Abstract
This article highlights the relevance of behavioral decision research to the task of choosing one job candidate from a small set of comparable finalists (e.g., executive placement, presidential election). A conceptual framework is presented which views job-finalist choice as a quasi-rational process, composed of both analytical and intuitive sub-processes. Research needs for improving job-finalist choice are presented, as well as a consideration of issues and controversies involved in the generalization of behavioral decision research to employment settings. Finally, the appropriateness of focusing on anomalies in job-finalist choice is discussed.
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