Applied Psychology in Human Resource Management [antikvár]

PREFACE NEW TO THIS EDITION In preparing this seventh edition, we reviewed a total of 5,881 journal articles and extracted 826 from the following 21 journals: Academx of Management Journal, Academy of Management Review, Human Performance, International Journal of Selection and Assessment, Journal of Applied Psychology, Journal of Vocational Behavior, Organizational Behavior and Human Performance, Organizational Research Methods, Personnel Psychology, American Psychologist, Annual Review of Psychology, Human Relations, Human Resource Management, Journal of Management, Journal of Occupational and Organizational Psychology, Journal of Organizational Behavior, European Journal of Psychological Assessment, European Journal of Work and Organizational Psychology, Academy of Management Executive/AOM Perspectives, HRMagazine, Harvard Business Review, and IheAPA Handbook of I/O Psychology. After completing the revision, we deleted a total of 174 citations from the sixth edition and added 546 to the seventh, including many from the popular press. Reflecting these additions in content, the new edition is 6.8 percent longer than the last. Before we get to the new features in each chapter, however, there are two cross-chapter issues that we want you to know about. One, we incorporated a new feature into every chapter, namely "Evidence-Based Implications for Practice." Second, relative to previous editions, we reversed the order of Chapters 13 ("Decision Making for Selection") and 14 ("Managerial Selection"). We relabeled Chapter 14 as "Decision Making for Selection" and Chapter 12 as "Selection Methods: Part I." So the order is now: Chapter 12—"Selection Methods: Part I," Chapter 13—"Selection Methods: Part n," and Chapter 14—"Decision Making for Selection." Here is a chapter-by-chapter rundown of some new features. Chapter 1 • Considered the impact of outsourcing on product and service markets, as well as on the people who produce those products and services • Emphasized that high technology cannot substitute for skill in managing the people who use the high technology • Used Accenture's innovative approach in training a globally dispersed workforce to illustrate the need for comprehensive training policies that focus on organizational needs three to five years out Chapter 2 • Highlighted the difference in approach between the former Immigration and Naturalization Service (imposition of civil fines on employers who hired illegal aliens) and today's Immigration and Customs Enforcement (ICE, which rehes heavily on criminal prosecutions and the seizure of company assets) to gain compliance with the nation's immigration laws • Explained a key requirement of the ADA Amendments Act, effective January 1, 2009, to identify a qualified individual • Updated preventive actions employers can take to avoid sexual harassment charges, in light of recent court rulings and research • Offered practical guidance to employers about implementing "EngUsh-only" rules Chapter 3 • Three basic ideas provide the foundation of this chapter, and they have not changed: utility theory, which insists that costs and expected consequences of decisions always be taken into account; open-systems theory, which regards organizations as open systems in continual interaction with multiple, dynamic environments; and the employment process as a network of sequential, interdependent decisions Chapter 4 • Introduced the concept of in situ performance, that is, specification of the broad range of effects—situational, contextual, strategic, and environmental—that may affect individual, team, or organizational performance Chapter 5 • Provided examples of the implementation of performance management systems in actual organizations, such as Microsoft Corporation