
APPLICANTS
FROM
SCORING
AND
INTERPRETATION
74
3.2.4.3
DATA
INTEGRATION
-----
75
3.2.5
RECIPROCAL
QUALITY
STANDARDS
----
75
3.2.5.1
SOCIAL
ACCEPTANCE
AND
ETHICS
IN
SELECTION
PROCEDURES
-
75
3.2.5.2
LEGAL
AND
ETHICAL
CRITERIA
IN
THE
SELECTION
PROCESS
76
3.2.6
ECONOMICS
OF
QUALITY
CRITERIA
----
77
3.2.7
EVALUATION
OF
SELECTION
PROCESSES
-
MEASURING
THE
SUCCESS
OF
SELECTION
DECISIONS
-
77
CONTENTS
-
IX
3.3
IMPLEMENTATION
OF
RATIONAL-ANALYTICAL
SELECTION
METHODS
-
78
3.4
RATIONAL-ANALYTICAL
REQUIREMENTS
FOR
THE
HIRING
MANAGERS
-
79
3.4.1
REQUIREMENTS
OF
THE
DIN
33430
FOR
SELECTION
MANAGERS
-
79
3.4.2
FURTHER
REQUIREMENTS
FOR
HIRING
MANAGERS
BEYOND
THE
DIN
33430
----
82
3.5
SITUATIONAL
FACTORS
AND
PERCEPTION
DISTORTIONS
AS
REASONS
FOR
RATIONAL-ANALYTICAL
SELECTION
PROCEDURES
-
82
3.5.1
SITUATIONAL
CIRCUMSTANCES
OF
SELECTION
PROCESSES
-
83
3.5.2
BIASES
AND
OTHER
PERCEPTUAL
DISTORTIONS
IN
SELECTION
PROCESSES
-
85
3.5.2.1
LIMITED
HUMAN
COGNITIVE
CAPACITY,
PATTERN
RECOGNITION,
AND
SELECTIVE
PERCEPTION
-
87
3.5.2.2
CONTRAST
OR
ANCHOR
EFFECT
AND
ORDER
OF
THE
CANDIDATES
-
89
3.5.2.3
EMOTIONAL
STATE
AND
MOOD
OF
THE
SELECTION
MANAGER
AND
APPLICANT
-
90
3.5.2.4
"
NOISE
"
AND
DECISION-MAKING
-
91
3.5.2.5
SALIENCE
AND
DECISION-MAKING
-
92
3.5.2.6
CONFORMITY
PRESSURE
-
92
3.5.2.7
FEAR
AND
CONFLICT
AVERSION
IN
HIRING
MANAGERS
-
93
3.5.2.8
LITTLE
OR
NO
EVALUATION
OF
THE
SELECTION
PROCESS
AND
ITS
RESULTS
-
93
3.5.2.9
STEREOTYPES
AND
PREJUDICES
-
93
3.5.2.10
INITIAL
IMPRESSION
AND
PRIMACY
EFFECT
-
96
3.5.2.11
RECENCY
EFFECT
-
97
3.5.2.12
HALO
EFFECT
-
97
3.5.2.13
ATTRACTIVENESS
BIAS
OR
LOOKISM
-
98
3.5.2.14
SIMILARITY
EFFECTS,
IN-GROUP
FAVORITISM,
AND
HOMOPHILY
----
100
3.5.2.15
IN-GROUP
FAVORITISM
----
102
3.5.2.16
CONFIRMATION
BIAS
----
103
3.5.2.17
SELF-SERVING
BIAS
----
105
3.5.2.18
CORRESPONDENCE
BIAS
OR
FUNDAMENTAL
ATTRIBUTION
ERROR
-
106
3.5.2.19
CULTURAL
BIAS
-
107
3.5.2.20
ETHNIC
BIASES
-
107
3.5.2.21
HINDSIGHT
BIAS
----
108
3.5.2.22
GENDER
BIAS
----
109
3.5.2.23
SEXUAL
ORIENTATION
BIAS
-
110
X
-
CONTENTS
3.5.2.24
AGE
BIAS/AGEISM
----
110
3.5.2.25
DISABILITIES
BIAS/ABLEISM
----
110
3.5.2.26
(OVERWEIGHT
BIAS
----
111
3.5.2.27
RATING
SCALE
BIAS
----
111
3.5.2.28
PSYCHOLOGICAL
PROJECTION
----
111
3.5.2.29
OVERCONFIDENCE
BIAS
----
112
3.5.2.30
TECHNOLOGICALLY
INDUCED
BIAS
----
113
3.5.2.31
SAMPLE
(SELECTION)
BIAS
-
113
3.5.2.32
CONCLUSION
----
114
3.6
BENEFITS
OF
RATIONAL-ANALYTICAL
SELECTION
PROCEDURES
----
115
3.6.1
REDUCE
PERCEPTUAL
DISTORTIONS
AND
BIAS
----
115
3.6.2
ADVANTAGES
OF
SYSTEMATIC
REQUIREMENT
ANALYSIS
AND
INTERVIEW
GUIDELINES
-
117
3.6.2.1
REQUIREMENT-ORIENTED
ANALYSIS
OF
APPLICATION
DOCUMENTS
-
118
3.6.2.2
SYSTEMATIC
SELECTION
INTERVIEWS
BASED
ON
INTERVIEW
GUIDELINES
118
3.6.3
BETTER
