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Applied psychology in human resource management/ (Record no. 150608)

MARC details
000 -LEADER
fixed length control field	17879nam a2200157Ia 4500
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number	0131484109
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number	9780131484108
040 ## - CATALOGING SOURCE
Transcribing agency	CUS
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number	158
Item number	CAS/A
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name	Cascio, Wayne F.
245 #0 - TITLE STATEMENT
Title	Applied psychology in human resource management/
Statement of responsibility, etc.	Wayne F. Cascio and Herman Aguinis.
250 ## - EDITION STATEMENT
Edition statement	6th ed.
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc.	New Jersey:
Name of publisher, distributor, etc.	Pearson,
Date of publication, distribution, etc.	2005.
300 ## - PHYSICAL DESCRIPTION
Extent	xxv, 588 p. ;
Dimensions	26 cm.
505 ## - FORMATTED CONTENTS NOTE
Formatted contents note	CHAPTER 1 Organizations, Work, and Applied Psychology 1<br/>At a Glance 1<br/>Tlie Pervasiveness of Organizations 1<br/>Differences in Jobs 2<br/>Differences in Performance 3<br/>A Utopian Ideal 3<br/>Point of View 4<br/>Personnel Psychology in Perspective 4<br/>The Changing Nature of Product and Service Markets 5<br/>Effects of Technology on Organizations and People 7<br/>Changes in the Structure and Design of Organizations 7<br/>The Changing Role of the Manager S<br/>The Empowered Worker—No Passing Fad JO<br/>Implications for Organizations and Their People 10<br/>Plan of the Book 12<br/>Discussion Questions 14<br/>CHAPTER 2 The Law and Human Resource Management 15<br/>At a Glance 15<br/>The Legal System 16<br/>Unfair Discrimination: What Is It? 18<br/>Legal Framework for Civil Rights Requiremenls 20<br/>Tlie U.S. Constitution—Tliirleenlh and Fourteenth Amendments 21<br/>The Civil Rights Acts of 1866 and 1871 21<br/>Equal Pay for Equal Work Regardless of Sex 22<br/>Ecpial Pay Act of 1963 22<br/>Equal Pay for Jobs of Comparable Worth 22<br/>Equal Employment Opportunity 23<br/>The Civil Rights Act of 1964 23<br/>Nondiscrimination on the liusis of Race, Color, Religion.<br/>Sex, or National Origin 23<br/>Apprenticeship Programs, Retaliation, and Employment Advertising 24<br/>Suspension of Government Contracts and Back-Pay Awards 24<br/>Bona Fide Occupational Qualifications (BFOQs) 25<br/>Seniority Systems 25<br/>Pre-employment Inquiries 25<br/>Testing 25<br/>Preferential Treatment 25<br/>Veterans' Preference Rights 26<br/>National Securitv 26<br/>Age Discrimination in Employment Act of 1967 27<br/>The Immigration Reform and Control Act of 1986 27<br/>The Americans with Disabilities Act (ADA) of 1990 28<br/>The Civil Rif^liis Act of 199! 29<br/>The Family and Medical Leave Ad (FMLA) of 1993 31<br/>Executive Orders 11246, 11375, and 11478 32<br/>The Rehabilitation Act of 1973 32<br/>Uniformed Services Employment and Reemployment Rights Act (USERRA)<br/>of i994 33<br/>Enforcement of the Laws—Regulatory Agencies 33<br/>.State Fair Employment Practices Commissions 33<br/>Equal Employment Opportunity Commission (EEOC) 33<br/>Office of Federal Contract Compliance Programs (OFCCP) 34<br/>Judicial Interpretation —General Principles 35<br/>Testing 35<br/>Persona! History 37<br/>Sex Discrimination 38<br/>Age Discrimination 40<br/>"English Only" Rules—National Origin Discrimination? 