Implementing evidence-based assessment and selection in organizations: A review and an agenda for future research

Marvin Neumann*, A. Susan M. Niessen, Rob R. Meijer

*Corresponding author for this work

Research output: Contribution to journalReview articleAcademicpeer-review

2 Citations (Scopus)
13 Downloads (Pure)

Abstract

In personnel- and educational selection, a substantial gap exists between research and practice, since evidence-based assessment instruments and decision-making procedures are underutilized. We provide an overview of studies that investigated interventions to encourage the use of evidence-based assessment methods, or factors related to their use. The most promising studies were grounded in self-determination theory. Training and autonomy in the design of evidence-based assessment methods were positively related to their use, while negative stakeholder perceptions decreased practitioners’ intentions to use evidence-based assessment methods. Use of evidence-based decision-making procedures was positively related to access to such procedures, information to use it, and autonomy over the procedure, but negatively related to receiving outcome feedback. A review of the professional selection literature showed that the implementation of evidence-based assessment was hardly discussed. We conclude with an agenda for future research on encouraging evidence-based assessment practice.
Original languageEnglish
Pages (from-to)205-239
Number of pages35
JournalOrganizational Psychology Review
Volume11
Issue number3
Early online date24-Dec-2020
DOIs
Publication statusPublished - 1-Aug-2021

Keywords

  • assessment
  • decision-making
  • evidence-based selection
  • scientist-practitioner gap
  • statistical and clinical judgment and prediction

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