Personnel Psychology and Human Resources Management : A Reader for Students and Practitioners.

COVER -- TITLE PAGE -- COPYRIGHT -- CONTENTS -- ABOUT THE SERIES -- ABOUT THE EDITORS -- CONTRIBUTORS -- INTRODUCTION -- Part I: PERSONNEL PSYCHOLOGY -- Chapter 1: PERSONNEL SELECTION METHODS -- INTRODUCTION -- PERFORMANCE AND JOB ANALYSIS ISSUES -- Job Performance -- Job Analysis -- COGNITIVE ABILITY -- PHYSICAL AND PSYCHOMOTOR ABILITIES -- JOB KNOWLEDGE TESTS -- PERSONALITY -- INTERVIEW -- BIODATA -- ASSESSMENT CENTER -- REFERENCES -- OTHER PREDICTORS -- APPLICANT REACTIONS AND ATTITUDES -- UTILITY ANALYSIS -- METHODOLOGICAL ADVANCES -- CONCLUSIONS -- ACKNOWLEDGMENT -- REFERENCES -- Chapter 2: INTERNATIONAL USES OF SELECTION METHODS -- INTRODUCTION -- RESEARCHING INTERNATIONAL DIFFERENCES IN SELECTION METHOD USE -- INTERNATIONAL DIFFERENCES IN SELECTION METHOD USE -- EXPLAINING NATIONAL DIFFERENCES IN SELECTION METHOD USE -- SOCIETAL EFFECTS -- Institutional Networks -- IMPLICATIONS OF NATIONAL DIFFERENCES IN SELECTION METHOD USE -- Regulatory Environment -- Economic Factors -- National Culture -- IMPLICATIONS OF NATIONAL DIFFERENCES IN SELECTION METHOD USE -- THE GLOBAL INTEGRATION OF HR PROCESSES: CONTRADICTIONS IN CURRENT THINKING -- CONCLUSIONS -- REFERENCES -- Chapter 3: UNDERSTANDING THE ASSESSMENT CENTRE PROCESS: WHERE ARE WE NOW? -- INTRODUCTION -- ROLES -- Assessor Characteristics -- Assessee Characteristics -- Role-player -- VEHICLE -- Dimensions -- Simulation Exercises -- Observation and Rating Instrument -- Integration Procedure -- CONTEXT -- RATING PROCESS -- Rational Model -- Limited Capacity Model -- Expert Model -- RESULTS -- Distinct Dimensional Assessment as Basis for Developmental Feedback -- Internal validation strategy -- External validation strategy -- Reactions and Acceptance of Developmental Feedback -- Developmental Actions as a Result of the Feedback -- CONCLUSIONS AND DISCUSSION -- What Have We learned?.

Assessment center design issues -- Social judgement design issues -- What Do We Need to Know? -- Social judgement accuracy -- The role of expectancies -- The role of cognitive structures -- Controlled vs. automatic processes -- Motivated cognition -- Social interaction as accountability -- EPILOGUE -- ACKNOWLEDGEMENTS -- REFERENCES -- Chapter 4: MULTI-SOURCE FEEDBACK SYSTEMS: A RESEARCH PERSPECTIVE -- INTRODUCTION -- PSYCHOMETRIC PROPERTIES OF RATINGS MADE BY DIFFERENT RATER GROUPS -- Self-ratings -- Reliability -- Convergent validity -- Predictive validity -- Bias -- Subordinate Ratings -- Reliability -- Peer Ratings -- Reliability -- Convergent validity -- Predictive validity -- Bias -- Internal and External Customers -- SYSTEM METHODOLOGY AND ORGANISATIONAL FACTORS AND THEIR INFLUENCE ON MSMR FEEDBACK -- System Methodology -- Purpose -- Confidentiality/anonymity -- Choice of raters -- Frequency timeliness of feedback -- Averaging of responses and the nature of the feedback provided -- Organisational Factors -- ATTITUDES TO, AND OUTCOMES OF, MULTI-RATER FEEDBACK -- Attitudes to Feedback -- Changes in Ratings as a Result of Feedback -- Other Outcome Measures -- SELF-ASSESSMENT AND SELF-AWARENESS -- Correlates of Self-awareness -- Some Further Points on Self-assesstnent and Self-awareness -- THEORETICAL MODELS -- CONCLUSIONS: SOME IMPLICATIONS FOR RESEARCH AND PRACTICE -- MSMR Feedback-Impact and Outcome -- MSMR for Appraisal, or for Development? -- Diversity and MSMR Feedback -- The Future of Multi-source, Multi-level Feedback Systems -- REFERENCES -- Chapter 5: GENERAL COGNITIVE ABILITY AND OCCUPATIONAL PERFORMANCE -- GENERAL COGNITIVE ABILITY -- STRUCTURE OF ABILITIES -- Early Conceptualizations -- Hierarchical Models -- Fairness and Similarity: Near Identity of Cognitive Structure -- CORRELATES OF g -- Psychological Correlates.

