Type of Document Dissertation Author Kumar, Angela Ewell Author's Email Address firstname.lastname@example.org URN etd-62698-122255 Title The Influnce of Metacognition on Managerial Hiring Decision Making: Implications for Management Development Degree PhD Department Adult and Continuing Education Advisory Committee
Advisor Name Title Wiswell, Albert W. Committee Chair Boucouvalas, Marcie Committee Member Cline, Marvin Gerald Committee Member Soares, K. C. Committee Member Stubblefield, Harold W. Committee Member Keywords
- decision making
- cognitive development
Date of Defense 1998-06-22 Availability unrestricted AbstractTHE INFLUENCE OF METACOGNITION ON MANAGERIAL
HIRING DECISION MAKING: IMPLICATIONS FOR
Angela Ewell Kumar
Cognitive processing has a primary role in decision making. In addition, metacognition,
the regulation and knowledge of cognition, affects decision making in a consistent and predictable
way. Novices explain situations in a simple way. Novices are more likely to make inappropriate
decisions. Research suggests that training the novice on efficient use of metacognitive strategies
can improve decision outcomes. The influence of metacognitive strategies on managerial decisions
has received little attention. Two questions developed to guide this research. First, how do
expert and novice managers differ on metacognitive awareness? And second, how does the level of
metacognitive awareness influence successful hiring decisions? Subjects for this study were
thirty-one hiring managers employed by a large national corporation. And two hundred eight-five
hiring professionals from an association.
Data collection involved four sources: (1) A hiring ratio used to report hiring outcomes, (2) Five
hiring scenarios provided a measure of managers' ability to select the most appropriate candidate;
(3) A 52-item instrument designed to assess metacognitive awareness in both knowledge of cognition
and regulation of cognition; and (4) demographic data relating to expertise and experience in hiring.
The results identified that metacognition has three underlying structures that influence hiring
decision making. Expert and novice managers differ in a consistent way on metacognitive
awareness. In exploring and testing the ill-defined mental process model of hiring decision
making a methodological tool was established. And the results provided important implications
for human resource development professionals with respect to the relevance of metacognitive
awareness on managerial development and instructional design.
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