This paper presents the view that both individual differences-oriented personnel selection researchers and situationally-oriented organizational behaviorists can profit from an examination of each other's theories and findings. Specifically, it is argued that (1) personnel selection researchers will achieve increased levels of predictive validity when situational effects on ability-performance relationships are considered, and (2) organizational behaviorists will better understand why organizational conditions can lead to increased average levels of production and satisfaction when they acknowledge the importance of individual differences in ability. Research evidence of both an empirical and logical nature is presented to support the integration. (Author/WL)