Preface to the 8th Edition
Acknowledgments
About the Authors
Chapter 1: Organizations, Work, and Applied Psychology
The Pervasiveness of Organizations |
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Differences in Performance |
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Personnel Psychology and Talent Management in Perspective |
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Globalization of Product and Service Markets |
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Impact on Jobs and the Psychological Contract |
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Effects of Technology on Organizations and People |
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Changes in the Structure and Design of Organizations |
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Changing Roles of Managers and Workers |
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Implications for Organizations and Their People |
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Chapter 2: The Law and Talent Management
Legal Systems Outside the United States |
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Unfair Discrimination: What Is It? |
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Legal Framework for Civil Rights Requirements |
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The U.S. Constitution—Thirteenth and Fourteenth Amendments |
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Civil Rights Acts of 1866 and 1871 |
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Equal Pay for Equal Work Regardless of Sex |
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Equal Pay for Jobs of Comparable Worth |
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Equal Employment Opportunity: Title VII of the Civil Rights Act of 1964 |
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Nondiscrimination on the Basis of Race, Color, Religion, Sex, or National Origin |
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Retaliation, and Employment Advertising |
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Suspension of Government Contracts and Back-Pay Awards |
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Exemptions to Title VII Coverage |
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Age Discrimination in Employment Act of 1967 (as Amended in 1986) |
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Immigration Reform and Control Act of 1986 |
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Americans with Disabilities Act of 1990 (as Amended in 2008) |
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Monetary Damages and Jury Trials |
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Adverse Impact (Unintentional Discrimination) Cases |
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Protection in Foreign Countries |
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Challenges to Consent Decrees |
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Extension to U.S. Senate and Appointed Officials |
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Family and Medical Leave Act of 1993 |
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Uniformed Services Employment and Reemployment Rights Act of 1994 |
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Enforcement of the Laws—Regulatory Agencies |
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State Fair Employment Practices Agencies |
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Equal Employment Opportunity Commission |
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Office of Federal Contract Compliance Programs |
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Employment Case Law—General Principles |
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Preventive Actions by Employers |
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“English Only” Rules—National Origin Discrimination? |
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Chapter 3: People, Decisions, and the Systems Approach
Costs and Consequences of Decisions—A Way of Thinking |
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A Systems View of the Staffing Process |
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Optimizing Staffing Investments |
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Optimizing Staffing Outcomes |
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A Systems View of the Broader Employment Process |
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Strategic Workforce Planning |
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Chapter 4: Criteria: Definitions, Measures, and Evaluation
Job Performance as a Criterion |
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Dimensionality of Criteria |
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Dynamic or Temporal Dimensionality |
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Individual Dimensionality |
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Challenges in Criterion Development |
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Challenge #1: Job Performance (Un)Reliability |
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Challenge #2: Reliability of Job Performance Observation |
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Challenge #3: Dimensionality of Job Performance |
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Performance and Situational Characteristics |
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Environmental and Organizational Characteristics |
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Extraindividual Differences and Sales Performance |
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Steps in Criterion Development |
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Sensitivity or Discriminability |
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Bias Due to Knowledge of Predictor Information |
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Bias Due to Group Membership |
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Composite Criterion Versus Multiple Criteria |
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Research Design and Criterion Theory |
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Distribution of Performance and Star Performers |
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Chapter 5: Performance Appraisal and Management
Realities and Challenges of Performance Management Systems |
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Fundamental Requirements of Successful Performance Management Systems |
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Benefits of State-of-the-Science Performance Management Systems |
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Appraising Performance: Individual Versus Group Tasks |
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Putting It All Together: 360-Degree Systems |
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Agreement and Equivalence of Ratings Across Sources |
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Judgmental Biases in Rating |
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Types of Performance Measures |
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Rating Systems: Relative and Absolute |
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Relative Rating Systems (Employee Comparisons) |
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Behaviorally Anchored Rating Scales |
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Summary Comments on Rating Formats and Rating Process |
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Factors Affecting Subjective Appraisals |
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Evaluating the Performance of Teams |
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The Social, Emotional, and Interpersonal Context of Performance Management Systems |
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Performance Feedback: Appraisal and Goal-Setting Interviews |
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Get Training in Appraisal |
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Judge Your Own Performance First |
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Encourage Subordinate Preparation |
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Use “Priming” Information |
