Examining a Strategy for Improving Candidate Perceptions of Test Fairness R. Blake Jelley & Julie M. McCarthy # Springer Science+Business Media New York 2013 Abstract Candidate perceptions of test fairness have significant consequences for organizations. However, lit- tle attention has been directed toward interventions that may promote favorable reactions, despite recognition that the identification of such management practices is important. The current study investigated a strategy designed to improve candidate reactions—field vetting of items. This strategy involves comprehensive test item review sessions with a variety of applied subject matter experts. The extent to which the field vetting process resulted in more favorable reactions among police offi- cers vying for promotion was investigated using a naturally-occurring quasi-experimental design. Results showed support for the field vetting process to improve reactions to high-stakes tests. Keywords Promotion . Test . Exam . Fairness . Justice . Perceived job-relatedness Introduction The processes that are used to select which police officers will be promoted to the next rank generate much discussion and consume considerable resources in police agencies. However, research on promotions in policing is sparse (Archbold et al. 2010), as is research on reactions to promo- tional processes more generally (Ford et al. 2009). This is unfortunate, since obtaining insight into the promotional process is important for individuals who define career suc- cess, at least partially, by their upward mobility (Ferris et al. 1992). Also, understanding promotional systems can help organizations ensure that they assign those with demonstrat- ed ability and high potential to increasingly responsible positions. Effective prediction of on-the-job behaviour is a primary goal of any selection process, with efficiency and perceived fairness as other important goals (Ryan and Huth 2008). Interviews with police supervisors, managers, and executives of various ranks, functional assignments, and agency affiliations have identified an ongoing need to devel- op processes that are clear, consistent, efficient, defensible, and fair (Jelley 2007). There is some empirical evidence that “selection instru- ments are considered fairer than other promotion systems used in organizations, such as decisions by supervisors” (García–Izquierdo et al. 2012, p. 399). Archbold et al. (2010) found that all of the female officers (N=17) and 90 % of the male officers (N=63) in their study perceived the written promotional exam did not favor one gender over the other. Enhanced objectivity in assessment may help explain why many police agencies have, for years, incorpo- rated standardized testing as one component of the promo- tional process (Coutts 1990). Nevertheless, complaints about promotional processes in policing (Canadian Police Sector Council 2001) suggest that more work is needed to identify The authors would like to thank the management and staff of the Ontario Police College for their cooperation and to three anonymous reviewers for constructive feedback and suggestions. The views expressed in this paper are those of the authors and do not necessarily reflect the views of the Ontario Police College or the Ministry of Community Safety and Correctional Services. R. B. Jelley (*) School of Business, University of Prince Edward Island, 550 University Avenue, Charlottetown, PE C1A 4P3, Canada e-mail: bjelley@upei.ca J. M. McCarthy Department of Management, University of Toronto Scarborough, 1265 Military Trail, Toronto, ON M1C 1A4, Canada e-mail: julie.mccarthy@rotman.utoronto.ca J Police Crim Psych DOI 10.1007/s11896-013-9122-1