EXPANDING THE CONTEXT OF UTILITY: THE STRATEGIC IMPACT OF PERSONNEL SELECTION
指出传统选拔效用公式忽略了战略背景，通过修改模型计算人力资源总效用并与企业战略需求比较，揭示选拔系统贡献随时间变化，为战略决策者提供更现实的视角。
Others have demonstrated that traditional applications of the Brogden‐Cronbach‐Gleser (BCG) selection utility formula are deficient in responding to the financial context of managerial decisions (Boudreau, 1983a, 1983b; Cronshaw & Alexander, 1985, 1991). We demonstrate that traditional estimates of selection utility also fail to reflect the strategic context faced by managerial decision makers. We modify the traditional BCG model to yield an estimate of total utility derived from human resources ( U total ) that can be directly compared to firms' strategic need at a particular point in time ( U target )‐Further, we demonstrate that, while strategic need is rarely constant over time, the capacity of a selection system to meet that need is also likely to change as r xy and SD y change over time. Re‐examination of what is important to strategic human resource decision makers (selection utility vs. total utility and strategic need) and changing selection system contributions over time yields a more realistic view of how firms benefit from personnel selection.