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Applied Psychology in Talent Management

Applied Psychology in Talent Management

Eighth Edition

July 2018 | 552 pages | SAGE Publications, Inc
Now with SAGE Publishing!

In Applied Psychology in Talent Management, world-renown authors Wayne F. Cascio and Herman Aguinis provide the most comprehensive, future-oriented overview of psychological theories and how they impact people decisions in today's ever-changing workplace. Taking a rigorous, evidence-based approach, the new Eighth Edition includes more than 1,000 new citations from over 20 top-tier journal articles. The authors uniquely emphasize the latest developments in the field—all in the context of historical perspectives. Integrated coverage of technology, strategy, globalization, and social responsibility throughout the text provides students with a holistic view of the field and equips them with the practical tools necessary to create productive, enjoyable work environments. 
Chapter 1. Organizations, Work, and Applied Psychology
The Pervasiveness of Organizations  
Personnel Psychology and Talent Management  
Plan of the Book  
Chapter 2. The Law and Talent Management
The United States Legal System  
Unfair Discrimination: What Is It?  
Legal Framework for Civil Rights Requirements  
The US Constitution—Thirteenth and Fourteenth Amendments  
The Civil Rights Acts of 1866 and 1871  
Equal Pay for Equal Work Regardless of Sex  
Equal Employment Opportunity  
Age Discrimination in Employment Act of 1967 (As Amended in 1986)  
The Immigration Reform and Control Act of 1986  
The Americans with Disabilities Act (ADA) of 1990, As Amended in 2008  
Enforcement of the Laws—Regulatory Agencies  
Employment Case Law—General Principles  
Chapter 3. People, Decisions, and the Systems Approach
Costs and Consequences of Decisions—A Way of Thinking  
A Systems View of the Staffing Process  
Chapter 4. Criteria: Definitions, Measures, and Evaluation
Job Performance as Criterion  
Dimensionality of Criteria  
Challenges in Criterion Development  
Performance and Situational Characteristics  
Steps in Criterion Development  
Evaluating Criteria  
Criterion Deficiency  
Criterion Contamination  
Composite Criterion Versus Multiple Criteria  
Research Design and Criterion Theory  
Distribution of Performance and Star Performers  
Chapter 5. Performance Appraisal and Management
Purposes Served  
Realities and Challenges of Performance Management Systems  
Fundamental Requirements of Successful Performance Management Systems  
Benefits of State-of-the-Science Performance Management Systems  
Who Shall Rate?  
Judgmental Biases in Rating  
Types of Performance Measures  
Rating Systems: Relative and Absolute  
Factors Affecting Subjective Appraisals  
Evaluating the Performance of Teams  
Rater Training  
The Social, Emotional, and Interpersonal Context of Performance Management Systems  
Performance Feedback: Appraisal and Goal-Setting Interviews  
Chapter 6. Measuring and Interpreting Individual Differences
What is Measurement?  
Scales of Measurement  
Scales Used in Applied Psychological Measurement  
Selecting and Creating the Right Measure  
Reliability as Consistency  
Estimation of Reliability  
Interpretation of Reliablity  
Scale Coarseness  
Generalizability Theory  
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  
Evidence of Validity  
Content-Related Evidence  
Criterion-Related Evidence  
Factors Affecting the Size of Obtained Validity Coefficients  
Construct-Related Evidence  
Gathering Validity Evidence When Local Validation is Not Feasible  
Chapter 8. Fairness in Employment Decisions
Assessing Differential Validity  
Assessing Differential Prediction and Moderator Variables  
Further Considerations Regarding Adverse Impact, Differential Validity, and Differential Prediction  
Fairness and the Interpersonal Context of Employment Testing  
Fair Employment and Public Policy  
Chapter 9. Analyzing Jobs and Work
Definition, Professional Standards  
Defining the Job  
Job Specifications  
Reliability and Validity of Work Analysis Information  
Obtaining Information about Jobs and Work  
Other Sources of Job Information and Job Analysis Methods  
Occupational Information—from the Dictionary of Occupational Titles to the O*Net  
Chapter 10. Strategic Workforce Planning
What is a Strategic Workforce Planning?  
Talent Inventory  
Forecasting Workforce Supply and Demand  
Workforce Demand  
Control and Evaluation  
Chapter 11. Recruitment
Recruitment Planning  
Measurement, Evaluation, and Control  
Job Search from the Applicant’s Perspective  
Chapter 12: Selection Methods
Personal History Data  
Recommendations and Reference Checks  
Polygraph Tests  
Chapter 13. Managerial Selection Methods
Criteria of Managerial Success  
Instruments of Prediction  
Work Samples of Managerial Performance  
Assessment Centers  
Combining Predictors  
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  
Alternative Prediction Models  
Extending the Classical Validity Approach to Selection Decisions: Decision-Theory Approach  
Understanding Outcomes of Selection Decisions: Utility Analysis  
The Strategic Context of Personnel Selection Decision  
Chapter 15: Training and Development: Considerations in Design
Factors Driving the Increasing Demand for Workplace Training  
Training Design  
Learning and Individual Differences  
Principles that Enhance Learning  
Chapter 16: Training and Development: Implementation and the Measurement of Outcomes
Technology-Based Training  
Measuring Training and Development Outcomes  
Essential Elements for Measuring Training Outcomes  
Classical Experimental Design  
Quasi-Experimental Designs  
Statistical, Practical, and Theoretical Significance  
Chapter 17: International Dimensions of Talent Management
Identification of Potential for International Management and Cultural Competence  
Twenty-First Century Capitalism  
Selection for International Assignments  
Cross-Cultural Training  
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 Resources Management Research and Practice  
Employee Privacy  
Testing and Evaluation  
Ethical issues in Organizational Research  
Appendix A: Scientific and Legal Guidelines on Employee Selection Procedures – Checklists for Compliance
Scientific Guidelines - Summary Checklist  
Legal Guidelines on Employee Selection Procedures  
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
Key features


  • New issues have been incorporated that reflect the technological and demographic trends changing the nature of work and organizations worldwide.
  • Action-oriented learning objectives begin each chapter to allow students to understand the most important state-of-the-science talent management issues in a concise manner.
  • Each chapter ends with evidence-based guidelines for practice where students can learn what research tells us about these issues.
  • New topics to the Eighth Edition include
    • The impact of globalization and the digital revolution on product and service markets, along wtih the people who produce those products and services.
      Agile management as a key to success. 
    • The impact of massive demographic changes on labor markets, approaches to managing talent, and the composition of organizations. 
      Recruitment as one element of a talent supply chain. 
    • Using artificial intelligence to screen résumés, and implementing analytics to improve the overall recruitment process.
    • 15 different forms of technology-based training are offered with a checklist of 9 features that provide minimal conditions for effective learning to take place.


  • Integrates psychological theory with tools and methods for dealing with human resource problems in organizations and for making organizations more effective, satisfying places to work.
  • Reflects the state-of-the-art in personnel psychology and outlines a forward-looking, progressive model toward which HR specialists should aim. 
  • Provides students with a comprehensive and practical approach that challenges the field to advance, rather than to simply document past practice.
  • The personnel psychology approach enables students to apply psychological research and theory to human resource management in organizations.
  • A broader performance management emphasis provides students with a more proactive approach when looking at behavioral and judgmental biases in rating, types of performance measures, and performance feedback.

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ISBN: 9781506375915