40<br/>Seniority 41<br/>Preferential Selection 41<br/>Discussion Questions 43<br/>CHAPTER 3 People, Decisions, and the Systems Approach 44<br/>At a Glance 44<br/>Utility Tlieory —A Way of Thinking 44<br/>Organizations as Systems 46<br/>A Systems View of the Employment Process 48<br/>.lob Analysis and Job Evaluation 49<br/>Workforce Planning 51<br/>Recruitment 51<br/>Initial Screening 52<br/>Selection 53<br/>Training and Development 53<br/>Performance Management 54<br/>Organizational Exit 55<br/>Discussion Questions 56<br/>Chapter 4 Criteria: Concepts, Measurement, and<br/>Evaluation 57<br/>At a Glance 57<br/>Definition 58<br/>Job Performance as a Criterion 60<br/>Dimensionality of Criteria 60<br/>Static Dimensionality 60<br/>Dynamic or Temporal Dimensionality 62<br/>Individual Dimensionalitv 65<br/>Challenges in Criterion Development 66<br/>Challenge UJ:Joh Performance (Un)reliabiliiy 66<br/>Challenge ^2: Job Performance Observation 68<br/>Challenge U3: Dimensionality of Job Performance 68<br/>Performance and Situational Characteristics 69<br/>Environmental and Organizational Characteristics 69<br/>Environmental Safety 69<br/>Lifespace Variables 69<br/>Job ami Location 69<br/>Extraindividnal Differences and Sales Performance 70<br/>Leadership 70<br/>Steps in Criterion Development 70<br/>Evaluating Criteria 71<br/>Relevance 71<br/>Sensitivity or Discriminabtlity 72<br/>Practicality 72<br/>Criterion Deficiency 72<br/>Criterion Contamination 73<br/>Bitts Due to Knowledge of Predictor Information 74<br/>Bias Due to Group Membership 74<br/>Bias in Ratings 74<br/>Criterion Equivalence 75<br/>Composite Criterion Versus Multiple Criteria 76<br/>Composite Criterion 76<br/>Multiple Criteria 76<br/>Differing Assumptions 77<br/>Resolving the Dilemma 78<br/>Research Design and Criterion Theory 78<br/>Summary 80<br/>Discussion Questions 81<br/>Chapters Performance Manageiiient 82<br/>At a Glance 82<br/>Purposes Served 83<br/>Realities of Performance Management Systems 84<br/>Barriers to Implementing Effective Performance<br/>Management Systems 85<br/>Organizational Barriers 85<br/>Political Barriers 85<br/>Interpersonal Barriers 85<br/>Fundamental Requirements of Successful Performance<br/>Management Systems 86<br/>Behavioral Basis for Performance Appraisal 87<br/>Who Shall Rale? 89<br/>Immediate Supervisor 89<br/>Peers 89<br/>Subordinates 91<br/>Self 92<br/>Clients Served 93<br/>Appraising Performance: Individual Versus Group Tasks 93<br/>Agreement and Equivalence of Ratings Across Sources 95<br/>Judgmental Biases in Rating 96<br/>Leniency and Severity 97<br/>Central Tendency 98<br/>Halo 98<br/>Types of Performance Measures 99<br/>Objective Measures 99<br/>Subjective Measures 99<br/>Rating Systems: Relative and Absolute 100<br/>Relative Rating Systems (Employee Comparisons) 100<br/>Absolute Rating Systems 101<br/>Summary Comments on Rating Formats and Rating Process 108<br/>Factors Affecting Subjective Appraisals 108<br/>Evaluating the Performance of Teams 109<br/>Rater Training 113<br/>The Social and Interpersonal Context of Performance<br/>Management Systems 115<br/>Performance Feedback; Appraisal and Goal-Setting Interviews 116<br/>Communicate Erequently 117<br/>Get Training in Appraisal 117<br/>Judge Your Own Performance First 117<br/>Encourage Subordinate Preparation 118<br/>Use "Priming" Information 118<br/>Warm Up and Encourage Participation 118<br/>Judge Performance, Not Personality or Self-Concept 118<br/>Be Specific 119<br/>Be an A ctive Listener 119<br/>Avoid Destructive Criticism and Threats to the Employee's Ego 119<br/>Set Mutually Agreeable and Formal Goals 120<br/>Continue to Communicate and Access Progress Toward Goals Regularly 120<br/>Make Organizational Rewards Contingent on Performance 120<br/>Summary 121<br/>Discussion Questions 121<br/>CHAPTER 6 Measuring and Interpreting Individual<br/>Differences 122<br/>At a Glance 122<br/>What Is Measurement? 