JUSTIFICATION
AND
COMMUNICATION
OF
THE
SELECTION
RESULTS
-----
119
3.6.4
HIGHER
INTELLECTUAL
DIVERSITY
-
119
3.6.5
MORE
SENSE
OF
FAIRNESS
AND
POSITIVE
CANDIDATE
EXPERIENCE
-
120
3.7
LIMITS
OF
RATIONAL-ANALYTICAL
PERSONNEL
DIAGNOSTICS
----
120
3.7.1
CRITICISM
OF
RATIONALITY
AS
THE
GUIDING
PRINCIPLE
OF
(POST-)
MODERNITY
-
120
3.7.2
LIMITS
OF
RATIONALITY
-
FAILURE
OF
THE
CONCEPT
OF
UNLIMITED
RATIONALITY
----
122
3.7.3
LIMITS
OF
OBJECTIVITY
----
126
3.7.4
LIMITS
TO
SEPARATING
OBSERVATION
AND
EVALUATION/
SCORING
-----
130
3.7.5
SOCIAL
INFLUENCE
OF
THE
OTHER
SELECTION
MANAGERS
-
131
3.7.6
LIMITS
OF
SELECTION
DECISION
RULES
-
NO
RULE
WITHOUT
AN
EXCEPTION
-
132
3.7.7
LIMITS
OF
VALIDITY
----
133
3.7.8
CULTURAL
LIMITS
OF
ACCEPTANCE
OF
ANALYTICAL
PROCEDURES
----
142
3.7.9
SOCIAL
ACCEPTANCE,
FAIRNESS,
AND
SOCIAL
VALIDITY
OF
SELECTION
PROCEDURES
AS
POSSIBLE
OBSTACLES
TO
RATIONAL-
ANALYTIC
SELECTION
PROCEDURES
-
143
3.7.9.1
SOCIAL
ACCEPTANCE
AND
POSITIVE
RELATIONSHIP
BUILDING
143
CONTENTS
-
XI
3.7.9.2
ACCEPTANCE
OF
SELECTION
PROCEDURES
AND
POSITIVE
CANDIDATE
EXPERIENCE
-
144
3.7.9.3
PERCEIVED
FAIRNESS
OF
A
SELECTION
PROCESS
AND
THE
CONCEPT
OF
SOCIAL
VALIDITY
-
146
3.7.10
LIMITS
OF
PRACTICABILITY
----
149
3.7.11
LIMITS
OF
MEANINGFULNESS
OF
CERTIFICATES,
REFERENCES,
OR
SCHOOL
GRADES
----
149
3.7.12
CONCLUSION
----
150
4
INTUITION
AND
HUMAN
DECISION-MAKING
-
151
4.1
INTUITION
IN
HUMAN
DECISIONS
AND
DEFINITION
OF
INTUITION
-
151
4.1.1
DEFINITION
OF
INTUITION
-
151
4.1.2
INTUITION
IN
HUMAN
DECISIONS
----
156
4.1.3
TYPES
AND
FUNCTIONS
OF
INTUITION
----
157
4.1.3.1
INTUITION
TYPE
1:
EXPERT
INTUITION
-----
158
4.1.3.2
INTUITION
TYPE
2:
MORAL
INTUITION
-----
159
4.1.3.3
INTUITION
TYPE
3:
CREATIVE
INTUITION
----
159
4.1.3.4
INTUITION
TYPE
4:
SOCIAL
INTUITION
----
160
4.2
APPROACHES
TO
UNDERSTANDING
AND
EXPLAINING
INTUITION
-
161
4.2.1
EXPERIENCES,
PATTERN
RECOGNITION,
AND
EXPERT
KNOWLEDGE
AS
ASPECTS
OF
INTUITION
-
161
4.2.1.1
EXPERIENCES
AND
EXPERT
KNOWLEDGE
AS
(UNCONSCIOUS)
COGNITIVE
COMPONENTS
OF
INTUITION
----
162
4.2.1.1.1
HOW
TO
DEVELOP
EXPERTISE?
----
163
4.2.1.1.2
LEARNING
CIRCUMSTANCES
AND
EXPERTISE
-
165
4.2.1.1.3
ROUTINE
AND
EXPERIENCE
ARE
NOT
AUTOMATICALLY
EXPERTISE
-
167
4.2.1.1.4
LACK
OF
OBJECTIVE
EVALUATIONS
AND
EXPERT
DEVELOPMENT
-
168
4.2.1.2
INTUITIVE
PATTERN
RECOGNITION
AND
EXPERTISE
-
169
4.2.1.3
INTUITIVE
PATTERN
RECOGNITION
AND
EMOTIONS
-
170
4.2.2
DUAL
PROCESSING
APPROACHES
TO
INTUITION
-
171
4.2.2.1
COGNITIVE-EXPERIENTIAL
SELF-THEORY
(CEST)
-
172
4.2.2.2
TACIT
AND
DELIBERATE
SYSTEM
OR
IMPLICIT
AND
EXPLICIT
KNOWLEDGE
173
4.2.2.3
UNCONSCIOUS
THOUGHT
THEORY
-----
175
4.2.2.4
SYSTEMS
1
AND
2
OR
TYPE
1
AND
TYPE
2
MENTAL
PROCESSES
-
176
4.2.2.5
SYSTEM
X
AND
SYSTEM
C
BY
LIEBERMAN
ET
AL.
