Employee selection has long stood at the practical forefront of industrial/organizational psychology. Today's social, business, and economic climates require ongoing adaptations by those who select organizations' personnel, and research on the topic helps gauge the impact of these adaptations and their implications for human performance and potential.
The Oxford Handbook of Personnel Assessment and Selection codifies the wealth of new research surrounding employee selection (web-based assessments, social networking, globalization of organizations), situating them alongside more traditional practices to establish the best and most relevant research for both professionals and academics.
Comprising chapters from authors in both the private sector and academia, this volume is organized into seven parts: (1) historical and social context of the field of assessment and selection; (2) research strategies; (3) individual difference constructs that underlie effective performance; (4) measures of predictor constructs; (5) employee performance and outcome assessment; (6) societal and organizational constraints on selection practice; and (7) implementation and sustainability of selection systems. While providing a comprehensive review of current research and practice, the purpose of this handbook is to provide an up-to-date profile of each of the areas addressed and highlight current questions that deserve additional attention from researchers and practitioners.
This compendium is essential reading for industrial/organizational psychologists and human resource managers.
Part One: Introduction and Overview ; 1. Conceptual Outline of the Handbook of Assessment and Selection ; Neal Schmitt ; Part Two: Historical and Social Context of Selection and the Nature of Individual Differences ; 2. A History of Personnel Selection and Assessment ; Andrew J. Vinchur and Laura L. Koppes Bryan ; 3. Individual Differences ; Kevin R. Murphy ; 4. The Social and Organizational Context of Personnel Selection ; Robert E. Ployhart and Benjamin Schneider ; 5. Employee Recruitment: Current Knowledge and Suggestions for Future Research ; James A. Breaugh ; Part Three: Research Strategies ; 6. The Concept of Validity and the Process of Validation ; Paul R. Sackett, Dan J. Putka, and Rodney A. McCloy ; 7. Job Analysis for KSAOs, Predictor Measures, and Performance Outcomes ; Michael T. Brannick, Adrienne Cadle, and Edward L. Levine ; 8. Organizational Strategy and Staffing ; John P. Hausknecht and Patrick M. Wright ; 9. Meta-Analysis as a Validity Summary Tool ; George C. Banks and Michael A. McDaniel ; Part Four: Individual Difference Construct ; 10. Cognitive Abilities ; Deniz S. Ones, Stephan Dilchert, and Chockalingam Viswesvaran ; 11. Nature and Use of Personality in Selection ; Murray R. Barrick and Michael K. Mount ; 12. Person-Environment Fit in the Selection Process ; Cheri Ostroff and Yujie Zhan ; 13. The Assessment of Physical Capabilities in the Workplace ; Todd A. Baker and Deborah L. Gebhardt ; 14. Using Composite Predictors in Personnel Selection ; Kate Hattrup ; Part Five: Measures of Predictor Construct ; 15. The Selection Interview from the Interviewer and Applicant Perspectives: Can't Have One without the Other ; Robert L. Dipboye, Therese Macan, and Comila Shahani-Denning ; 16. Background Data: Use of Experiential Knowledge in Personnel Selection ; Michael D. Mumford, Jamie D. Barrett, and Kimberly S. Hester ; 17. Simulations ; Filip Lievens and Britt De Soete ; 18. Individual Psychological Assessment ; S. Morton McPhail and P. Richard Jeanneret ; 19. Self-Reports For Employee Selection ; Paul E. Spector ; 20. Predictive Bias in Work and Educational Settings ; Nathan R. Kuncel and David M. Klieger ; 21. Web-Based Assessments ; John C. Scott and Daniel V. Lezotte ; Part Six: Performance and Outcomes Assessment ; 22. Supervisory Performance Ratings ; David J. Woehr and Sylvia Roch ; 23. The Use of Objective Measures as Criteria in I/O Psychology ; Walter C. Borman and Tiffany N. Smith ; 24. A Review of Citizenship and Counterproductive Behaviors in Organizational Decision-Making ; Brian J. Hoffman and Stephan Dilchert ; 25. Assessment of Voluntary Turnover in Organizations: Answering the Questions of Why, Who, and How Much ; Sang Eun Woo and Carl P. Maertz Jr. ; 26. Adaptive Performance and Trainability as Criteria in Selection Research ; Elaine D. Pulakos, Rose A. Mueller-Hanson, and Johnathan K. Nelson ; 27. Occupational Safety ; J. Craig Wallace, Jeffrey B. Paul, Ronald S. Landis, and Stephen J. Vodanovich ; Part Seven: Societal and Organizational Constraints on Selection ; 28. Applicant Reactions to Testing and Selection ; Stephen W. Gilliland and Dirk D. Steiner ; 29. Multilevel Selection and the Paradox of Sustained Competitive Advantage ; Robert E. Ployhart ; 30. Legal Constraints on Personnel Selection Decisions ; Arthur Gutman ; 31. Time in Personnel Selection ; Margaret E. Beier and Phillip L. Ackerman ; 32. Personnel Selection across the Globe ; Dirk D. Steiner ; 33. Employee Value: Combining Utility Analysis with Strategic Human Resource Management Research to Yield Strong Theory ; Michael C. Sturman ; 34. "Retooling" Evidence-Based Staffing: Extending the Validation Paradigm Using Management Mental Models ; John W. Boudreau ; 35. Workplace Diversity ; Ann Marie Ryan and Charlotte Powers ; 36. Team Selection ; Frederick P. Morgeson, Stephen E. Humphrey, and Matthew C. Reeder ; 37. Selection Out: How Firms Choose Workers to Lay Off ; Daniel C. Feldman and Thomas W.H. Ng ; 38. Contingent Workers: Who Are They and How Can We Select Them for Success? ; Talya N. Bauer, Donald M. Truxillo, Layla R. Mansfield, and Berrin Erdogan ; Part Eight: Implementation and Sustainability of Selection Systems ; 39. Implementation Issues in Employee Selection Testing ; Nancy T. Tippins ; 40. The Life Cycle of Successful Selection Programs ; Jerard Kehoe, Steven Brown, and Calvin Hoffman ; Part Nine: Conclusion and Future Directions ; 41. Theoretical and Practical Issues: Research Needs ; Neal Schmitt and Catherine Ott-Holland
