Abstract
Effective personnel decision making has been crippled in the past by irrationality on the selection and promotion levels and by the failure of professional psychologists to find improvements. Today, the picture is brighter. Accuracy in predicting performance has been improved by modern computers; recognition of the unique corporate personality; emergence of a projective/objective test; and development of a selection procedure that is responsive to change. Any corporate organization with a professional staff can adapt these advances. Major savings can be made; quality control over personnel procedures can be achieved; and, most important, the personnel function can demonstrate its real contribution.
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