-
182
XII
-
CONTENTS
4.3
4.2.2.6
INTERACTION
OF
INTUITION
AND
RATIONAL
ANALYTICS
-
183
4.2.2.6.1
COGNITIVE
AND
EMOTIONAL
COMPONENTS
OF
INTUITION
183
4.2.2.6.2
THE
INTERACTION
OF
SYSTEM
1/TYPE
1
AND
SYSTEM
2/TYPE
2
184
4.2.2.6.3
THE
"
PARALLEL
(COMPETITIVE)
"
AND
"
DEFAULT-INTERVENTIONIST
"
APPROACH
-
185
4.2.2.7
THE
CONTINUUM
APPROACH
AS
CRITICISM
OF
THE
DUAL-SYSTEM
APPROACH
-
188
4.2.3
HEURISTICS
AND
INTUITION
----
191
4.2.3.1
HEURISTICS
AS
A
BASIS
FOR
JUDGMENTS
AND
DECISION-MAKING
IN
PERSONNEL
SELECTION
-
191
4.2.4
EMOTIONS
AND
INTUITION
----
199
4.2.4.1
EMOTIONS
AS
A
COMPONENT
OF
INTUITION
-
200
4.2.4.2
EMOTIONS
ON
THE
NEURO-/PSYCHO-PHYSIOLOGICAL
LEVEL
-
205
4.2.4.3
EMOTIONS
ON
THE
FEELING
LEVEL
-----
206
4.2.4.4
EMOTIONS
AND
FEELINGS
ON
THE
BEHAVIORAL
LEVEL
209
4.2.4.5
EMOTIONS
AND
THEIR
CULTURAL
CONSTRUCTION
-----
212
4.2.4.6
INTUITION
AND
EMOTIONAL
COMPETENCIES
-
216
4.2.5
SOMATIC
MARKER
HYPOTHESIS
AS
EXPLANATION
APPROACH
FOR
INTUITION
-----
217
4.2.6
MIRROR
NEURONS
AND
INTUITION
----
219
4.2.7
THE
ENTERIC
NERVOUS
SYSTEM
AND
INTUITION
----
221
4.2.8 NEUROSCIENTIFIC
FINDINGS
AND
INTUITION
----
222
4.2.9
COGNITIVE
STYLE
AND
RATIONAL-ANALYTICAL
AND
INTUITIVE
DECISION-MAKING
-----
226
4.2.9.1
THE
INTUITIVE
AND
RATIONAL-ANALYTICAL
COGNITIVE
STYLE
226
4.2.9.2
GENDER
AND
COGNITIVE
STYLE
----
229
4.2.10
THE
PERSONALITY-SYSTEMS-INTERACTIONS
(PSI)
THEORY
BY
JULIUS
KUHL
230
INTUITION
IN
SELECTED
FIELDS
OF
PRACTICE
-
231
4.3.1
INTUITION
OF
FIREFIGHTERS
-----
231
4.3.2
INTUITION
IN
SPORTS
-----
232
4.3.3
INTUITION
IN
ARTS
(MUSIC,
PAINTING,
SCULPTING,
ETC.)
-
234
4.3.4
INTUITION
IN
MEDICINE
--
235
4.3.5
INTUITION
OF
JUDGES
-----
237
CONTENTS
-
-
XIII
4.3.6
INTUITION
IN
MANAGEMENT
-
238
4.3.6.1
CRITICISM
OF
THE
RATIONAL
MODEL
AND
BOUNDED
RATIONALITY
-
238
4.3.6.2
INTUITIVE
DECISIONS
IN
MANAGEMENT
-----
241
4.3.7
INTUITION
AND
ENTREPRENEURSHIP
-
246
4.3.8
INTUITION
IN
MARKETING
-
248
4.3.9
INTUITION
IN
ACCOUNTING,
AUDITING,
DUE
DILIGENCE,
AND
SO
ON
249
4.3.10
INTUITION
IN
PHILOSOPHY
----
250
4.3.11
INTUITION
IN
PEDAGOGY
AND
SOCIAL
WORK
-
251
5
INTUITION
IN
PERSONNEL
SELECTION
PROCESSES
-
253
5.1
ADVANTAGES
OF
INTUITION
IN
PERSONNEL
SELECTION
-
253
5.1.1
INTUITIONS
ARE
AN
INNER
KNOWLEDGE
-
253
5.1.2
INTUITION
HELPS
COPE
WITH
COMPLEXITY
----
255
5.1.3
INTUITIVE
DECISIONS
CAN
BE
TIME
AND
COST-EFFECTIVE
----
256
5.1.4
INTUITIONS
AS
INITIAL
IMPRESSIONS
TO
PICK
UP
ESSENTIAL
INFORMATION
ABOUT
THE
CANDIDATE
-
258
5.1.5
INTUITION
HELPS
ASSESS
CANDIDATE-MANAGER/SUPERVISOR,
CANDIDATE-TEAM,
AND
CANDIDATE-ORGANIZATION
FIT
-
259
5.1.6
INTUITION
HELPS
CREATE
GOOD
RELATIONSHIPS
AND
POSITIVE
CANDIDATE
EXPERIENCES
IN
SELECTION
PROCESSES
-
263
5.1.7
INTUITION
