Applied psychology in human resource management/ (Record no. 150608)
[ view plain ]
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 |
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 |