Seven common misconceptions about human resource practices: Research findings versus practitioner beliefs

By S. Rynes, K. Brown, Amy E. Colbert. 2002

169 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/bff9cbd802d3ded8a46dbadee8686b41a3a6164f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. R. Briner
2. Angelo S. Denisi
3. June M. L. Poon
4. Denise M. Rousseau
5. A. Ryan
6. Shih-Yu Cheng

In Organizational Behavior and Human Resource Management

1. R. Briner
2. Angelo S. Denisi
3. June M. L. Poon
4. Denise M. Rousseau
5. R. Pritchard
6. A. Ryan
7. N. Tippins
8. Shih-Yu Cheng

Citations in the corpus

• ATTRACTING AND SELECTING: WHAT PSYCHOLOGICAL RESEARCH TELLS US (2004, background): “Moreover, organizational demands require that HR professionals accomplish these goals quickly and in a cost-effective manner.”
• Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework (2006, background): “This problem appears to be fairly widespread in the field of management (cf. Rynes, Brown, and Colbert, 2002), and it no doubt plays a role in the appraisal area as well.”
• Effects of performance appraisal politics on job satisfaction and turnover intention (2004, methodology): “PR 33,3 330 Other strategies for reducing rater bias include, using alternative approaches to evaluation such as forced distribution (Rynes et al., 2002) or using additional sources of evaluation.”
• Evidence-Based I–O Psychology: Not There Yet (2011, background): “We know that GMA is predictive of individual performance, but organizations are reluctant to accept or act on this knowledge (Rynes et al., 2002), often preferring intuitive selection methods (Highhouse, 2008).”