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The purpose of this paper is to bring attention to the issues of validity and subgroup differences of selection devices currently being used in the public sector.

An attempt is made to identify unfair hiring practices, particularly important within the public sector, as this area of employment is characterized by a unique set of circumstances. Among them, economic constraints, the social burden to ensure fair treatment among applicants and incumbents, and an increasingly higher expectation of quality service among customers in the public sector. This paper also explores the effectiveness of two strategies for reducing subgroup differences while maintaining or increasing criterion‐related validity.

The findings of this study are important and answer some central questions. First, g and job knowledge were the best individual predictors of overall performance criteria; second, the g, alternative, and full models all significantly predicted the performance criteria, with the alternative model predicting more variance than the g model; third, the alternative model had more incremental validity over the g model than the g model had over the alternative model; the alternative model also produced less subgroup differences for Black–White comparisons than the g model. The Native American‐White differences were larger for the alternative model compared to the g model, but these differences are considered small effects and were non‐significant in the statistical sense. The Hispanic‐White differences were also somewhat larger for the alternative model when compared to the g model; however, this result is probably unreliable due to a very small Hispanic sample size and is a small effect. Thus, the alternative model will predict performance well for similar public sector samples while producing generally smaller subgroup differences.

There is little extant published research examining the validity and ethnic group score differences of alternate predictors used in the US public sector and the current effort seeks to provide empirical evidence to fill this void.

The purpose of this paper is to develop and test a measure designed to assess constructs that predict ethical decision making (EDM) among employees.

The approach was to target individual difference variables that are theoretically linked to EDM. This was done by generating biodata items/scales of the constructs of interest.

Two biodata scales were developed to measure locus of control and conscientiousness. Both of these scales had significant criterion‐related validities with EDM (rs=0.42 and 0.40, respectively) and predicted significant and unique variance of EDM beyond the variance predicted by trait‐based measures of the same constructs. Biodata scales exhibited little or no subgroup differences (less potential adverse impact). Research limitations/implications – Participants were working various jobs and a variety of settings, so results generalize to this eclectic population more so than one particular industry. Further research should attempt to examine effects in a specific applied setting.

This study outlines a method of item and scale development that produces homogonous scales that predict EDM and that can be tailored for specific organizational use.

The paper provides a theoretical rationale for why biodata methodology is superior to trait‐based measures and practical value for the use of biodata in measuring individual difference constructs.

The subject of part‐time work is one which has become increasingly important in industrialised economies where it accounts for a substantial and growing proportion of total employment. It is estimated that in 1970, average annual hours worked per employee amounted to only 60% of those for 1870. Two major factors are attributed to explaining the underlying trend towards a reduction in working time: (a) the increase in the number of voluntary part‐time employees and (b) the decrease in average annual number of days worked per employee (Kok and de Neubourg, 1986). The authors noted that the growth rate of part‐time employment in many countries was greater than the corresponding rate of growth in full‐time employment.

The official supervision which may be exercised over the food supply of England and Wales, so far as its quality and wholesomeness is concerned, falls under the following heads:—

AT the very outset of this paper it is necessary to make clear that it is not an attempt to compile an exhaustive bibliography of literature relating to special librarianship. Neither space nor time permit this. In fact, the references given can only claim to be a sample of the wealth of material on the subject and this paper is submitted in the hope that it will stimulate others to more scholarly efforts. Reference numbers throughout this paper refer to items in the ‘Select list of references to the literature of special librarianship’, section 2 onwards.

The purpose of this paper is to identify the major influences on innovation delivery in the context of small Australian construction businesses.

An analysis was undertaken of peer‐reviewed journal articles published between 1998 and 2008. Historical background to the current circumstances was included by reference to influential government reports and to literature on the economic theory underpinning the concept of innovation.

The findings suggest that despite the recent trend to more cooperative business arrangements, the ingrained culture of aggressively competitive relations on a building project remains in place. This is particularly evident at the small and sub‐contractor level. Such companies tend to operate with little spare capacity and can be restricted from participation in the benefits of the innovation strategies unless they receive outside assistance.

The need for an attitudinal change is described and critical factors which restrict the involvement of small businesses in innovative practice are identified. The potential for industry bodies and government organizations to foster innovative capacity is identified as an area for future research.

A focus on lifting technical innovation rates for the efficient delivery of projects is described and the case for a renewed research effort on the needs of small construction businesses is made.

The need for the translation of innovation theory to an industry which tends to see itself as a special case and has traditionally avoided the adoption of economic theory from other sectors.

While the words diversity, disparate impact, and discrimination are commonly read and heard by working adults and professionals, they can at times be confusing and fearful to some managers. The purpose of this paper is to provide an overview of a specific aspect of US civil rights laws – the disparate impact theory. The authors provide an analysis based on the statute, case law interpreting, and applying the statute, administrative guidelines from the Equal Employment Opportunity Commission, as well as legal and management commentary. The paper illustrates the requirements of a plaintiff employee’s initial case based on the disparate impact theory. The challenging causation component which requires some degree of statistical evidence is given particular attention. Limitations to the paper are stated at the beginning; and recommendations to managers are explored and provided toward the end of the paper.

It is a legal paper which covers all the laws related to discrimination based on disparate impact and disparate treatment theories. Actual court cases up until this month and Americans laws related to this concept are reviewed and critically discussed.

The salient feature of disparate impact is that this legal theory allows a plaintiff job applicant or employee to sustain a case of illegal discrimination without providing any evidence of a discriminatory motive. As opposed to the disparate treatment liability is imposed based on disproportionate adverse results and not discriminatory intent.

This paper deals with the disparate impact theory pursuant to Title VII of the Civil Rights Act. However, it must be pointed out that the disparate impact theory is also applicable to claims arising under the Americans with Disabilities Act and the Age Discrimination in Employment Act. Since the focus of this paper is Title VII federal and state constitutional issues, such as the applicability of the 14th Amendment’s Equal Protection clause that may arise in disparate impact cases involving government entities will not be addressed.

Managers and employees can protect themselves in the workplace from illegal discriminatory practices. Initially, employers and managers must be aware of the distinction between a disparate impact case and a disparate treatment case with the latter requiring evidence of intentional discrimination. Evidence, of course, can be direct or circumstantial or inferential. Whereas in a disparate impact case there is no intentional discrimination; and as such proof of discriminatory intent is not required. Rather, the employee has to present evidence that the employer’s neutral on-its-face employment policy or practice caused an adverse disproportionate impact on the employee as a member of a protected class.

Human resources professionals and managers must become educated in diversity laws in order to provide an inclusive workplace for all employees and candidates. Employers have legitimate areas of concern in hiring and promoting employees; and the courts are cognizant of employer responsibilities; and thus the employers must be able to show how specific knowledge, skills, education, training, backgrounds, as well as height, weight, strength, and dexterity are legitimate qualifications that directly relate to successful job performance.

This is an original paper by the authors.