Physiological Correlates -- Brain structure -- Speed of neural processing -- Brain glucose metabolism rate -- Physical variables -- Neural transmitters -- SPECIFIC ABILITY, KNOWLEDGE, AND NONCOGNITIVE TRAITS -- OCCUPATIONAL PERFORMANCE -- Training Measures -- Predictiveness of g -- Incrementing the predictiveness of g -- Meta-analyses -- Dimensions of On-the-Job Performance -- Nexus of OgB and Occupational Performance -- Predicriveness of g -- Incrementing the predictiveness of g -- Meta-analyses -- Path models -- Answering Critiques -- REFERENCES -- Part II: HUMAN RESOURCE MANAGEMENT -- Chapter 6: LEARNING STRATEGIES AND OCCUPATIONAL TRAINING -- THE NATURE OF LEARNING STRATEGIES -- Learning Strategies and Styles -- Learning Strategies, Abilities and Study Skills -- THE MEASUREMENT OF LEARNING STRATEGIES -- The Inventory of Learning Processes (ILP) -- The Approaches to Studying Inventory (ASI) -- The Learning and Study Strategies Inventory (LASSI) -- The Motivated Strategies for Learning Questionnaire (MSLQ) -- The Inventory of Learning Styles in Higher Education (ILS) -- Other Inventories of Learning Strategies -- A TAXONOMY OF LEARNING STRATEGIES FOR OCCUPATIONAL TRAINING -- LEARNING STRATEGIES AND LEARNING SUCCESS: CROSS-SECTIONAL STUDIES -- Cognitive Strategies and Success -- Behavioural Strategies and Success -- Self-regulatory Strategies and Success -- Learning Strategies, Ability and Motivation -- LEARNING STRATEGIES AND LEARNING SUCCESS: TRAINING INTERVENTIONS -- Training in Cognitive Strategies -- Rehearsal strategies -- Organization strategies -- Elaboration strategies -- Training in Behavioural Strategies -- Training in Self-regulation Strategies -- Emotion control and motivation control -- Comprehension monitoring -- Training in Learning Strategies: Overview -- LEARNING STRATEGIES AND INDUSTRIAL-ORGANIZATIONAL PSYCHOLOGY -- REFERENCES.

Chapter 7: CONTEMPORARY RESEARCH ON ABSENCE FROM WORK: CORRELATES, CAUSES AND CONSEQUENCES -- PROCESS AND DECISION MODELS -- Process Models -- Decision Models -- THE WITHDRAWAL MODEL -- Job Statisfaction -- Organizational Commitment -- Absence and Other 'Withdrawal' Behaviors -- DEMOGRAPHIC MODELS -- Age and Tenure -- Gender -- THE MEDICAL MODEL -- Smoking and Drinking -- Psychological Disorder -- Pain -- THE STRESS MODEL -- SOCIAL AND CULTURAL MODELS -- Between-Unit Differences -- Norms and Other Social Mechanisms -- Cross-Level and Multi-Level Effects -- THE CONFLICT MODEL -- THE DEVIANCE MODEL -- THE ECONOMIC MODEL -- THE CONSEQUENCES OF ABSENCE -- CONCLUSION -- AUTHOR NOTE -- REFERENCES -- Chapter 8: ORGANIZATIONAL COMMITMENT -- META-ANALYSES -- Antecedents of Commitment -- Consequences of Commitment -- Correlates of Commitment -- Summary and Implications -- CONCEPTUALIZATION AND MEASUREMENT OF ORGANIZATIONAL COMMITMENT -- The Nature of the Commitment -- The Focus of Commitment -- An Integration of the Multidimensional Approaches -- DEVELOPMENT OF COMMITMENT -- Causal Models -- Causal ordering of antecedents -- Job satisfaction and commitment -- The Development Process -- Person-job fit -- Met-expectations -- Causal attribution -- Organizational justice and support -- Retrospective rationalization -- Organizational Policies and Practices -- Recruitment and selection -- Socialization and training -- Promotion -- Compensation and benefits -- Change management -- Summary -- CONSEQUENCES -- Turnover Intention and Turnover -- Turnover and components of commitment -- Moderator effects -- Comparative tests of effects -- Commitment and turnover intention: the issue of construct redundancy -- Absenteeism and Tardiness -- In-role Job Performance -- Extra-role Performance and Organizational Citizenship -- Employee Health and Well-being -- Summary.

CONCLUSIONS -- ACKNOWLEDGEMENTS -- REFERENCES -- Chapter 9: 25 YEARS OF VOLUNTARY TURNOVER RESEARCH: A REVIEW AND CRITIQUE -- Defining Voluntary Turnover -- EARLY STUDIES -- Organizational Consequences -- Avoidability and Organizational Control -- Defining avoidability -- Methods of control -- Conclusion -- Model Content -- Withdrawal intentions and cognitions -- Current affect and perceived alternatives -- Future expected utility of turnover -- Nonnative pressure -- Moral attachment -- Psychological contract -- Constituent attachments -- Conclusion -- Process Models -- Intermediate linkage models -- Alternatives, affect, and turnover -- Adaptation-withdrawal construct -- Other developments -- Conclusion -- RECENT STUDIES -- Moderators, Macro Factors, and Methodological Issues -- Time lag and base rate -- Unemployment -- Organizational culture -- National culture -- Survival analysis -- Lee and Mitchell's (1994) Unfolding Model -- Job Search and Voluntary Turnover -- CONCLUSIONS AND FUTURE RESEARCH -- REFERENCES -- Chapter 10: PSYCHOLOGICAL CONTRACTS: EMPLOYEE RELATIONS FOR THE TWENTY-FIRST CENTURY? -- CHANGING NATURE OF EMPLOYMENT AND EMPLOYEE RELATIONS -- New Ways of Working -- The New Deal -- Diversity and the Mutlicultural Working World -- THE ORGANIZATION AS A 'COOPERATIVE SYSTEM' OF EXCHANGE -- THE CONTENT AND CHARACTER OF THE PSYCHOLOGICAL CONTRACT -- The Psychological Contract as a Cognitive-perceptual Entity -- The Psychological Contract as an Implicit, Relationship-based Agreement -- The Psychological Contract as Perceived 'Obligations of Reciprocity' -- 'Individuals Hold Psychological Contracts, Organizations Do Not' -- The Psychological Contract as a Driver of Behaviour -- The Process of Contract-making or Psychological Contracting -- Types of Psychological Contract.

Are Relational and Transactional Contracts Independently or Inversely Related?.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.