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Employee Selection and Performance Management 3 Volume Set

by N Anderson SAGE Publications Ltd
Pub Date:
05/2008
ISBN:
9781847870414
Format:
Hbk 1312 pages
Price:
AU$813.00 NZ$839.13
Product Status: In Stock Now
add to your cart
Employee selection, assessment and performance management/appraisal have grown immeasurably in importance in the last two decades, both as areas of scientific enquiry and as professional human resource practice. Not surprisingly, employee selection and performance management (ESPM) literatures are highly disparate, international in orientation, multilevel in their foci ranging from the individual to the workgroup to the whole organization, and dual-focused in terms of their dominant attention to either more fundamental research issues or more pragmatic issues of best practice in ESPM. This major work brings together, in three volumes, the seminal papers in ESPM and creates a single collection of keynote papers spanning both research and practice. The three-volume set comprehensively covers the scope of ESPM as a discipline and reflects its historical development and spread from its roots in the United States. Volume One: Key Theoretical Issues and Concerns in ESPM Volume Two: Selection Methods and Predictors I Volume Three: Selection Methods and Predictors II Volume Four: Key Issues in Performance Management and the Future of Employee Selection

Volume 1: Key Theoretical Issues and Concerns in ESPM Editorial Introductory Chapter: Employee selection and performance management in overview. Part 1: Fundamentals of Employee Selection and Performance Measurement - Ute R. H lsheger, Neil Anderson, Liselore Havermans, and Jesus F. Salgado. Performance rating - Landy, F. J., and Farr, J. L. When your top choice turns you down: The effect of rejected offers on the utility of selection tests - Murphy, K. M. The people make the place - Schneider, B. Part 2: Selection Practices and Links to Human Resource Management The perceived fairness of selection systems: An organizational justice perspective - Gilliland, S. W. Fairness reactions to personnel selection techniques in France and the United States - Steiner, D. D., and Gilliland, S. W. An international look at selection practices: Nation and culture as explanations for variability in practice - Ryan, A. M., McFarland, L., Baron, H., and Page, R. Part 3: Meta-analysis and Validity Generalization Development of a general solution to the problem of validity generalization - Schmidt, F. L. and Hunter, J. E. Validity and utility of alternative predictors of job performance - Hunter, J. E., and Hunter, R. F. The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings - Schmidt, F. L., and Hunter, J. E. Part 4: Models of Job Performance and Competence Relations between measures of typical and maximum job performance - Sackett, P. R., Zedeck, S., and Fogli, L. Modeling the performance prediction problem in Industrial and Organizational Psychology - Campbell, J. P. Task performance and contextual performance: The meaning for personnel selection research - Bormann, W. C., and Motowidlo, S. J. Volume 2: Selection Methods and Performance Outcomes I Part 1: Recruitment and Pre-Screening Processes A study of job characteristics and job dimensions based on the Position Analysis Questionnaire (PAQ) - McCormick, E. J., Jeanneret, P. R., and Mecham, R. C. The importance of recruitment in job choice: A different way of looking - Rynes, S. L., Bretz, R. D., and Gerhart, B. Research on internet recruiting and testing: Current status and future directions - Lievens, F., and Harris, M. M. Part 2: Cognitive Ability and General Mental Ability Tests Predicting job performance: Not much more than g - Ree, M. J., Earles, J. A., and Teachout, M. S. Where and why g matters: Not a mystery - Gottfredson, L. S. International validity generalization of GMA and cognitive abilities: A European community meta-analysis - Salgado, J. F., Anderson, N. R., Moscoso, S., Bertua, C., and De Fruyt, F. Part 3: Personality Tests The Big Five personality dimensions and job performance: A meta-analysis - Barrick, M. R., and Mount, M. K. Role of social desirability in personality testing for personnel selection: The red herring - Ones, D. S., Viswesvaran, C., and Reiss, A. D. I/owes its advantage to personality - Hough, L. M. Using theory to evaluate personality and job-performance relations: A socioanalytic perspective - Hogan, J. and Holland, B. Part 4: Interviews Social and situational determinants of interview decisions: Implications for the employment interview - Schmitt, N. The employment interview: A summary and review of recent research - Arvey, R. D., and Campion, J. E. Do people do what they say? Further studies on the situational interview - Latham, G. P., and Saari, L. M. Volume 3: Selection Methods and Performance Outcomes II Part 1: Integrity Tests, Situational Judgment Tests, and Other Predictor Methods Comprehensive meta-analysis of integrity test validities: Findings and implications for personnel selection and theories of job performance - Ones, D. S., Viswesvaran, C., and Schmidt, F. L. New developments in the use of measures of honesty, integrity, conscientiousness, dependability, trustworthiness, and reliability for personnel selection - Sackett, P. R., and Wanek, J. E. Situational judgment tests - Chan, D. and Schmitt, N. Part 2: Assessment Centers Constructs and assessment center dimensions: Some troubling empirical findings - Sackett, P. R., and Dreher, G. F. Understanding the assessment centre process: Where are we now? - Lievens, F., and Klimoski, R. J. The construct-related validity of assessment center ratings: A review and meta-analysis of the role of methodological factors - Woehr, D. J. and Arthur, W., Jr. Part 3: Adverse Impact High-stakes testing in employment, credentialing, and higher education. Prospects in a post-affirmative-action world. - Sackett, P. R., Schmitt, N., Ellingson, J. E., and Kabin, M. B. Determinants, detection, and amelioration of adverse impact in personnel selection procedures: Issues, evidence and lessons learned - Hough, L. M., Oswald, F. L., and Ployhart, R. E. Part 4: Selection for Teamwork and Multi-level Selection The knowledge, skill, and ability requirements for teamwork: Implications for human resource management - Stevens, M. J., and Campion, M. A. Person-organization fit: An integrative review of its conceptualizations, measurements, and implications - Kristof, A. L. Selecting individuals in team settings: The importance of social skills, personality characteristics, and teamwork knowledge - Morgeson, F. P, Reider, M. H., and Campion, M. A. Part 5: Future Issues in Personnel Selection - New Technology, and Applicant Perspectives Who's selecting whom? Effects of selection practices on applicant attitudes and behavior - Rynes, S. L. Applicants' perceptions of selection procedures and decisions: A critical review and agenda for the future - Ryan, A. M. and Ployhart, R. E. Future perspectives on employee selection: Key directions for future research and practice - Anderson, N., Lievens, F., van Dam, K., and Ryan, A. M.

Neil Anderson is Professor of Human Resource Management and Director of Research of the HRM-OB research centre (WORC) at Brunel University. Having obtained his PhD in Industrial/Organizational Psychology from Aston University in 1989, Professor Anderson has previously held chairs at the University of London (Goldsmiths College) and the University of Amsterdam (The Netherlands). He has published in several areas spanning HRM and organizational psychology over a number of years, and is now one of the top-five most cited Industrial-Organizational psychologists in Europe. Professor Anderson is Fellow of the British Psychological Society, a Chartered Occupational Psychologist, and Fellow of both the American Psychological Association and Division 14 of the APA (the Society for Industrial-Organizational Psychology)