Hostname: page-component-7b7567c8c-wxvwp Total loading time: 0 Render date: 2026-11-14T16:42:28.495Z Has data issue: false hasContentIssue false
  • English
  • Français

Executive Selection Is a Process Not a Decision

Published online by Cambridge University Press:  07 January 2015

David V. Day
David V. Day*
Affiliation:
University of Western Australia
*
E-mail: david.day@uwa.edu.au, Address: University of Western Australia Business School, 35 Stirling Highway (M261), Crawley WA 6009, Australia.
Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'

Information

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 2 , Issue 2 , June 2009, pp. 159 - 162
Copyright
Copyright © Society for Industrial and Organizational Psychology 2009 

References

Berke, D. (2005). Succession planning and management: A guide to organizational systems and practices. Greensboro, NC: Center for Creative Leadership.Google Scholar
Day, D. V. (2007). Developing leadership talent: A guide to succession planning and leadership development. Alexandria, VA: Society for Human Resource Management Foundation.Google Scholar
Day, D. V., & Sessa, V. I. (2003). Accounting for choice: How committees justify executive selection decisions. The Psychologist-Manager Journal, 6, 72–88.Google Scholar
Fegley, S. (2006). 2006 succession planning: Survey report. Alexandria, VA: Society for Human Resource Management.Google Scholar
Highhouse, S. (2008). Stubborn reliance on intuition and subjectivity in employee selection. Industrial and Organizational Psychology: Perspectives on Science and Practice, 1, 333–342.Google Scholar
Hollenbeck, G. P. (2009). Executive selection—What's right … and what's wrong. Industrial and Organizational Psychology: Perspectives on Science and Practice, 2, 130–143.Google Scholar
Lievens, F., & Sanchez, J. I. (2007). Can training improve the quality of inferences made by raters in competency modeling? A quasi-experiment. Journal of Applied Psychology, 92, 812–819.Google Scholar
Morgeson, F. P. (2008). CHRO strategic research: Human capital challenges. Alexandria, VA: Society for Human Resource Management Foundation.Google Scholar
Schleicher, D. J., Day, D. V., Mayes, B. T., & Riggio, R. E. (2002). A new frame for frame-of-reference training: Enhancing the construct validity of assessment centers. Journal of Applied Psychology, 87, 735–746.Google Scholar
Sessa, V. I., & Taylor, J. J. (2000). Executive selection: Strategies for success. San Francisco: Jossey-Bass.Google Scholar
Ward, S. (2007). Succession planning. Retrieved November 12, 2008, from www.sbinfocanada.about.com/od/businessplanning/g/successplanning.htm.Google Scholar
Woehr, D. J., & Huffcutt, A. I. (1994). Rater training for performance appraisal: A quantitative review. Journal of Occupational and Organizational Psychology, 67, 189–205.Google Scholar