SENDS
ESSENTIAL
MESSAGES
AND
HELPS
RECOGNIZE
CANDIDATES
HOLISTICALLY
-----
267
5.1.8
INTUITION
ENCOURAGES
CREATIVITY
AND
IMPROVISATION
SKILLS
268
5.2
DISADVANTAGES
AND
RISKS
OF
INTUITIONS
IN
SELECTION
PROCESSES
----
269
5.2.1
OVERCONFIDENCE
OF
SELECTION
MANAGERS
AS
A
RISK FOR
INEFFECTIVE
JUDGMENTS
-
269
5.2.2
INTUITIONS
LEAD
TO
NO
VALID
COMPLEXITY
REDUCTION
----
270
5.2.3
INTUITIONS
LEAD
TO
BIASES
AND
DISCRIMINATION
-
270
5.2.4
INTUITIVE
DECISIONS
ARE
NOT
TRANSPARENT
AND
OBJECTIVELY
VERIFIABLE
-
270
5.2.5
INTUITIVE
DECISIONS
ARE
NOT
AS
ACCURATE
AND
EFFECTIVE
AS
RATIONAL-ANALYTICAL
ONES
-
271
5.3
RATIONALIZATION
OF
INTUITIVE
JUDGMENT
AND
DECISION-MAKING
----
271
5.3.1
DISGUISING
STRATEGY
----
272
5.3.2
DEFENSIVE
DECISION-MAKING
----
273
5.3.3
FIGURES,
DATA,
AND
FACTS
ARE
DECISIVE
-----
273
5.3.4
INTUITIVE
DECISIONS
AS
A
TABOO
SUBJECT
OR
A
DEFENSE
MECHANISM?
274
XIV
-
CONTENTS
5.3.5
RATIONALIZATION
OF
THE
FEEDBACK
GIVEN
TO
CANDIDATES
-
275
5.4
CONCLUSIONS
REGARDING
ADVANTAGES
AND
DISADVANTAGES
OF
INTUITION
-----
277
5.5
MEANING
AND
IMPLEMENTATION
OF
INTUITIVE
AND
EMOTIONAL
DECISIONS
IN
THE
PRACTICE
OF
PERSONNEL
SELECTION
-
279
5.5.1
UNDERSTANDING
OF
INTUITION
IN
PRACTICE
----
279
5.5.2
PERCEIVED
ADVANTAGES
OF
INTUITIONS
IN
PRACTICE
-
280
5.5.3
INTUITION
AND
DIAGNOSING
LEADERSHIP
TALENT
-
285
5.5.4
INTUITION
AND
RATIONALIZATION
IN
PRACTICE
----
288
5.5.5
PERCEIVED
LIMITS
OF
INTUITIVE
JUDGMENTS
----
288
5.6
FACTORS
INFLUENCING
THE
USE
OF
INTUITION
IN
DECISION-MAKING
-
290
6
HOW
TO
MEASURE
AND
OPERATIONALIZE
INTUITION
----
295
6.1
NON-SELF-REPORT
METHODS
-
296
6.1.1
QUANTITATIVE
NON-SELF-REPORT
METHODS
-
296
6.1.2
QUALITATIVE
NON-SELF-REPORT
METHODS
(EXAMPLES)
-
297
6.1.2.1
MEASURING
INTUITION
USING
OBSERVATION
-----
297
6.1.2.2
PROTOCOL
ANALYSIS
-----
297
6.1.2.3
DIALOGICAL
INQUIRY
-----
297
6.2
MEASURING
INTUITION
USING
SELF-REPORTS
----
298
6.2.1
QUALITATIVE
METHODS
AND
SELF-REPORTS
-
298
6.2.1.1
INTERVIEWS
----
298
6.2.1.2
CRITICAL
INCIDENT
TECHNIQUE
-----
298
6.2.2
QUANTITATIVE
METHODS
AND
SELF-REPORTS
-
299
6.2.2.1
COGNITIVE
STYLE
INDEX
(CSI)
-----
299
6.2.2.2
COGNITIVE
STYLE
INDICATOR
(COSI)
-----
300
6.2.2.3
GENERAL
DECISION-MAKING
STYLE
(GDMS)
-
300
6.2.2.4
RATIONAL
EXPERIENTIAL
INVENTORY
(REI)
AS
A
DUAL
PROCESS
APPROACH
-
301
6.2.2.5
MYERS-BRIGGS
TYPE
INDICATOR
(MBTI)
-----
302
6.2.2.6
INTUITIVE
MANAGEMENT
SURVEY
(AIM)
-----
302
6.2.2.7
INTERNATIONAL
SURVEY
ON
INTUITION
(ISI)
-
303
6.2.2.8
LINEAR-NONLINEAR
THINKING
STYLE
PROFILE
(LNTSP)
303
6.2.2.9
PREFERENCE
FOR
INTUITION
AND
DELIBERATION
(PID)
303
6.2.2.10
INTUITIVE
PROFILE
(IQ2
INTUITION
QUOTIENT
TEST
OR
CAPPON
INTUITION
PROFILE)
----
304
6.3
EXPERIMENTS
AS
METHODS
TO
MEASURE