123<br/>Scales of Measurement 124<br/>Nominal Scales 124<br/>Ordinal Scales 124<br/>Interval Scales 125<br/>Ratio Scales 126<br/>Scales Used in Psychological Measurement 127<br/>Consideration of Social Utility in the Evaluation of Psychological<br/>Measurement 128<br/>Selecting and Creating the Right Measure 128<br/>Steps for Selecting and Creating Tests 129<br/>Selecting an Appropriate Test; Test Classification Methods 131<br/>Further Considerations in Selecting a Test 134<br/>Reliability as Consistency 135<br/>Estimation of Reliability 136<br/>Test-Retest 137<br/>Parallel (or Alternate) Forms 137<br/>Internal Consistency 139<br/>Stability and Equivalence 141<br/>Interrater Reliability 142<br/>Summary 143<br/>Interpretation of Reliability 145<br/>Range of Individual Differences 145<br/>Difficulty of the Measurement Procedure 145<br/>Size and Representativeness of Sample 145<br/>Standard Error of Measurement 146<br/>Generalizability Theory 147<br/>Interpreting the Results of Measurement Procedures 148<br/>Discussion Questions 152<br/>CHAPTER 7 Validation and Use of Individual Differences<br/>Measures 153<br/>At a Glance 153<br/>Relationship between Reliability and Validity 153<br/>Evidence of Validity 156<br/>Content-Related Evidence 156<br/>Criterion-Related Evidence 159<br/>Predictive Studies 160<br/>Concurrent Studies 162<br/>Requirements of Criterion Measures in Predictive and Concurrent<br/>Studies 163<br/>Factors Affecting the Size of Obtained Validity 164<br/>Range Enhancement 164<br/>Range Restriction 164<br/>Position in the Employment Process 168<br/>Form of the Predictor-Criterion Relationship 168<br/>Construct-Related Evidence 168<br/>Illustration 172<br/>Cross-Validation 172<br/>Gathering Validity Evidence When Local Validation Is Not Feasible 174<br/>Synthetic Validity 174<br/>Test Transportability 175<br/>Validity Generalization 176<br/>Application of Alternative Validation Strategies: Illustration 181<br/>Discussion Questions 181<br/>CHAPTER 8 Fairness in Employment Decisions 182<br/>At a Glance 182<br/>Assessing Differential Validity 183<br/>Differential Validity and Adverse Impact 184<br/>Differential Validity: The Evidence 189<br/>Assessing Differential Prediction and<br/>Moderator Variables 190<br/>Differential Prediction: The Evidence 192<br/>Problems in Testing for Differential Prediction 193<br/>Suggestions for Improving the Accuracy of Differential-Prediction<br/>Assessment 195<br/>Further Considerations Regarding Adverse Impact.