Argues that the conventional validation paradigm, which
uses subjective performance or appraisal ratings as
criteria, may be of doubtful validity. Discusses research
into performance appraisal which documents four sets of
problems which may reduce the usefulness of performance
ratings as criteria. These problems include biases, politick-ing, impression management and undeserved reputation.
Describes the inaccuracies to which these problems give
rise and concludes that instead of selecting the right
people for management, selection methods validated
against appraisal will simply perpetuate an unsatisfactory
status quo.