Title page for ETD etd-62698-122255


Type of Document Dissertation
Author Kumar, Angela Ewell
Author's Email Address akumar@mindspring.com
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
  • management
Date of Defense 1998-06-22
Availability unrestricted
Abstract
THE INFLUENCE OF METACOGNITION ON MANAGERIAL

HIRING DECISION MAKING: IMPLICATIONS FOR

MANAGEMENT DEVELOPMENT

by

Angela Ewell Kumar

(ABSTRACT)

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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