<br/>Differential Validity, and Differential Prediction 195<br/>Minimizing Adverse Impact Through Test-Score Banding 199<br/>Fairness and the Interpersonal Context of Employment Testing 205<br/>Fair Employment and Public Policy 206<br/>Discussion Questions 207<br/>CHAPTER 9 Analyzing Jobs and Work 209<br/>At a Glance 209<br/>Terminology 211<br/>Aligning Method with Purpose 212<br/>Choices 212<br/>Defining the Job 213<br/>Job Specifications 214<br/>Establishing Minimum Qualifications 214<br/>Reliability and Validity of Job Analysis Information 217<br/>Obtaining Job Information 218<br/>Direct Observation and Job Performance 219<br/>Interview 222<br/>SME Panels 223<br/>Questionnaires 223<br/>The Position Analysis Questionnaire (PAQ) 224<br/>Fleishman Job Analysis Survey (F-JAS) 226<br/>Critical Incidents 227<br/>Other Sources of Job Information and<br/>Job Analysis Methods 228<br/>The Job Analysis Wizard 229 • iin<br/>Incorporating Personality Dimensions into Job Analysis<br/>Strategic or Future-Oriented Job Analyses 230<br/>Competency Modeling 231<br/>Interrelationships among Jobs, Occupational Groups,<br/>and Business Segments 233<br/>Occupational Information —From the Dictionary of<br/>Occupational Titles to the 0*Net 233<br/>Discussion Questions 236<br/>CHAPTER 10 Strategic Workforce Planning 237<br/>At a Glance 237<br/>What Is Workforce Planning (WP)? 238<br/>Strategic Business and Workforce Plans 239<br/>An Alternative Approach 240<br/>Payoffs from Strategic Planning 242<br/>Relationship of HR Strategy to Business Strategy 242<br/>Talent Inventory 245<br/>Information Type 245<br/>Obtaining and Updating Information 246<br/>Uses 246<br/>Forecasting Workforce Supply and Demand 246<br/>External Workforce Supply 247<br/>Internal Workforce Sitpply 247<br/>Management Succession Planning 248<br/>Chiej Executive Officer (CEO) Sticcession 249<br/>Workforce Demand 250<br/>Predictor Selection 251<br/>The Historical and Projected Relationships 251<br/>Productivity Ratios 253<br/>Projecting Workforce Rcqiurements 253<br/>How Accurate Mtist Demand Forecasts Be? 254<br/>Integrating Supply and Demand Forecasts 254<br/>Matching Forecast Results to Action Plans 254<br/>Control and Evaluation 255<br/>Monitoring Performance 255<br/>Taking Corrective Action 256<br/>Summary of the Evaluation Process 256<br/>Control and Evaluation of Workforce Planning at IBM 257<br/>Time Horizon 257<br/>Responsibility for Workforce Planning 258<br/>Disctission Questions 258<br/>CHAPTER 11 Recruitment 259<br/>At a Glance 259<br/>Recruitment Planning 259<br/>Staffing Rec/uirenients and Cost Analyses 264<br/>Source Analysis 265<br/>Operations 266<br/>External Sources j'or Recruiting Applicants 267<br/>Managing Recruiting Operations 271<br/>Measurement. Evaluation, and Control 272<br/>Job Search from the Applicant's Perspective 273<br/>Realistic Job Preview s 274<br/>Discussion Questions 276<br/>CHAPTER 12 Initial Screening 277<br/>At a Glance 111<br/>Recommendations and Reference Checks 277<br/>Personal History Data 279<br/>Weighted Application Blanks (WABs) 280<br/>Bioi^raphical Information Blanks (BlBs) 280<br/>Response Distortion in Application Blank and Biographical Data 281<br/>Validity of Application Blank and Biographical Data 282<br/>Bias and Adverse Impact 284<br/>What Do Biodata Mean? 285<br/>Honesty Tests 285<br/>Evaluation of Training and Experience 287<br/>Computer-Based Screening 288<br/>Drug Screening 290<br/>Polygraph Tests 291<br/>Employment Interviews 292<br/>Response Distortion in the Interview 293<br/>Reliability and Validity 294<br/>Factors Affecting the Decision-Making Process 295<br/>Social/Interpersonal Factors 295<br/>Cognitive Factors 296<br/>Individual Differences 299<br/>Effects of Structure 301<br/>Use of Alternative Media 304<br/>Needed Improvements 304<br/>Toward the Future; Virtual Reality Screening 306<br/>Discussion Questions 306<br/>CHAPTER 13 Decision Making for Selection 