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Warm Up and Encourage Participation |
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Judge Performance, Not Personality or Self-Concept |
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Avoid Destructive Criticism and Threats to the Employee’s Ego |
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Set Mutually Agreeable and Formal Goals |
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Continue to Communicate and Assess Progress Toward Goals Regularly |
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Make Organizational Rewards Contingent on Performance |
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Chapter 6: Measuring and Interpreting Individual Differences
Scales Used in Applied Psychological Measurement |
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Selecting and Creating the Right Measure |
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Steps for Selecting and Creating Measures |
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Determining a Measure’s Purpose |
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Developing a Measure Plan |
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Conducting a Pilot Study and Traditional Item Analysis |
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Conducting an Item Analysis Using Item Response Theory |
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Determining Reliability and Gathering Evidence for Validity |
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Revising and Updating Items |
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Selecting an Appropriate Measure: Test-Classification Methods |
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Standardized and Nonstandardized Tests |
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Further Considerations in Selecting a Test |
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Reliability as Consistency |
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Estimation of Reliability |
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Parallel (or Alternate) Forms |
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Kuder-Richardson Reliability Estimates |
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Split-Half Reliability Estimates |
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Stability and Equivalence |
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Interpretation of Reliability |
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Range of Individual Differences |
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Difficulty of the Measurement Procedure |
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Size and Representativeness of Sample |
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Standard Error of Measurement |
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Interpreting the Results of Measurement Procedures |
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Looking to the Future: Anticipated Innovations in Applied Psychological Measurement |
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Chapter 7: Validation and Use of Individual-Differences Measures
Relationship Between Reliability and Validity |
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Criterion-Related Evidence |
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Requirements of Criterion Measures in Predictive and Concurrent Studies |
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Factors Affecting the Size of Obtained Validity Coefficients |
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Position in the Employment Process |
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Form of the Predictor–Criterion Relationship |
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Construct-Related Evidence |
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Construct Validation Process |
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An Illustration of Construct Validation |
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Empirical Cross-Validation |
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Statistical Cross-Validation |
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Comparison of Empirical and Statistical Strategies |
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Gathering Validity Evidence When Local Validation Is Not Feasible |
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How to Conduct a VG Study |
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Refinements to VG Techniques |
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Challenges in Conducting a VG Study |
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Empirical Bayesian Analysis |
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Application of Alternative Validation Strategies: Illustration |
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Chapter 8: Fairness in Employment Decisions
Assessing Differential Validity |
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Differential Validity and Adverse Impact |
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Differential Validity: The Evidence |
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Assessing Differential Prediction and Moderator Variables |
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Differential Prediction: The Evidence |
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Problems in Testing for Differential Prediction |
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Using Meta-Analysis to Assess Differential Prediction |
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Suggestions for Improving the Accuracy of Slope-Based Differential Prediction Assessment |
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Further Considerations Regarding Adverse Impact, Differential Validity, and Differential Prediction |
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Minimizing Adverse Impact Through Test-Score Banding |
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Fairness and the Interpersonal Context of Employment Testing |
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Fair Employment and Public Policy |
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Chapter 9: Analyzing Jobs and Work
Definition, Professional Standards |
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Aligning Method With Purpose |
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Reliability and Validity of Work Analysis Information |
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Obtaining Information About Jobs and Work |
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Direct Observation and Job Performance |
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The Position Analysis Questionnaire |
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Fleishman Job Analysis Survey |
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Other Sources of Job Information and Job Analysis Methods |
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Incorporating Personality Dimensions Into Job Analysis |
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Strategic or Future-Oriented Work Analyses |
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Work Analysis for Star Performers |
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Occupational Information—From the Dictionary of Occupational Titles to O*NET® |
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Taxonomies and Hierarchies of Occupational Descriptors |
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Chapter 10: Strategic Workforce Planning
What Is Strategic Workforce Planning? |
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Strategic Business and Workforce Plans |
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The Strategic Planning Process |
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Payoffs From Strategic Planning |
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Relationship of HR Strategy to Business Strategy |
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Forecasts of Workforce Supply and Demand |
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External Workforce Supply |
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Internal Workforce Supply |
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From Predictable to Unpredictable Supplies of Labor |