INTUITION
-
304
6.4
CHALLENGES
AND
LIMITATIONS
OF
THE
METHODS
TO
MEASURE
INTUITION
----
304
CONTENTS
-
XV
7
ACCEPTANCE
OF
ANALYTICS
AND
INTUITION
IN
THE
PROCESS
OF
DIAGNOSING
TALENT
IN
DIFFERENT
CULTURES
-
307
7.1
CULTURE
AND
TALENT
SELECTION
PROCEDURES
-
307
7.2
INFLUENCES
ON
THE
CULTURAL
ACCEPTANCE
OF
ANALYTICAL
AND
INTUITIVE
SELECTION
PROCEDURES
-
309
7.2.1
POLITICAL
INFLUENCE
ON
SELECTION
PROCEDURES
-
309
7.2.2
LEGAL
INFLUENCES
----
310
7.2.3
ECONOMIC,
TECHNOLOGICAL,
AND
EDUCATIONAL
INFLUENCES
-
312
7.2.4
CULTURAL
INFLUENCES
ON
THE
ACCEPTANCE
OF
ANALYTICAL
AND
INTUITIVE
SELECTION
PROCEDURES
-
313
7.2.4.1
ACCEPTANCE
OF
INTUITIONS
AND
EMOTIONS
ACCORDING
TO
HOFSTEDE
'
S
CULTURAL
DIMENSION
-
314
7.2.4.1.1
INTUITIONS
AND
EMOTIONS
IN
HIGH
AND
LOW
POWER
DISTANCE
CULTURES
314
7.2.4.1.2
INTUITIONS
AND
EMOTIONS
IN
INDIVIDUALISTIC
AND
COLLECTIVISTIC
CULTURES
316
7.2.4.1.3
INTUITIONS
AND
EMOTIONS
IN
MASCULINE
AND
FEMININE
CULTURES
-
319
7.2.4.1.4
INTUITIONS
AND
EMOTIONS
IN
CULTURES
OF
UNCERTAINTY
AVOIDANCE
-
321
7.2.4.2
ACCEPTANCE
OF
INTUITIONS
AND
EMOTIONS
ACCORDING
TO
THE
CULTURAL
DIMENSIONS
OF
HALL
AND
HALL,
TROMPENAARS,
AND
GELFAND
-
324
7.2.4.2.1
INTUITIONS
AND
EMOTIONS
IN
HIGH
AND
LOW-CONTEXT
CULTURES
324
7.2.4.2.2
INTUITIONS
AND
EMOTIONS
IN
UNIVERSALISTIC
AND
PARTICULARISTIC
CULTURES
-
330
7.2.4.2.3
INTUITIONS
AND
EMOTIONS
IN
NEUTRAL
AND
AFFECTIVE
CULTURES
-
331
7.2.4.2.4
INTUITIONS
AND
EMOTIONS
IN
TIGHT
AND
LOOSE
CULTURES
332
7.2.4.2.5
INTUITIONS
AND
EMOTIONS
IN
LINEAR
ACTIVE,
MULTI-ACTIVE,
AND
REACTIVE
CULTURES
332
7.3
CULTURE,
BIAS,
AND
OTHER
PERCEPTION
DISTORTIONS
-
334
7.3.1
BIAS,
PERCEPTION
DISTORTIONS,
AND
INDIVIDUALISM
COLLECTIVISM
----
334
XVI
-
CONTENTS
7.3.2
BIAS,
PERCEPTION
DISTORTIONS,
AND
HIGH
AND
LOW-CONTEXT
CULTURES
-----
335
7.3.3
BIAS,
PERCEPTION
DISTORTIONS,
AND
POWER
DISTANCE
-
335
7.3.4
(GENDER)
BIAS,
PERCEPTION
DISTORTIONS,
AND
MASCULINITY/
FEMININITY
-
336
7.3.5
PERCEPTION
DISTORTIONS
AND
UNIVERSALISM/
PARTICULARISM
----
337
7.3.6
FURTHER
CULTURAL
FACTORS
ON
DISTORTED
PERCEPTIONS
IN
PERSONNEL
SELECTION
-
337
7.4
CULTURE-SPECIFIC
CONCEPTS
OF
LEADERSHIP
AND
CONSEQUENCES
FOR
THE
ACCEPTANCE
OF
ANALYTICS
AND
INTUITION
IN
PERSONNEL
SELECTION
-
339
7.5
EMPIRICAL
FINDINGS
ON
QUALITY
STANDARDS
AND
INTUITION
IN
SELECTING
GLOBAL
LEADERSHIP
TALENT
-----
342
7.5.1
MEANING
OF
POSITIVE
CANDIDATE
EXPERIENCE
IN
SPECIFIC
CULTURES
----
344
7.5.2
MEANING
OF
INTUITION
AND
EMOTIONS
IN
THE
PRACTICE
OF
DIFFERENT
CULTURES
-
344
7.5.3
HOW
TO
MEASURE
AND
EVALUATE
THE
SUCCESS
OF
HIRING
GLOBAL
LEADERSHIP
TALENT
----
347
7.6
ACCEPTANCE
OF
RATIONAL-ANALYTICAL
AND
INTUITIVE
SELECTION
PROCEDURES
IN
A
GLOBAL
CONTEXT
----
348
7.7
IMPLICATIONS