308<br/>At a Glance 308<br/>Personnel Selection in Perspective 309<br/>Classical Approach to Personnel Selection 309<br/>Efficiency of Linear Models in Job-Success Prediction 311<br/>Unit Weighting 312<br/>Suppressor Variables 312<br/>Data-Combination Strategies 314<br/>Effectiveness of Alternative Data-Combination Strategies 315<br/>Alternative Prediction Models 316<br/>Multiple-Regression Approach 316<br/>Multiple-Cutoff Approach 317<br/>^ liiltiple-Hurdle Approach 321<br/>Extending the Classical Validity Approach to Selection Decisions:<br/>Decision-Tlieory Approach 323<br/>The Selection Ratio 323<br/>The Base Rate 324<br/>Utility Considerations 326<br/>Evaluation of the Decision-Theory Approach 326<br/>Speaking the Language of Business: Utility Analysis 328<br/>The Naylor-Shine Model 329<br/>The Brogden-Cronhach-Gleser Model 330<br/>Ftirther Developments of the Brogden-Cronhach-Gleser Model 331<br/>Application of the Brogden-Cronhach-Gleser Model and the Need to<br/>Scrtitinize Utility Estimates 334<br/>The Strategic Context of Personnel Selection 338<br/>Summary 339<br/>Discussion Questions 340<br/>CHAPTER 14 Managerial Selection 341<br/>At a Glance 341<br/>Criteria of Managerial Success 342<br/>The Importaitce of Context 344<br/>Instruments of Prediction 344<br/>Cognitive Ahility Tests 344<br/>Objective Personality Inventories 347<br/>Leadership-Ahility Tests 351<br/>Projective Techniques 352<br/>Motivation to Manage 353<br/>Personal History Data 357<br/>Peer A ssessi nent 358<br/>Combining Instruments of Prediction Clinically: Individual Assessment 359<br/>Work Samples of Managerial Performance 360<br/>Leaderless Group Discussion (LGD) 361<br/>The In-Basket Test 362<br/>The Business Game 363<br/>SituationalJudgment Tests (SJTs) 364<br/>Assessment Centers 365<br/>Assessment Center: The Beginnings 366<br/>Level and Purpose of Assessment 367<br/>Duration and Size 368<br/>Assessors and Their Training 368<br/>Performance Feedback 370<br/>Reliahilitv of the Assessment Process 370<br/>Validity ' 371<br/>Fairness and Adverse Impact 372<br/>Assessment Center Utility 373<br/>Potential Problems 373<br/>Combining Predictors 375<br/>Summary 377<br/>Discussion Questions 377<br/>CHAPTER 15 Training and Development:<br/>Considerations in Design 379<br/>At a Glance 379<br/>Training Design 382<br/>Organizational Characteristics Related to Effective Training 382<br/>Additional Determinants of Effective Training 382<br/>Fundamental Requirements of Sound Training Practice 384<br/>Defining What Is to Be Learned 385<br/>The Training and Development Subsystem 386<br/>Determining Training Needs 387<br/>Organization Analysis 388<br/>Demographic Analysis 388<br/>Operations Analysis 389<br/>Person Analysis 390<br/>Training Objectives 391<br/>Creating an Optimal Environment for Training and Learning 392<br/>Team Training 393<br/>Theorclical Models to Guide Training and Development Efforts 394<br/>Trainability and Individual Differences 395<br/>Principles that Enhance Learning 396<br/>Knowledge of Results (Feedback) 396<br/>Transfer of Train ii ig 398<br/>Self-Management to Maintain Changes in Behavior 398<br/>Adaptive Guidance 399<br/>Reinforcement 400<br/>Practice 400<br/>Motivation 401<br/>Goal-Setting 402<br/>Behavior Modeling 404<br/>Summary 406<br/>Discussion Questions 406<br/>CHAPTER 16 Training and Development: Implementation and<br/>the Measurement of Outcomes 408<br/>At a Glance 408<br/>Computer-Based