El rol del desempeño típico y máximo en selección de personal

• Autores: Ute-Christine Klehe, Neil Anderson
• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 23, Nº 1, 2007 (Ejemplar dedicado a: Avances Europeos en la Investigación del Desempeño Ocupacional y la Selección de Personal), págs. 11-38
• Idioma: español
• Títulos paralelos:
  • Maximal and typical job performance in personnel selection
• Enlaces
  • Texto completo (pdf)
• Dialnet Métricas: 3 Citas
• Resumen
  • español

    Este artículo presenta una revisión de la investigación sobre la distinción entre desempeño típico y máximo. Comenzando con una distinción entre lo que los solicitantes pueden hacer (desempeño máximo) y lo que ellos harán (desempeño típico), en términos de su desempeño probable en el puesto, demostraremos cómo tal distinción puede añadir información valiosa tanto para profesionales como para investigadores en selección de personal.

    Mientras que la distinción entre desempeño típico y máximo se ajusta bien a los actuales modelos de desempeño laboral y ha recibido considerable atención en contextos teóricos, suele ser pasada por alto tanto por investigadores como por profesionales en selección de personal. Los investigadores realizan extensos estudios de validación y las organizaciones hacen grandes inversiones financieras en la selección de nuevos empleados sin saber cuál de estos dos aspectos del rendimiento están prediciendo o están intentando predecir. Finalmente, propondremos algunas áreas para futura investigación en el estudio del desempeño típico y máximo.

  • English

    This paper presents a literature review on the distinction between typical and maximal performance in personnel selection. We will see how a distinction between what applicants can do (i.e. maximum performance) and what they will do (i.e. typical performance) in terms of likely job performance can add valuable information both for practitioners and researchers in personnel selection. While this distinction fits current models of job performance and has received considerable theoretical attention, it is frequently overlooked both by scientists and practitioners in personnel selection. Researchers run extensive validation studies whilst organizations make great financial investments in the selection of new employees withouteven knowing which of these two performance categories they are predicting.

    Finally, we will suggest some areas for future research, such as moderators and boundary conditions, and we will outline potential pitfalls in the study of typical and maximum performance.

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