OF
CULTURE
ON
THE
USE
OF
INTUITION
AND
ANALYTICS
IN
PERSONNEL
SELECTION
-----
351
8
DIGITAL
TECHNOLOGIES
AND
ARTIFICIAL
INTELLIGENCE
(AI):
IMPLICATIONS
FOR
USING
INTUITION
AND
ANALYTICS
IN
PERSONNEL
SELECTION
-
357
8.1
DIGITAL
TECHNOLOGIES
AND
AI
IN
PERSONNEL
SELECTION
----
357
8.2
ALGORITHM
IN
PERSONNEL
SELECTION
-
360
8.3
ACTIVE
SOURCING
AND
APPLICANT
TRACKING
SYSTEMS
-
362
8.4
BIG
DATA
IN
PERSONNEL
SELECTION
-
363
8.5
DIGITAL
ANALYSIS
OF
WRITTEN
WORDS
----
364
8.6
LIKES
IN
SOCIAL
MEDIA
AND
PERSONALITY
----
365
8.7
ONLINE
TEST
IN
PERSONNEL
SELECTION
----
367
8.8
DIGITALLY
BASED
VIDEO
OR
TELEPHONE
INTERVIEWS
----
368
8.8.1
ANALYSIS
OF
VIDEO
INTERVIEWS
-
368
8.8.2
ANALYSIS
OF
VOICE
----
369
8.8.3
SELECTION
SUPPORT
BY
CHATBOTS
OR
MESSENGER
SYSTEMS
-
371
8.9
AL
AS
AN
INTUITIVE
AND
EMOTIONAL
SYSTEM
-
372
8.10
AL
AND
CANDIDATE
EXPERIENCE
-
373
8.11
LIMITATIONS
OF
DIGITAL
AND
AL-BASED
SELECTION
PROCEDURES
----
377
8.11.1
DATA
FROM
THE
PAST
----
377
CONTENTS
-
XVII
8.11.2
HUGE
AMOUNT
OF
DATA
AND
ORGANIZATIONAL
RESOURCES
-
378
8.11.3
STATIC
ALGORITHMS
----
378
8.11.4
BIASED
DATA
----
379
8.11.5
LIMITS
OF
(VERBAL
AND
NONVERBAL)
LANGUAGE
ANALYSIS
-
381
8.11.6
AL
AND
LACK
OF
"
HUMAN
EYE
"
AND
INTUITION
-
382
8.11.7
ETHICAL
PARTICULARITIES
OF
AL
----
384
8.11.8
LEGAL
ASPECTS
OF
AL
----
386
8.11.9
LIMITS
OF
USING
DATA
FROM
SOCIAL
MEDIA
-
388
8.12
ADVANTAGES
AND
DISADVANTAGES
OF
AI
IN
PERSONNEL
SELECTION
-
389
9
LEARNING
AND
DEVELOPING
RATIONAL-ANALYTICAL
AND
INTUITIVE
COMPETENCIES
-
394
9.1
LEARNING
IN
RATIONAL-ANALYTICAL
PROCEDURES
AND
BEHAVIOR
-
395
9.2
LEARNING
INTUITIVE
COMPETENCIES
BY
REFLECTION
ON
INTUITIONS
AND
EMOTIONS
----
398
9.2.1
HOW
TO
TEACH
AND
LEARN
INTUITION?
----
399
9.2.2
ENHANCING
INTUITION
THROUGH
SELF-AWARENESS
-
406
9.2.2.1
LISTENING
TO
ONE
'
S
INTUITIONS
AND
EMOTIONS
AS
IMPORTANT
MESSAGES
-
406
9.2.2.2
IMPROVING
INTUITION
BY
MENTAL
RELAXATION,
AWARENESS,
AND
MINDFULNESS
TRAINING
-
409
9.2.3
DEVELOPING
COMPETENCIES
IN
REFLECTION
ON
INTUITION
AND
EMOTIONS
-
411
9.2.3.1
REFLECTING
ON
INTUITION
IN
A
CONTEXT
OF
TRUST
AND
PSYCHOLOGICAL
SAFETY
-
411
9.2.3.2
TRAIN
AND
DEVELOP
EMOTIONAL
COMPETENCIES
-
412
9.2.3.3
TRAINING
AND
REFLECTION
ON
PERCEPTION
DISTORTIONS
AND
BIASES
-
414
9.2.3.4
DEVELOPING
AND
USING
COLLECTIVE
INTUITION
FOR
BETTER
DECISION-MAKING
-
416
9.2.3.4.1
THE
VALUE
OF
COLLECTIVE
INTUITION
416
9.2.3.4.2
BROADENING
PERSPECTIVES
-----
417
9.2.3.4.3
CONCEPTUALIZATION
OF
COLLECTIVE
INTUITION
417
9.2.3.4.4
COMMUNICATION
OF
COLLECTIVE
INTUITION
IN
SELECTION
PROCESSES
-
418
9.2.3.4.5
DEVELOPING
A
HIGH-RELIABILITY
ORGANIZATION
-
419
XVIII
-
CONTENTS
9.23.4.6
REFLECTION
ON
RATIONALIZATIONS
OF
INTUITION
-----
419
9.2.3.4.
