APPLIED PSYCHOLOGY IN HUMAN RESOURCE MANAGEMENT 7TH EDITION PDF

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Applied Psychology in Human Resource Management The seventh edition reflects the state of the art in personnel psychology and dramatic. Downloads PDF Applied Psychology in Human Resource Management (7th Edition), PDF Downloads Applied Psychology in Human Resource. Wayne F. Applied psychology in human resource management/Way DOWNLOAD PDF .. Perhaps the most significant change in the currcnt edition is the addition of a new coauthor, Herman Aguinis. ) More recently, in a May ruling, the Seventh Circuit Court of Appeals issued the following decision in.


Applied Psychology In Human Resource Management 7th Edition Pdf

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Applied Psychology in Human Resource Management, 7th Edition. Wayne F Cascio. Herman Aguinis. © |Pearson | Available. Share this page. Applied. Interdisciplinary and research-based in approach,Applied Psychology in Human Resource Managementintegrates psychological theory with tools and methods. There is a newer edition of this item: Applied Psychology in Human Resource Management (7th Edition) $ (22) In Stock.

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Seller Inventory ABE Wayne F Cascio ; Herman Aguinis. Pearson , This specific ISBN edition is currently not available. View all copies of this ISBN edition: Synopsis About this title Psychological theories, complete with tools and methods, for dealing with human resource issues.

From the Back Cover: All rights reserved. Here is sample of what is new in the sixth edition: At a general level, we have interwoven four themes throughout the book: As in earlier editions, each chapter includes updated discussion questions to help students reflect on what they have read. Chapter 1 provides extensive treatment of the impact of globalization, technology, and demographic changes on markets, jobs, people, the structure of organizations, and the very nature of work itself.

We have updated Chapter 2, on legal issues in HRM, extensively, based on new developments in case law in the areas of age and national origin discrimination, disabilities, family and medical leave, leave for military service, testing, sexual harassment, "English only" rules, and preferential selection.

In all instances, we offer preventive actions and practical tips. Chapter 3 retains its emphasis on utility or decision theory as a way of thinking, along with a view of organizations as open systems. We then present a model of the employment process as a network of sequential, interdependent decisions that serves as a roadmap for the remainder of the book.

Chapter 4 has a more detailed discussion of criteria as multidimensional and dynamic, including the topics of typical versus maximum performance, counterproductive behaviors, and contextual-versus-task performance. There is a discussion of how various conceptualizations of criteria affect resulting validity coefficients. The emphasis in Chapter 5 has changed from the previous performance-appraisal to a broader performance-management approach.

There is also a new section on the assessment of team performance. Chapter 6 has a more detailed discussion of modern measurement theories, including generalizability and item response.

Also, there is a discussion of the various sources of error considered by each reliability estimate and the relative appropriateness of various measurement-error corrections.

In addition, there are new sections on the steps involved in the development of new measurement instruments. Chapter 7 includes new material regarding the effects of range restriction on the validity coefficient, as well as validity generalization and cross-validation, and the implications of recent findings in these areas for HR research and practice.

Also, there is a new section on how to gather validity evidence when local validation studies are not feasible, as well as various strategies available for content validation.

Chapter 8 provides a more in-depth treatment of differential prediction. We offer specific suggestions to improve the accuracy of the differential prediction test, and we link explicitly the discussion of differential validity and differential prediction to adverse impact. We offer suggestions on how to minimize adverse impact, including various forms of test-score banding, which we discuss from legal, technical, and societal points of view.

We also discuss the concept of fairness from both interpersonal and public policy points of view.

Applied Psychology in Human Resource Management, 7th Edition

Chapter 9 includes extensive discussion of changes in the organization of work and their implications for job analysis. We present eight choices that confront job analysts, plus new methods for establishing minimum qualifications, collecting work-related information including Internet-based methods , incorporating personality dimensions into job analysis, conducNng strategic or future-oriented job analysis, and using competency modeling.

Chapter 10 focuses on strategic workforce planning. There is considerable new material on business strategy, alternative approaches to strategic planning, and the relationship between strategic business and workforce plans. In addition to our traditional discussion of methods to forecast workforce supply and demand, we include new sections on management succession plans and CEO succession.

