Intuition in employee selection: Examining the conditions for accurate intuitive hiring decisions Vinod Vincent (DBA Graduate) Rebecca Guidice (Dissertation Co-Chair) Neal Mero (Dissertation Co-Chair) Stacy Campbell (Reader)
Overview
In complex organizational environments, managers often rely on intuition to make decisions. In contrast to analysis, which is a conscious and rational cognitive process, intuition is unconscious, automatic, and rapid. Although research has found intuition to be useful under certain conditions, little empirical evidence indicates when it will be effective in such organizational contexts as employee selection. Using an experimental design based on expert and non-expert interviewer samples, this study finds that when recruiting for a complex job, interviewer expertise has a positive impact on intuition. The intuitive decisions of expert interviewers are as good as their analytical decisions, and giving some weight to their intuitive judgment when hiring for complex jobs may be prudent. On the other hand, non-expert interviewers—for example, a new manager with no prior hiring experience—perform significantly better when using an analytical decision-making process rather than intuition. They should be provided with the training, tools, and procedures necessary to make analytical hiring decisions.
14 | Doctoral Research Summaries
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