reading

Cover
Title Page
Notes on Editors
Notes on Contributors
Foreword
Series Preface
Railway Children
Section I: Recruitment
1. 1 The Psychology of Employee Recruitment, Selection and Retention
  1. Introduction
  2. Section 1: Recruitment
  3. Section 2: Selection
  4. Section 3: Retention
  5. Conclusion
  6. References
2. 2 The Contribution of Job Analysis to Recruitment
  1. Introduction
  2. The Job Analysis Process
  3. Whom to Target for Recruitment
  4. What to Convey in a Recruitment Message
  5. How to Design a Recruitment Website
  6. Future Research
  7. Conclusion
  8. References
3. 3 Global Recruiting
  1. Introduction
  2. Global Recruiting
  3. Internal Recruiting
  4. External Recruiting
  5. Sourcing Talent
  6. External Recruiting Strategies and Methods
  7. Globally Relocating Jobs
  8. Future Research
  9. Conclusion
  10. References
4. 4 Applicant Reactions to Hiring Procedures
  1. Introduction
  2. Theoretical Models
  3. Effects of Different Selection Procedure Characteristics on Reactions
  4. Effects of Applicant Reactions on Individual and Organizational Outcomes
  5. Future Research
  6. Conclusion
  7. References
5. 5 Applicant Attraction to Organizations and Job Choice
  1. Introduction
  2. Attraction‐Selection‐Attrition Theory
  3. The Measurement of Attraction
  4. The Selection Process
  5. The Public versus the Private Sector
  6. Individual Differences
  7. The Five‐Factor Model
  8. Future Research
  9. Conclusion
  10. References
6. 6 Ethics in Recruitment and Selection
  1. Introduction
  2. The Emergence of Ethics in Organizational Psychology
  3. Values as a Criterion for Recruitment and Selection
  4. Ethics in the Relationship with Applicants
  5. Ethics in Executive Search and Headhunting
  6. Ethics in Social Network Recruitment and Selection
  7. Future Research
  8. Conclusion
  9. References
Section II: Selection
1. 7 Using Ability Tests in Selection
  1. Introduction
  2. General Mental Ability and Specific Cognitive Abilities: Definition Issues
  3. The Psychometric Structure of GMA and Specific Cognitive Abilities
  4. Criterion Validity and Validity Generalization
  5. Validity of GMA for Predicting Non‐Task Performance and Other Organizational Criteria
  6. Validity and Incremental Validity of Specific Cognitive Abilities
  7. Ethnic Group Differences and Biased Prediction
  8. Applicant Reactions
  9. Future Research
  10. Conclusion
  11. References
2. 8 Using Personality Questionnaires for Selection
  1. Introduction
  2. Setting the Scene
  3. What is Personality?
  4. Trait, State or Type?
  5. What Does the Evidence Say about the Utility of Personality within Selection?
  6. Response Distortions
  7. How and When to Use Personality Assessments in Selection
  8. Future Research
  9. Conclusion
  10. References
3. 9 Using Interviewing in Selection
  1. Introduction
  2. Structured versus Unstructured Interview Questions
  3. Interview Formats
  4. Criteria for Evaluating Interview Responses
  5. Biases in the Interview Process
  6. Interviewer Training
  7. Future Research
  8. Conclusion
  9. References
4. 10 The Contribution of Others’ Methods in Recruitment and Selection
  1. Introduction
  2. Self‐Report Data
  3. Observation Data
  4. Biography
  5. Invalid Methods
  6. Biodata
  7. CVs and Résumés
  8. References and Letters of Recommendation
  9. Strengths and Weaknesses of Each Assessment Method
  10. Future Research
  11. Conclusion
  12. Acknowledgement
  13. References
5. 11 Situational Judgement Tests for Selection
  1. Introduction
  2. Contextualized SJTs
  3. Overview of Prior Research
  4. Contextualized SJTs: Implications and Trends
  5. General Domain Knowledge SJTs
  6. General Domain Knowledge SJTs: Implications and Trends
  7. Suggestions for Future Research and Recommendations for Practice
  8. Conclusion
  9. References
6. 12 The Role of Simulation Exercises in Selection
  1. Introduction
  2. Taxonomy of Simulation Types
  3. Fidelity
  4. Psychometric Characteristics
  5. Construct Measurement
  6. Applicant Reactions
  7. Cross‐cultural Application
  8. Recruitment and Branding
  9. Additional Considerations
  10. The Future of Simulations for Selection
  11. Future Research
  12. Conclusion
  13. References
7. 13 The Potential of Online Selection
  1. Introduction
  2. Background
  3. Globalization
  4. Security
  5. Validity
  6. Future Research
  7. Conclusion
  8. References
8. 14 Gamification, Serious Games and Personnel Selection
