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This second edition provides managers and students the nuts and
bolts of assessment processes and selection techniques. With this
knowledge, managers learn to make informed personnel decisions
based on the results of tests and assessments. The book emphasizes
that employee performance predictions require well-formed
hypotheses about personal characteristics that may be related to
valued behavior at work. It also stresses the need for developing a
theory of the attribute one hypothesizes as a predictor-a thought
process too often missing from work on selection procedures. Topics
such as team-member selection, situational judgment tests,
nontraditional tests, individual assessment, and testing for
diversity are explored. The book covers both basic and advanced
concepts in personnel selection in a straightforward, readable
style intended to be used in both undergraduate and graduate
courses in Personnel Selection and Assessment.
Employees are constantly making decisions and judgments that have
the potential to affect themselves, their families, their work
organizations, and on some occasion even the broader societies in
which they live. A few examples include: deciding which job
applicant to hire, setting a production goal, judging one's level
of job satisfaction, deciding to steal from the cash register,
agreeing to help organize the company's holiday party, forecasting
corporate tax rates two years later, deciding to report a coworker
for sexual harassment, and predicting the level of risk inherent in
a new business venture. In other words, a great many topics of
interest to organizational researchers ultimately reduce to
decisions made by employees. Yet, numerous entreaties
notwithstanding, industrial and organizational psychologists
typically have not incorporated a judgment and decision-making
perspective in their research. The current book begins to remedy
the situation by facilitating cross-pollination between the
disciplines of organizational psychology and decision-making. The
book describes both laboratory and more "naturalistic" field
research on judgment and decision-making, and applies it to core
topics of interest to industrial and organizational psychologists:
performance appraisal, employee selection, individual differences,
goals, leadership, teams, and stress, among others. The book also
suggests ways in which industrial and organizational psychology
research can benefit the discipline of judgment and
decision-making. The authors of the chapters in this book conduct
research at the intersection of organizational psychology and
decision-making, and consequently are uniquely positioned to
bridging the divide between the two disciplines.
This second edition provides managers and students the nuts and
bolts of assessment processes and selection techniques. With this
knowledge, managers learn to make informed personnel decisions
based on the results of tests and assessments. The book emphasizes
that employee performance predictions require well-formed
hypotheses about personal characteristics that may be related to
valued behavior at work. It also stresses the need for developing a
theory of the attribute one hypothesizes as a predictor-a thought
process too often missing from work on selection procedures. Topics
such as team-member selection, situational judgment tests,
nontraditional tests, individual assessment, and testing for
diversity are explored. The book covers both basic and advanced
concepts in personnel selection in a straightforward, readable
style intended to be used in both undergraduate and graduate
courses in Personnel Selection and Assessment.
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