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Traditional utility analysis only calculates the value of a given selection procedure over random selection. This assumption is not only an inaccurate representation of staffing policy but also leads to overestimates of a device's value. This paper presents a more accurate method for computing the validity of a selection battery for when there are multiple selection devices and multiple criteria. Application of the method is illustrated using previous utility analysis work and an actual case of administrative assistants with eight predictors and nine criteria. A final example also is provided that includes these advancements as well as other researchers' advances in a combined utility model. Results reveal that accounting for multiple criteria and outcomes dramatically reduces the utility estimates of implementing new selection devices.

This case study describes an application of utility analysis to guide decisions regarding retention and operation of various selection system components (i.e., tests and interviews). Selection processes for two “high throughput” selection systems (Meter Reader and Customer Service Representative) were examined to improve cost effectiveness and reduce cycle time (time to produce qualified candidates). Based on utility outcomes and client considerations, the interview was retained with modifications in one selection process, and deleted from the other. Insights gained from gathering data needed to conduct the utility analysis helped guide further refinements of the selection systems in which the tests and interviews were applied, drastically reducing the time needed to fill open positions.

As the implementation and acceptance of utility analyses are afflicted by several problems, this paper sets out to describe how to circumvent these problems by implementing a new framework for utility analysis.

The HC BRidge™ model, developed by Boudreau and Ramstad, was implemented to determine the utility of assessment centers within a call center company.

The results demonstrate the utility of the assessment centers and the usefulness of the HC BRidge™ model.

Future research should clarify under which conditions human resource specialists can communicate effectively and reach an optimal decision within the HC BRidge™ model of utility analysis.

It is highlighted how human resource experts can assist in using utility analyses (as a component of HR strategy) for decision‐making processes concerning limited organizational resources.

To demonstrate the usefulness and value of the HC BRidge™ model for both researchers and practitioners.

An alternative method of utility analysis based on tenure, rather than dollar value performance, is presented. The standard deviation of employees' tenure with an organisation becomes the individual differences parameter, rather than SDy, and mean dollar value performance (Y) provides the scaling onto dollars. Results suggest that the new model produces utility estimates that are not significantly different from the classic Brogden‐Cronbach‐Gleser model.

There has been a surge of interest in leader character and a push to bring character into mainstream management theory and practice. Research has shown that CEOs and board members have many questions about the construct of leader character. For example, they like to see hard data indicating to what extent character contributes to organizational performance. Human resource management professionals are often confronted with the need to discuss and demonstrate the value of training and development initiatives. The question as to whether such interventions have a dollars-and-cents return on the investment is an important one to consider for any organizational decision-maker, especially given the demand for increased accountability, the push for transparency and tightening budgets in organizations. The authors investigated the potential dollar impact associated with the placement of managers based on the assessment of leader character, and they used utility analysis to estimate the dollar value associated with the use of one instrument – the Leader Character Insight Assessment or LCIA – to measure leader character.

The authors used field data collected for purposes of succession planning in a large Canadian manufacturing organization. The focus was on identifying senior management candidates suitable for placement into the most senior levels of leadership in the organization. Peers completed the LCIA to obtain leader character ratings of the candidates. The LCIA is a behaviorally based and validated instrument to assess leader character. Performance assessments of the candidates were obtained through supervisor ratings.

The correlation between the leader character measure provided by peers and performance assessed by the supervisor was 0.30 (p < 0.01). Using the data required to calculate ΔU from the Brogden-Cronbach-Gleser model leads to an estimate of CAD $564,128 for the use of the LCIA over the expected tenure of 15 years, which is equivalent to CAD $37,609 yearly; and CAD $375,285 over an expected tenure of 10 years, which is equivalent to CAD $37,529 yearly. The results of the study also indicate that there is still a positive and sizeable return on investment or ROI associated with the LCIA in employee placement even with highly conservative adjustments to the basic utility analysis formula.

Utility analysis is a quantitative and robust method of evaluating human resource programs. The authors provide an illustration of the potential utility of the LCIA in a selection process for senior managers. They assert that selecting and promoting managers on leader character and developing their character-based leadership will not only leverage their own contributions to the organization but also contribute to a trickle-down effect on employees below them.

Discusses cost‐effectiveness of assessment centres (AC) in terms of predictive power, utility and financial benefit. Reports a case study from the Ford Motor Company of an AC where different instruments were used at different stages in a system. Points to implications for HR professionals. Concludes that it is cost‐effective practice to validate ACs, dangerous to rely on traditional utility analysis formulae, and that selection procedures should be addressed as systems.

The Journal of Human Resource Costing and Accounting has achieved critical mass and recognition as a primary place for publishing both scientific and practical applications of Human Resource Accounting (HRA). This paper reviews the state of the art of the development of HRA as it has appeared in the JHRCA since its inception. The paper assesses contributions and categorizes them according to studies which (1) underscore the importance of reporting human resource assets on the financial statements, (2) present empirical evidence, case and field studies on the various methods of reporting human resource assets and implementing HRA in various organisations, (3) analyse methods for measuring human resources, (4) demonstrate the use of HRA in human resource management decision‐making, (5) identify bottlenecks to the growth of HRA, (6) identify controversies in the field, and (7) discuss recent developments such as the balanced scorecard. The paper draws conclusions on the state of the HRA and suggests recommendations for future research and development.

The purpose of this paper is to select a suitable procurement method for steel building construction in Sri Lanka following a systematic method which weigh, both procurement selection factors and existing procurement systems.

An abductive research stance is followed in this empirical study. Procurement selection factors were selected through a critical literature review which was followed by a quantitative questionnaire survey. The collected data were analysed using descriptive statistical analysis and relative important index.

The critical literature review outlined 46 procurement selection factors, out of which 26 factors were very important in steel building procurement selection. Short construction period and higher constructability of design are ranked at the top with the highest priority rating factors. Management-oriented procurement system was selected as the most appropriate procurement system for steel building constructions within the Sri Lankan context.

The study is limited to widely use three procurement systems in Sri Lankan construction industry. Yet, the process followed in selecting the most appropriate procurement system could be applied for other contexts. The implications of the study are mainly identifying management-oriented procurement as the most suitable procurement method for steel building construction in Sri Lanka.

The systematic procedure of procurement method selection for steel building construction may use in the Sri Lankan construction industry to limit the resource loss due to wrong selection of procurement.

A study which critically and comprehensively presenting a procurement selection process for steel building construction is not recorded in Sri Lanka prior to this study.

Firms and individuals budget or account for dollars, not standardized dollars, squared dollars, squared deviations from mean dollars, or percentage of squared deviations from mean dollars – my checking account reports my balance in dollars. In contrast, we have all seen a model dismissed because it “only explained 9% of the variance.” However, the Brogden–Cronbach–Gleser (BCG) model clearly shows that rxy (or

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