Mark Cook

Personnel Selection (eBook, PDF)

Adding Value Through People - A Changing Picture

• Format: PDF

Produktbeschreibung

This is a fully updated edition of Personnel Selection, a seminal text on the psychometric approach to personnel selection by a noted expert in the field. * Focuses on cutting-edge topics including the influence of social networking sites, adverse impact, age differences and stereotypes, distribution of work performance, and the problems of selecting new employees using research based on incumbent employees * Questions established beliefs in the field, especially issues that have been characterized as "not a problem," such as differential validity, over-reliance on self-report, and "faking good" * Contains expanded discussion of research and practice in the US and internationally, while maintaining the definitive coverage of UK and European selection approaches * Provides comprehensive yet accessible information for professionals and students, as well as helpful pedagogical tools (technical and statistical boxes, simplified figures and tables, research agenda boxes, key point summaries, and key references)

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Produktdetails

• Verlag: John Wiley & Sons
• Erscheinungstermin: 19. Februar 2016
• Englisch
• ISBN-13: 9781118973578
• Artikelnr.: 44714628

Autorenporträt

MARK COOK is Honorary Lecturer in Psychology at Swansea University, UK, and founder of the Centre for Occupational Research, an occupational psychology consultancy based in Swansea and London, UK. He has more than 30 years' experience as an occupational psychologist and is widely recognized as an expert in selection. He teaches courses in occupational psychology and personnel selection; his other research interests include personality and personality assessment. He has published widely in the field and is the author of many books, including Levels of Personality (3rd edition, 2013) and Psychological Assessment in the Workplace: A Manager's Guide (Wiley, 2005).

Inhaltsangabe

Preface to the first edition

Preface to the sixth edition

1 Old and new selection methods
We've always does it this way"

2 Validity of selection methods
How do you know it works?

3 Job description, work analysis and competencies
If you don't know here you're going, you'll end up somewhere else

4 The interview
"I know one, when I see one"

5 References and ratings
The eye of the beholder

6 Tests of mental ability
"a ... man of paralysing stupidity"

7 Assessing personality by questionnaire
Do you worry about awful things that might happen?

8 Alternative ways of assessing personality
What year was the Bataan death march?

9 Biodata and weighted applications blanks
How old were you when you learned to swim?

10 Assessment centres
Does your face fit?

11 Emotional intelligence and other methods
Success in work 80% dependent on emotional intelligence

12 Criteria of work performance
"The successful employee ... does more work, does it better, with less supervision"

13 Minorities, fairness and the law
Getting the numbers right

14 The value of good employees
The best is twice as good as the worst

15 Conclusions
Calculating the cost of smugness

References

Index

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Preface to the sixth edition vii
Preface to the first edition ix
1 Old and new selection methods 1
We've always done it this way
2 Validity of selection methods 25
How do you know it works?
3 Job description, work analysis and competences 55
If you don't know where you're going, you'll end up somewhere else
4 The interview 71
'I know one when I see one'
5 References and ratings 94
The eye of the beholder
6 Tests of mental ability 110
'a ... man of paralysing stupidity'
7 Assessing personality by questionnaire 138
Do you worry about awful things that might happen?
8 Alternative ways of assessing personality 173
What year was the Bataan death march?
9 Biodata and weighted application blanks 192
How old were you when you learned to swim?
10 Assessment centres 207
Does your face fit?
11 Emotional intelligence and other methods 227
'Success in work is 80% dependent on emotional intelligence'
12 Criteria of work performance 246
'the successful employee... does more work, does it better, with less
supervision'
13 Minorities, fairness and the law 268
Getting the numbers right
14 The value of good employees 289
The best is twice as good as the worst
15 Conclusions 307
Calculating the cost of smugness
References 319
Index 348