The Library
Executive attention as a predictor of employee performance : reconsidering the relationship between cognitive ability and adverse impact potential
Tools
Bosco, Frank A. and Allen, David G. (2011) Executive attention as a predictor of employee performance : reconsidering the relationship between cognitive ability and adverse impact potential. Academy of Management Annual Meeting Proceedings, Volume 8 (Number 1). pp. 1-6. doi:10.5465/AMBPP.2011.65869703 ISSN 2151-6561.
Research output not available from this repository.
Request-a-Copy directly from author or use local Library Get it For Me service.
Official URL: http://dx.doi.org/10.5465/AMBPP.2011.65869703
Abstract
The validity-adverse impact tradeoff associated with the relationships among cognitive ability, ethnicity, and employee performance represents one of the field’s most pressing concerns. In particular, the modal finding of a positive relationship between test validity and adverse impact potential ultimately asks practitioners to make decisions regarding acceptable reductions in test validity in order to meet diversity goals. While numerous and diverse, the attempts to remedy this concern scarcely involve the investigation of alternative frameworks and measures of cognitive ability, and this act may hold promise for addressing the validity-adverse impact tradeoff. One recent construct from cognitive psychology, executive attention, proposes a distinct view of cognitive ability that explains performance on cognitively simple and complex tasks including multi-tasking, an increasingly demanded organizational need. In a sample of 121 bank employees, we assessed the extent to which general cognitive ability and executive attention predict supervisory ratings of job performance and managerial simulation performance. Results indicated that, compared to general cognitive ability, executive attention was associated with (a) stronger relationships with performance criteria, (b) unique variance in performance criteria, (c) weaker relationships with employee ethnicity, and (d) lower levels of test bias. We discuss implications for theory and practice.
Item Type: | Journal Article | ||||
---|---|---|---|---|---|
Divisions: | Faculty of Social Sciences > Warwick Business School | ||||
Journal or Publication Title: | Academy of Management Annual Meeting Proceedings | ||||
Publisher: | Academy of Management | ||||
ISSN: | 2151-6561 | ||||
Official Date: | 2011 | ||||
Dates: |
|
||||
Volume: | Volume 8 | ||||
Number: | Number 1 | ||||
Page Range: | pp. 1-6 | ||||
DOI: | 10.5465/AMBPP.2011.65869703 | ||||
Status: | Peer Reviewed | ||||
Publication Status: | Published | ||||
Access rights to Published version: | Restricted or Subscription Access |
Request changes or add full text files to a record
Repository staff actions (login required)
View Item |