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Leadership-Succession Planning |
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Chief Executive Officer (CEO) Succession |
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Assessing Future Workforce Demand |
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How Accurate Must Demand Forecasts Be? |
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Integrating Supply and Demand Forecasts |
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Matching Forecast Results to Action Plans |
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Sampling and Measuring Performance |
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Identifying an Appropriate Strategy for Evaluation |
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Responsibility for Workforce Planning |
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Chapter 11: Recruitment
Staffing Requirements and Cost Analyses |
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External Sources for Recruiting Applicants |
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Managing Recruiting Operations |
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Measurement, Evaluation, and Control |
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Job Search From the Applicant’s Perspective |
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Chapter 12: Selection Methods
Weighted Application Blanks |
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Biographical Information Blanks |
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Response Distortion in Personal History Data |
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Validity of Personal History Data |
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Recommendations and Reference Checks |
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Evaluation of Training and Experience |
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Response Distortion in the Interview |
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Factors Affecting the Decision-Making Process |
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Social/Interpersonal Factors |
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Summary of Evidence-Based Suggestions for Improving the Interview Process and Outcome |
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The Future Is Now: Technology and Big Data |
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Mobile and Web-Based Selection |
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Virtual Reality Technology |
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Chapter 13: Managerial Selection Methods
Criteria of Managerial Success |
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Global Criterion Measures |
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The Importance of Context |
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Instruments of Prediction |
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Controversial Issues in the Use of Cognitive Ability Tests |
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A Recommendation to Address the Controversy |
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Objective Personality Inventories |
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Why and When Does Personality Predict Performance? |
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Response Distortion in Personality Inventories |
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Strategies to Mitigate Response Distortion |
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Work Samples of Managerial Performance |
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Leaderless Group Discussion |
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Effects of Training and Experience |
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Situational Judgment Tests |
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Assessment Center: The Beginnings |
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Level and Purpose of Assessment |
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Assessors and Their Training |
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Reliability of the Assessment Process |
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Fairness and Adverse Impact |
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Assessment Center Utility |
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Chapter 14: Decision Making for Selection
Personnel Selection in Perspective |
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Classical Approach to Personnel Selection |
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Efficiency of Linear Models in Job-Success Prediction |
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Data-Combination Strategies |
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Effectiveness of Alternative Data-Combination Strategies |
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The Role of Subjective Judgment |
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Alternative Prediction Models |
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Multiple-Regression Approach |
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Extending the Classical Validity Approach to Selection Decisions: Decision-Theory Approach |
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Evaluation of the Decision-Theory Approach |
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Understanding Outcomes of Selection Decisions: Utility Analysis |
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The Brogden–Cronbach–Gleser Model |
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Further Developments of the Brogden–Cronbach–Gleser Model |
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Alternative Methods of Estimating SDy |
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Integration of Selection Utility With Capital-Budgeting Models |
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Application of the Brogden–Cronbach–Gleser Model and the Need to Scrutinize Utility Estimates |
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Top Scorers May Turn Down the Offer |
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There Is a Discrepancy Between Expected and Actual Performance Scores |
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Economic Factors Affect Utility Estimates |
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Top Management May Not Believe the Results |
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The Strategic Context of Personnel Selection Decisions |
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Chapter 15: Training and Development: Considerations in Design
Factors Driving the Increasing Demand for Workplace Training |
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Training and Development Activities: What Are They? |
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Characteristics of Effective Training |
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Additional Determinants of Effective Training |
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Fundamental Requirements of Sound Training Practice |
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Defining What Is to Be Learned |
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Interactions of Training and Development With Other Systems |
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Specifying Training Objectives |
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Creating an Optimal Environment for Training and Learning |
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Learning and Individual Differences |
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Trainability and Individual Differences |
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Principles That Enhance Learning |
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Meaningfulness of the Material |
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Length of the Practice Session |
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Chapter 16: Training and Development: Implementation and the Measurement of Outcomes
Categories of Training and Development Methods |
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Technology-Based Training |
