Moderation of selection procedure validity by employee race

Donald G. Gardner (Graduate School of Business Administration, University of Colorado at Colorado Springs, Colorado Springs, USA)
Diana L. Deadrick (Department of Management, College of Business & Public Administration, Old Dominion University, Norfolk, Virginia, USA)

Journal of Managerial Psychology

ISSN: 0268-3946

Publication date: 27 April 2012



The aim of this study was to examine the effects of employee race on the validity of commonly used selection procedures over three time periods after hire.


Data on employee race, cognitive ability, psychomotor ability, and previous work experience, as well as objective measures of performance, were collected from 932 sewing machine operators in the USA. Performance data were collected over three time periods (nine months total) after hire.


Race moderated the validity of cognitive ability in predicting performance for all three time periods. Race did not significantly moderate the validity of psychomotor ability or previous work experience in predicting performance.

Research limitations/implications

This research is limited by the fact that only non‐complex jobs, and only women, were included in the study. Future research should attempt to replicate these results with a wider variety of jobs, as well as with the inclusion of men in their samples.

Practical implications

To ensure fairness, managers should examine effects of employee race on selection procedure validity when feasible.

Social implications

Employers have a moral as well as a legal obligation to ensure the fairness of their employee selection procedures. They should ensure that all of their selection procedures are free from differential validity based upon race, as well as other demographic variables (gender, age, disability, etc.).


This is the first study to examine effects of race on selection procedure validity over an extended period of time.



Gardner, D. and Deadrick, D. (2012), "Moderation of selection procedure validity by employee race", Journal of Managerial Psychology, Vol. 27 No. 4, pp. 365-382.

Download as .RIS



Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.