For several decades, personnel psychologists have struggled to apply utility concepts to personnel decision strategies. One of the obstacles to greater acceptance of the utility concept has been the difficulty in translating performance variance into a dollar metric. Recently, it has been demonstrated how that might be done without the use of expensive and questionable cost-accounting procedures. The extension of the utility logic to cover other areas of personnel including the performance measurement and feedback paradigm is proposed and a demonstration of such an application is provided. Programmatic research concerned with fundamental and applied issues in this area is proposed.
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