Abstract
The purpose of this research has been to deepen the knowledge about how selection procedures work in the public sector. To this aim two aspects were considered: a) the predictive validity of the predictors employed and b) the perceived justice of the hired workers regarding the ion process and the tests used and their relation with test performance and job performance. The results that the job knowledge test is the best predictor of performance and that the reactions of the candidates present a positive correlation with job performance and with the situational judgment test results. The limitations of the research as well as the practical implications of the results are discussed.
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