Editorial Comment:

Abstract: Since the 1980s local government recruitment practices have been characterised by the development of procedures designed to promote fairness in employee selection. This article examines recruitment practice in one local authority in terms of its effectiveness in providing fairness in selection and questions its ability to meet the changing demands being placed on recruitment processes. A central argument is that an emphasis on developing recruitment procedures to demonstrate equality of treatment can overlook important social psychological factors. It concludes that although a highly structured approach to employee selection has real advantages in meeting the requirements of equal opportunities it can, paradoxically, result in negative perceptions about its fairness and effectiveness.