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