Training 410<br/>Selection of Technique 411<br/>Measuring Training and Development Outcomes 412<br/>Why Measure Training Outcomes 412<br/>Essential Elements for Measuring Training Outcomes 413<br/>Criteria 413<br/>Additional Considerations in Measuring the Outcomes of Training 415<br/>Strategies for Measuring the Outcomes of Training in Terms of Financial<br/>Impact 417<br/>Influencing Managerial Decisions with Program Evaluation Data 419<br/>Classical Experimental Design 420<br/>Design A 421<br/>Design B 422<br/>Design C 423<br/>Design D 424<br/>Limitations of Experimental Designs 426<br/>Quasi-Experimental Designs 427<br/>Design E 427<br/>Design F 429<br/>Design G 430<br/>Statistical, Practical, and Theoretical Significance 433<br/>Logical Analysis 433<br/>Discussion Questions 434<br/>CHAPTER 17 International Dimensions of Applied Psychology 435<br/>At a Glance 435<br/>Globalization, Culture, and Psychological Measurement 435<br/>Globalization and Culture 436<br/>Country-Level Cultural Differences 437<br/>The Globalization of Psychological Measurement 439<br/>Transporting Psychological Measures across Cultures 439<br/>Terminology 440<br/>Identification of Potential for International Management 441<br/>Selection for International Assigments 442<br/>General Mental Ability 443<br/>Personality 444<br/>Other Characteristics Related to Success in<br/>International Assigtvnents 446<br/>Cross-cultural Training 447<br/>Performance Management 449<br/>Performance Criteria 450<br/>Who Should Do Appraisals? 451<br/>Performance Feedback 452<br/>Repatriation 452<br/>Planning 453<br/>Career Management 453<br/>Compensation 454<br/>Discu.ssion Questions 454<br/>CHAPTER 18 Ethical Issues in Human Resource<br/>Management 455<br/>At a Glance 455<br/>Employee Privacy 456<br/>Safeguarding Employee Privacy 458<br/>Fair Information Practice in the Information Age 458<br/>Employee Searches and Other Workplace Investigations 460<br/>Testing and Evaluation 461<br/>Obligations to One's Profession 462<br/>Obligations to Those Who Are Evaluated 463<br/>Obligations to Employers 464<br/>Obligations of Employers and the Implementation of Corporate Ethics<br/>Programs 466<br/>Individual Differences Serving as Antecedents of Ethical Behavior 469<br/>Ethical Issues in Organizational Research 470<br/>Ethical Issues at the Research-Planning Stage 470<br/>Ethical Issues in Recruiting and Selecting Research Participants 471<br/>Ethical Issues in Conducting Research: Protecting Research Participants'<br/>Rights 471<br/>Ethical Issues in Reporting Research Results 474<br/>Strategies for Addressing Ethical Issues in Organizational Research 475<br/>Science, Advocacy, and Values in Organizational Research 477<br/>Discussion Questions 479
650 ## - SUBJECT
Keyword	Personnel management--Psychological aspects
650 ## - SUBJECT
Keyword	Personnel management
650 ## - SUBJECT
Keyword	Psychology, Industrial
650 ## - SUBJECT
Keyword	United States
700 ## - ADDED ENTRY--PERSONAL NAME
Personal name	Aguinis, Herman.
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type	General Books

Holdings
Withdrawn status	Lost status	Damaged status	Not for loan	Home library	Current library	Shelving location	Date acquired	Full call number	Accession number	Date last seen	Date last checked out	Koha item type
				Central Library, Sikkim University	Central Library, Sikkim University	General Book Section	28/08/2016	158 CAS/A	P05273	04/10/2019	04/10/2019	General Books