7
DEVELOPING
INTUITION
THROUGH
SUPERVISION
AND
COACHING
420
9.23.4.8
MENTALIZATION
AS
A
SPECIFIC
APPROACH
TO
REFLECTING
ON
EMOTIONS
----
420
93
DEVELOPING
INTUITION
BY
"
BRAIN
SKILL
TRAINING
"
----
421
9.4
JOURNALING
INTUITIONS
AND
DEVELOPING
COGNITIVE
MAPS
----
421
9.5
EXPLORING
INTUITION
IN
AN
INTERCULTURAL
CONTEXT
----
422
9.6
EMPIRICAL
RESEARCH
RESULTS
ON
DEVELOPING
INTUITION
-
424
10
IMPLEMENTATION
OF
A
HOLISTIC
PERSONNEL
SELECTION
APPROACH
-
430
10.1
CONSIDER
THE
ORGANIZATIONAL
CONTEXT
AND
TAKE
A
SYSTEMIC
APPROACH
-----
430
10.2
DEVELOP
A
COMMON
UNDERSTANDING
OF
THE
QUALITY
OF
HIRING
AND
PERSONNEL
SELECTION
IN
THEORY
AND
PRACTICE,
AND
BRIDGE
THE
REFERENCE
SYSTEMS
OF
SCIENCE
AND
PRACTICE
-
433
103
PROCESS-ORIENTED
AND
STRUCTURAL
INTEGRATION
OF
RATIONAL-ANALYTIC
AND
INTUITIVE-EMOTIONAL
PROCESSES
-----
437
103.1
CONSIDER
SELECTION
AND
HIRING
PROCESSES
AS
SOCIAL
AND
ACQUISITION
PROCESSES
----
438
103.2
SHOW
UNDERSTANDING
FOR
AND
THEN
CRITICALLY
QUESTION
THE
CURRENT
SELECTION
PROCEDURES,
THE
EXPERIENCES,
AND
COMPETENCIES
OF
PRACTITIONERS
-
440
1033
DEMONSTRATE
AND
COMMUNICATE
THE
BENEFITS
OF
USING
EFFECTIVE
PERSONNEL
SELECTION
PROCESSES
-
442
103.4
USE
BOOSTING
AND
NUDGING
TO
SUPPORT
EFFECTIVE
SELECTION
PROCEDURES
INTEGRATING
RATIONAL-ANALYTICAL
AND
INTUITIVE
EMOTIONAL
DECISIONS
----
444
103.5
USE
A
MULTIMODAL
APPROACH
TO
SELECTION
-
445
103.6
USE
AN
INTERVIEW
GUIDELINE,
RATING
SCALES
FOR
PERCEIVED
BEHAVIORS
AND
INTUITIONS,
AND
DECISION
RULES
-
447
103.7
USE
DIGITAL
TECHNOLOGIES
AND
AI
TO
SUPPORT
SELECTION
DECISIONS
----
448
103.8
USE
INTERVENTION
TECHNIQUES
TO
MONITOR
THE
INTEGRATIVE
USE
OF
RATIONAL-ANALYTICAL
AND
INTUITIVE
SELECTION
PROCEDURES
-
451
103.8.1
USE
THE
RATIONAL-ANALYTICAL
MIND
(OR
SYSTEM
2)
AS
A
CENSOR
-----
451
10.3.8.2
REFLECT
ON
INTUITION
1
AND
INTUITION
2
----
454
CONTENTS
-
XIX
10.3.8.3
SPECIFIC
QUESTIONS
AS
INTERVENTION
TECHNIQUES
TO
REFLECT
ON
INTUITION
----
455
10.3.9
EVALUATE
SELECTION
PROCESSES
AND
HIRING
DECISIONS
-
460
10.3.10
IMPLEMENT
SYSTEMATIC
TALENT
MANAGEMENT
AND
ATTRACT
TARGETED
APPLICANTS
-
461
10.4
INDIVIDUAL
INTEGRATION
OF
RATIONAL-ANALYTIC
AND
INTUITIVE-EMOTIONAL
PROCESSES
-
463
10.4.1
APPRECIATE
THE
INTERPLAY
OF
RATIONAL-ANALYTICAL
RESULTS
AND
INTUITIVE-EMOTIONAL
IMPULSES
IN
PERSONNEL
SELECTION
-
463
10.4.2
INVOLVE
WELL-QUALIFIED,
TRAINED,
AND
EXPERIENCED
HIRING
MANAGERS
-
464
10.4.3
REQUIRE
INTUITIVE-EMOTIONAL
COMPETENCIES
AS
SELECTION
CRITERIA
FOR
SELECTION
MANAGERS
-
467
10.5
CULTURAL
INTEGRATION
OF
RATIONAL
ANALYTIC
AND
INTUITIVE-EMOTIONAL
PROCESSES
467
10.5.1
CREATE
A
CULTURE
OF
ACCEPTANCE
AND
REFLECTION
ON
INTUITION
----
467
10.5.2
CREATE
FLEXIBLE
LEARNING
AND
ERROR
CULTURES
-
469
10.5.3
DEMAND
ACCOUNTABILITY
FOR
SELECTION
MANAGERS
-
470
10.6
HOLISTIC
APPROACH
TO
PERSONNEL
SELECTION
-
471
10.6.1
CONCLUSION
FOR
THEORY
BUILDING
----
471
10.6.2
MULTIDIMENSIONAL
FRAMEWORK
FOR
DECISION-MAKING
IN
THE
PERSONNEL
SELECTION
AND
HIRING
PROCESSES
-
A
HOLISTIC
AND
PARADOXICAL
PERSPECTIVE
-
475
10.6.2.1
INTEGRATIVE
APPROACH
TO
A
SCIENTIFIC
ANALYSIS
OF
THE
INTERPLAY
OF
ANALYTICS
AND
INTUITION
IN
PERSONNEL
SELECTION
-----
475
10.6.2.2
DUALITY