We discuss the revolutionary impact of the Web on the recruitment practices of employers and job seekers in Chapter We also discuss research-based findings on the effects on recruitment of organizational image, characteristics of recruiters, sources, and downsizing. New sections consider the impact of hiring-management systems and intelligent software that processes resumes, plus the process of job searching from the applicant's perspective.

Chapter 12 discusses the extent of response distortion in application blanks and biodata and how to minimize it; there is also more detail on differences between overt and personality-based honesty tests and an entirely new section on computer-based screening, including virtual reality screening. Chapter 13 emphasizes that the utility of a selection system includes more than the validity coefficient.

It discusses recent technical refinements in the computation of utility estimates and includes a new section on managers' perceptions of utility analysis and how such information affects their decisions regarding the implementation of new selection systems.

Finally, the chapter includes an entirely new section on multiattribute utility analysis as a means to incorporate stakeholder input in estimating the usefulness of a selection system.

Applied Psychology in Human Resource Management eBook, 7th Edition

Chapter 14 discusses the trade-offs involved in using general cognitive ability tests as a primary tool in selection. It also examines the impact of faking on validity and decision making. There is an entirely new section on situational-jud download New View Book. Other Popular Editions of the Same Title.

PHI Le Pearson Softcover. Search for all books with this author and title. Customers who bought this item also bought.

New Quantity Available: Seller Rating: New Soft cover Quantity Available: New Paperback Quantity Available: Bookstore99 Wilmington, DE, U. New Softcover Quantity Available: With small sample sizes, a difference of one or two people might swing the conclusion from one of adverse impact to one of no adverse impact, or vice versa.

As a result, most cases also include a determination of whether the challenged practice had a statistically significant impact on the plaintiff group.

If the difference between the majority and minority groups is likely to occur only 5 times out of as a result of chance alone. The second topic is recruitment. The third topic is cognitive ability tests in personnel selection. Cognitive ability tests was placed in Ch. The fourth topic is job analysis the book used work analysis instead of job analysis.

Begin by defining clearly the purpose for collecting such information. The fifth and final topic is performance appraisal and management. One of the highlights of Applied Psychology in Talent Management is its outstanding coverage of performance management. It is not a one-time event that takes place during the annual performance-review period. Rather, performance is assessed at regular intervals, and feedback is provided so that performance is improved on an ongoing basis. Performance appraisal is the systematic description of job-relevant strengths and weaknesses within and between employees or groups.

There is a lot of great information in this textbook, but you must spend time looking for and carefully study the information because it is very, very easy to miss. One chapter that I did not review, but appreciate is Ch.

SWP systems include several interrelated activities: Talent inventories to assess current resources skills, abilities, promotional potential, assignment histories, etc.

Combined, talent inventories and workforce forecasts help identify workforce needs that provide operational meaning and direction for action plans in many different areas including recruitment, selection, training, placement, transfer, promotion, development, and compensation. The first and biggest gripe is the verbose writing style. The authors took an inordinately long time to explain even basic concepts and somehow manages, in the end, to still confuse this reader.

Simple explanations or definitions sound as though a lawyer had written them.

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My second gripe, related to the first, about Applied Psychology in Talent Management is its tendency to delve too often and too deep into elaborate, scientific explanations for every single topic, which can cause readers to have trouble seeing the forest for the trees. The book often took readers so deep into tiny details of a topic that it failed to help readers see the bigger picture.

Cascio and Aguinis devoted half of Ch. Finally, another glaring omission is the lack of a glossary or at least definitions of terms on the side of the page. My two biggest criticisms of this book are: 1 that it is too verbose when simple, clear, and direct are more effective , and 2 that it often takes readers so deep into tiny, irrelevant details of a topic that it fails to help readers see the bigger picture.

If I need to conduct further research, I would then turn to more research-intensive, academically-written resources like the Applied Psychology in Talent Management 8th ed. Written By: Steve Nguyen, Ph.Wayne F Cascio Herman Aguinis. Please understand that this is not a reflection on the substance and quality of the book itself, but it is important to point out.

Finally, the chapter includes an entirely new section on multiattribute utility analysis as a means to incorporate stakeholder input in estimating the usefulness of a selection system. Performance appraisal is the systematic description of job-relevant strengths and weaknesses within and between employees or groups. Psychological theories, complete with tools and methods, for dealing with human resource issues.

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