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
