Applied psychology in human resource management/ Wayne F. Cascio and Herman Aguinis.

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

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