  1. Introduction
  2. Understanding Gamification and Serious Games
  3. Rationale for Using Gaming Techniques in Selection
  4. Development and Implementation of Serious Games for Selection Purposes
  5. Future Research
  6. Conclusion
  7. References
9. 15 Team Assessment and Selection
  1. Introduction
  2. The Nature of Teams
  3. KSAOs for Team Effectiveness
  4. Team Assessment
  5. Future Research
  6. Conclusion
  7. References
10. 16 Selection for Virtual Teams
  1. Introduction
  2. Definition
  3. Contextual Factors
  4. Job Analysis and KSAOs for Virtual Team Selection
  5. Future Research
  6. Conclusion
  7. References
11. 17 Assessment for Leader Development
  1. Introduction
  2. Why? The Purpose of the Assessment
  3. What? The Attributes to Assess
  4. How? Which Assessments to Use
  5. Future Research
  6. Conclusion
  7. References
12. 18 Talent Management in a Gender‐Diverse Workforce
  1. Introduction
  2. Historical Background
  3. Recruitment
  4. Selection
  5. Retention
  6. The Social Context of Recruitment, Selection and Retention, and Gender
  7. Future Research
  8. Conclusion
  9. References
13. 19 Race and Cultural Differences in Predictors Commonly Used in Employee Selection and Assessment
  1. Introduction
  2. What are the Observed Differences in Commonly Used Predictors?
  3. Observed Score Differences between Whites and African‐Americans
  4. Observed Score Differences between Whites and US Latinos/Hispanics
  5. Observed Score Differences between National Culture Groups
  6. What are the Explanations for The Observed Score Differences?
  7. Future Research
  8. Conclusion
  9. References
14. 20 Legal and Fairness Considerations in Employee Selection
  1. Introduction
  2. A Brief Historical Review of Employee Selection in the United States – Major Legislation and Case Law
  3. Professional Standards for Employment Testing
  4. Legacy of Civil Rights Legislation
  5. Legal Concepts Related to Discrimination
  6. Psychometric Properties
  7. An International Perspective on Employment Discrimination
  8. Current Legal Issues in Employee Selection
  9. Future Research
  10. Conclusion
  11. References
Section III: Retention
1. 21 Employee Turnover and Strategies for Retention
  1. Introduction
  2. A Review of Turnover
  3. Cross‐Cultural Turnover Research
  4. Evaluating Turnover Literature
  5. Integrating the Dynamic Models of Turnover
  6. Organizational Responses: Employee Retention
  7. Future Research
  8. Conclusion
  9. References
2. 22 Talent Management and Retention
  1. Introduction
  2. What is Talent Management?
  3. Retention Strategies
  4. The Impact of Management and Leadership Style
  5. The Impact of Financial Rewards
  6. The Impact of Benefits
  7. The Impact of On‐boarding
  8. The Impact of Learning and Development Opportunities
  9. The Impact of Organizational Culture and Organizational Identification
  10. The Future of Talent Management
  11. Future Research
  12. Conclusion
  13. References
3. 23 The Impact of Organizational Climate and Culture on Employee Turnover
  1. Introduction
  2. Organizational Culture and Climate
  3. Organizational Culture and Employee Turnover
  4. Organizational Climate and Employee Turnover
  5. Future Research
  6. Conclusion
  7. References
4. 24 The Impact of Work–Life Balance on Employee Retention
  1. Introduction
  2. Defining Work–Life Balance
  3. Empirical Association between Work–Life Conflict and Work–Life Enrichment and Retention‐related Outcomes
  4. Moderators of Work–Life Conflict–Work–Life Enrichment and Retention‐related Outcomes Relationships
  5. Organizational Work–Life Policies and Practices
  6. Future Research
  7. Conclusion
  8. References
Index
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List of Tables

Chapter 04
1. Table 4.1 Gilliland’s (1993) 10 selection procedural justice rules.
Chapter 05
1. Table 5.1 Descriptive statistics and Cronbach’s alphas for all assessment methods – accuracy.
2. Table 5.2 Descriptive statistics and Cronbach’s alphas for all assessment methods – fairness.
Chapter 06
1. Table 6.1 Publications on ethics in the relationship with applicants.
2. Table 6.2 Advantages of using SNs in the recruitment and selection process.
3. Table 6.3 Risks of using social networks in the recruitment and selection process.
Chapter 07
1. Table 7.1 Average validity of general cognitive ability for predicting job performance and training in different countries.