OF
INTUITION
AND
ANALYTICS
AS
A
PARADOXICAL
TENSION
AND
INTERPLAY
-
486
10.6.3
LIMITATIONS
AND
FURTHER
RESEARCH
----
491
10.6.4
WISE
DECISION
----
492
REFERENCES
----
495
INDEX---
575 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Deters, Jürgen 1955- |
| author_GND | (DE-588)1051421640 |
| author_facet | Deters, Jürgen 1955- |
| author_role | aut |
| author_sort | Deters, Jürgen 1955- |
| author_variant | j d jd |
| building | Verbundindex |
| bvnumber | BV048419346 |
| collection | ZDB-23-DGG ZDB-23-GOA ZDB-94-OAB ZDB-23-DBV |
| ctrlnum | (OCoLC)1352883524 (DE-599)DNB1266209956 |
| doi_str_mv | 10.1515/9783110980967 |
| format | Electronic eBook |
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| id | DE-604.BV048419346 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T20:27:14Z |
| indexdate | 2024-10-19T04:07:30Z |
| institution | BVB |
| isbn | 9783110980967 9783110981179 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033797674 |
| oclc_num | 1352883524 |
| open_access_boolean | 1 |
| owner | DE-B1533 DE-M100 DE-12 DE-634 DE-210 DE-1052 DE-521 DE-1102 DE-1046 DE-1047 DE-1028 DE-Aug4 DE-1050 DE-573 DE-M347 DE-92 DE-1051 DE-898 DE-BY-UBR DE-859 DE-860 DE-1049 DE-863 DE-BY-FWS DE-862 DE-BY-FWS DE-523 DE-11 DE-Re13 DE-BY-UBR DE-Y3 DE-255 DE-Y7 DE-Y2 DE-70 DE-2174 DE-127 DE-22 DE-BY-UBG DE-155 DE-BY-UBR DE-150 DE-154 DE-91 DE-BY-TUM DE-384 DE-473 DE-BY-UBG DE-19 DE-BY-UBM DE-355 DE-BY-UBR DE-703 DE-20 DE-706 DE-824 DE-945 DE-29 DE-739 |
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| physical | 1 Online-Ressource (XIX, 581 Seiten) |
| psigel | ZDB-23-DGG ZDB-23-GOA ZDB-94-OAB ZDB-23-DBV ZDB-23-DBV22 |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | De Gruyter |
| record_format | marc |
| spellingShingle | Deters, Jürgen 1955- Analytics and intuition in the process of selecting talent a holistic approach |
| title | Analytics and intuition in the process of selecting talent a holistic approach |
| title_auth | Analytics and intuition in the process of selecting talent a holistic approach |
| title_exact_search | Analytics and intuition in the process of selecting talent a holistic approach |
| title_exact_search_txtP | Analytics and intuition in the process of selecting talent a holistic approach |
| title_full | Analytics and intuition in the process of selecting talent a holistic approach Jürgen Deters |
| title_fullStr | Analytics and intuition in the process of selecting talent a holistic approach Jürgen Deters |
| title_full_unstemmed | Analytics and intuition in the process of selecting talent a holistic approach Jürgen Deters |
| title_short | Analytics and intuition in the process of selecting talent |
| title_sort | analytics and intuition in the process of selecting talent a holistic approach |
| title_sub | a holistic approach |
| url | https://doi.org/10.1515/9783110980967 https://directory.doabooks.org/handle/20.500.12854/96547 http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033797674&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT detersjurgen analyticsandintuitionintheprocessofselectingtalentaholisticapproach |