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Measuring Training and Development Outcomes |
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Why Measure Training Outcomes? |
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Essential Elements of Measuring Training Outcomes |
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Additional Considerations in Measuring Training Outcomes |
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Strategies for Measuring Training Outcomes in Terms of Financial Impact |
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An Illustration of Utility Analysis |
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Why Not Hold All Training Programs Accountable Strictly in Economic Terms? |
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Influencing Managerial Decisions With Program-Evaluation Data |
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Classical Experimental Designs |
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Limitations of Experimental Designs |
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Quasi-Experimental Designs |
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Statistical, Practical, and Theoretical Significance |
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Chapter 17: International Dimensions of Talent Management
Capitalism in the 21st Century |
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Globalization and Culture |
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Vertical and Horizontal Individualism and Collectivism |
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Country-Level Cultural Differences |
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Theoretical and Methodological Developments in the Study of Culture |
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The Globalization of Psychological Measurement |
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Transporting Psychological Measures Across Cultures |
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Identification of Potential for International Management and Cultural Competence |
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Selection for International Assignments |
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Personality Characteristics and Expatriate Success |
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Other Characteristics Related to Success in International Assignments |
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Who Should Assess Expatriate Performance? |
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Chapter 18: Organizational Responsibility and Ethical Issues in Talent Management |
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Organizational Responsibility: Definition and General Framework |
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Organizational Responsibility: Benefits |
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Organizational Responsibility: Implementation and the Role of Human Resource Management Research and Practice |
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Safeguarding Employee Privacy |
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Fair Information Practice in the Information Age |
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Employee Searches and Other Workplace Investigations |
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Obligations to One’s Profession |
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Obligations to Those Who Are Evaluated |
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Individual Differences Serving as Antecedents of Ethical Behavior |
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Ethical Issues in Organizational Research |
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Ethical Issues at the Research-Planning Stage |
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Ethical Issues in Recruiting and Selecting Research Participants |
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Ethical Issues in Conducting Research: Protecting Research Participants’ Rights |
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Ethical Issues in Reporting Research Results |
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Strategies for Addressing Ethical Issues in Organizational Research |
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Science, Advocacy, and Values in Organizational Research |
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Appendix A: Scientific and Legal Guidelines on Employee Selection Procedures— Checklists for Compliance
Scientific Guidelines—Summary Checklist |
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Sources of Validity Evidence |
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Planning the Validation Effort and Analysis of Work |
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Criterion-Related Evidence of Validity |
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Data Analysis for Criterion-Related Validity |
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Evidence for Validity Based on Content |
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Evidence of Validity Based on Internal Structure |
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Generalizing Validity Evidence |
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Operational Considerations |
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Initiating a Validation Effort |
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Selecting Assessment Procedures for the Validation Effort |
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Selecting the Validation Strategy |
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Selecting Criterion Measures |
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Communicating the Effectiveness of Selection Procedures |
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Appropriate Use of Selection Procedures |
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Technical Validation Report |
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Other Circumstances Regarding the Validation Effort and Use of Selection Procedures |
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Legal Guidelines on Employee Selection Procedures |
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A. Records Relating to Adverse Impact |
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B. Special Record-Keeping Provisions |
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D. Adverse Impact When User Meets Four-Fifths Rule |
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E. Qualifying Circumstances Relating to Adverse Impact |
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A. General Information Regarding Validity |
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B. Identifying Information |
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3. Criterion-Related Validity |
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C. Fairness of Criterion Measures |
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E. Corrections and Categorization |
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G. Prediction of Performance on Higher-Level Jobs |
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A. Relevance of a Content Validity Strategy |
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B. Relation Between Selection Procedure and Work Behaviors |
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C. Knowledge, Skills, and Abilities |
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D. Adequacy of Simulation |
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6. Validity Generalization |
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A. Use of Selection Procedures |
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D. Reduction of Adverse Impact |
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Appendix B: An Overview of Correlation and Linear Regression
The Concept of Correlation |
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The Concept of Regression |
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Making Predictions Based on Multiple Predictors |
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Predictive Accuracy of Multiple Regression |
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Appendix C: Decision Trees for Statistical Methods
References
Author Index
Subject Index