2. Table 7.2 Moderator effects of job complexity on validity size.
3. Table 7.3 Average validity of general cognitive ability for predicting job performance and training in Latin America, South Africa and South Pacific countries.
4. Table 7.4 Validity of GMA for predicting counterproductive work behaviour.
5. Table 7.5 Validity of GMA and GCA for predicting supervisor ratings of organizational citizenship behaviours.
6. Table 7.6 Validity of GMA for predicting less common organizational criteria.
7. Table 7.7 Average validity of specific cognitive abilities for predicting job performance and training in different countries.
8. Table 7.8 Validity of fluid ability, crystallized ability and general cognitive ability for predicting training and job performance.
9. Table 7.9 Ethnic differences (d values) between first‐ and second‐generation immigrants versus the majority group in The Netherlands.
10. Table 7.10 Comparison between immigrants and a majority group in Sweden.
11. Table 7.11 Applicant perceptions regarding favourability to cognitive ability tests in 18 countries.
Chapter 08
1. Table 8.1 Correlations between personality at three levels of aggregation and overall, task, and contextual job performance.
2. Table 8.2 Mean, lowest and highest predictive validities of partially ipsative measures of the Big Five.
3. Table 8.3 Correlations between job performance and personality as assessed by self‐ratings and other ratings.
Chapter 09
1. Table 9.1 he optimal usage of various interview formats.
Chapter 10
1. Table 10.1 Level of validity and subgroup mean difference for various predictors.
2. Table 10.2 Predictive accuracy.
3. Table 10.3 Popularity of assessment methods.
4. Table 10.4 Summary of 12 selection tests by six criteria.
5. Table 10.5 A summary of studies on the validity of selection procedures.
Chapter 13
1. Table 13.1 Examples of professional requirements, legal guidelines, and ethical standards related to testing.
Chapter 14
1. Table 14.1 Game elements.
2. Table 14.2 Serious game genres.
Chapter 15
1. Table 15.1 Individual‐ and team‐level KSAOs for team assessment and selection.
2. Table 15.2 Summary of recent meta‐analyses on team attributes and team performance.
Chapter 17
1. Table 17.1 Meta‐analytic findings on leadership research.
2. Table 17.2 Advantages and disadvantages of leadership assessment tools.
Chapter 22
1. Table 22.1 Priorities in talent attraction and retention.
Chapter 24
1. Table 24.1 Association between formal work–family support policies and turnover, turnover intentions, and organizational commitment.

List of Illustrations

Chapter 03
1. Figure 3.1 Factors influencing global recruitment effectiveness.
Chapter 05
1. Figure 5.1 RIASEC.
Chapter 07
1. Figure 7.1a Spearman’s model of cognitive abilities.
2. Figure 7.1b A g‐centric representation of Spearman’s model.
3. Figure 7.2 Thurstone’s model of primary abilities.
4. Figure 7.3 Holzinger’s bi‐factor model.
5. Figure 7.4 Cattell–Horn’s two‐factor theory of intelligence.
6. Figure 7.5 Vernon’s hierarchical model of cognitive abilities.
7. Figure 7.6 Berlin’s model of intelligence structure.
8. Figure 7.7 Carroll’s three‐strata model.
9. Figure 7.8 Johnson–Bouchard’s VPR model of intelligence.
10. Figure 7.9 The mutualism model.
11. Figure 7.10 The extended mutualism model.
Chapter 08
1. Figure 8.1 Overview of a typical selection paradigm.
Chapter 11
1. Figure 11.1 Example of a contextualized SJT item.
2. Figure 11.2 Example of general domain knowledge SJT item (related to agreeableness).
Chapter 14
1. Figure 14.1 Examples of 2D and 3D animation styles.
Chapter 17
1. Figure 17.1 Framework for how assessments can contribute to development.
2. Figure 17.2 Connections between leadership attributes.
Chapter 21
1. Figure 21.1 Themes and components of influential turnover models.
2. Figure 21.2 An integrated framework of the antecedents of turnover.
3. Figure 21.3 An integrated framework of the dynamic turnover process.
Chapter 22
1. Figure 22.1 Gallardo‐Gallardo’s framework for conceptualization of talent within the world of work.