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The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention

Section I Recruitment The Psychology of Employee Recruitment, Selection and Retention Section 1: Recruitment Section 2: Selection Section 3: Retention Conclusion References The Contribution of Job Analysis to Recruitment The Job Analysis Process Whom to Target for Recruitment What to Convey in a Recruitment Message How to Design a Recruitment Website Future Research Conclusion References Global Recruiting Global Recruiting Internal Recruiting Expatriates Alternative international assignments Inpatriates External Recruiting Self-initiated expatriates Host Country Nationals Skilled migrants Sourcing Talent Which competences and characteristics to recruit?External Recruiting Strategies and Methods Job advertisement wording Brand image Cross-national advertising Internet recruitment Globally Relocating Jobs Future Research Conclusion References Applicant Reactions to Hiring Procedures Theoretical Models Organizational justice theory Other theoretical approaches Effects of Different Selection Procedure Characteristics on Reactions Which selection procedures do applicants prefer?Antecedents of applicant reactions Effects of Applicant Reactions on Individual and Organizational Outcomes The effects on ‘soft’ versus ‘hard’ outcomes Organizational outcomes Individual outcomes Future Research Privacy concerns Social networking and applicant reactions Reactions of internal candidates for promotion Reactions in the digital age of selection Overcoming negative applicant reactions Conclusion References Applicant Attraction to Organizations and Job Choice Attraction-Selection-Attrition Theory The Measurement of Attraction What do applicants want?The Selection Process The Public versus the Private Sector Values at work Individual Differences Perceived control The work ethic Work passion Need for cognition Typical Intellectual Engagement scale Entrepreneurial spirit The Five-Factor Model Future Research Conclusion References Ethics in Recruitment and Selection The Emergence of Ethics in Organizational Psychology Values as a Criterion for Recruitment and Selection Ethics in the Relationship with Applicants Ethics in Executive Search and Headhunting Executive search and headhunting Executive search, headhunting and ethical values Ethics in Social Network Recruitment and Selection Social networks as a tool for recruitment and selection The ethical risks of using social networks as a tool in recruitment and selection Future Research Conclusion References Section II Selection Using Ability Tests in Selection General Mental Ability and Specific Cognitive Abilities: Definition Issues The prevalence of cognitive tests in personnel selection The Psychometric Structure of GMA and Specific Cognitive Abilities Criterion Validity and Validity Generalization Validity of GMA for predicting overall and task performance and training Primary validity studies in Africa, Latin America and the Indian-Pacific Ocean countries Validity of GMA for Predicting Non-Task Performance and Other Organizational Criteria Validity and Incremental Validity of Specific Cognitive Abilities Ethnic Group Differences and Biased Prediction Applicant Reactions Future Research Conclusion References Using Personality Questionnaires for Selection Setting the Scene What is Personality?Why should personality be relevant at work?Trait, State or Type?Identifying and organizing personality traits What Does the Evidence Say about the Utility of Personality within Selection?Predictive validity: Meta-analyses Personality is multidimensional Incremental predictive validity of personality measures Broad factors or narrow traits Job analysis and the selection of relevant traits Response Distortions Predictive validity: Conclusion How and When to Use Personality Assessments in Selection Choosing selection methods Administering selection methods - Initial Administering selection methods - Additional Using personality assessment data post-selection Future Research Conclusion References Using Interviewing in Selection Structured versus Unstructured Interview Questions Interview Formats Criteria for Evaluating Interview Responses Biases in the Interview Process Job candidate-prompted biases Interviewer-prompted biases Fairness and structure of the interview Interviewer Training Future Research Conclusion References The Contribution of Others’ Methods in Recruitment and Selection Self-Report Data Observation Data Biography Invalid Methods Biodata Scoring of biodata Verifiability of biodata and faking Validity of biodata Structure of biodata In summary CVs and Resumes References and Letters of Recommendation Structured versus unstructured references Reliability of references Validity of references Ways to improve the validity of references Popularity of references: An evolutionary perspective In summary Strengths and Weaknesses of Each Assessment Method Future Research Conclusion References Situational Judgement Tests for Selection Contextualized SJTs The underlying rationale and theory Developmental stages Overview of Prior Research Reliability Criterion-related and incremental validity Contextualized SJTs: Implications and Trends General Domain Knowledge SJTs Underlying rationale and theory Developmental stages Overview of prior research General Domain Knowledge SJTs: Implications and Trends Suggestions for Future Research and Recommendations for Practice Conclusion References The Role of Simulation Exercises in Selection Taxonomy of Simulation Types Fidelity Psychological and physical fidelity Stimuli and response fidelity Impact of fidelity on validity Psychometric Characteristics Validity Subgroup mean differences, adverse impact and legal defensibility Construct Measurement Applicant Reactions Justice and reactions Impact of fidelity and multimedia Cross-cultural Application Recruitment and Branding Realistic job previews Attraction and job acceptance Branding Additional Considerations Maximum versus typical performance and validity degradation Applicant experience and prior knowledge Cost Bandwidth Specificity and generalizability Use of technology The Future of Simulations for Selection Future Research Conclusion References The Potential of Online Selection Background Globalization Security Validity Unproctored testing Global testing Testing with different devices Validity across cultures Validity of non-traditional selection procedures Future Research Conclusion References Gamification, Serious Games and Personnel Selection Current uses of serious games Rationale for Using Gaming Techniques in Selection Development and Implementation of Serious Games for Selection Purposes Objectives Design Utilization Future Research Conclusion References Team Assessment and Selection The Nature of Teams Team type Team tasks and team task analysis Team contextual factors KSAOs for Team Effectiveness Individual-level KSAOs Team-level KSAOs Team Assessment Future Research Expanding the understanding of teams TTA Team composition Diversity Team assessment Conclusion References Selection for Virtual Teams Definition Contextual Factors The degree of team virtuality Geographic, temporal and cultural boundaries The team’s life span The nature of tasks and leadership Criteria for virtual teams Job Analysis and KSAOs for Virtual Team Selection KSAOs in traditional teams KSAOs in virtual teams Assessment of KSAOs for virtual team selection and staffing Future Research Conclusion References Assessment for Leader Development Why? The Purpose of the Assessment How assessments contribute to development What? The Attributes to Assess Determining leader role requirements A brief overview of perspectives on leadership and leadership development Integrating perspectives and attributes How? Which Assessments to Use Assessment types Other considerations Future Research Conclusion References Talent Management in a Gender-Diverse Workforce Historical Background Recruitment Theories/framework Selection Subjective selection methods Justice/diversity programmes Gender discrimination and the bottom line Retention Gendered organizations and organizational culture Conflict resolution, rewards and the gender composition of the workplace Leadership Performance expectations, evaluations and pay expectations Work and non-work The Social Context of Recruitment, Selection and Retention, and Gender Future Research Conclusion References Race and Cultural Differences in Predictors Commonly Used in Employee Selection and Assessment What are the Observed Differences in Commonly Used Predictors?Observed Score Differences between Whites and African-Americans Cognitive ability Personality Job knowledge Methods Interviews Biodata Assessment centres Simulations Situational judgement tests Observed Score Differences between Whites and US Latinos/Hispanics Cognitive ability Personality Methods Interviews Biodata Assessment centres Simulations Situational judgement tests Observed Score Differences between National Culture Groups Cognitive ability Personality Impact of cultural content What are the Explanations for The Observed Score Differences?Explanations based on genetics Social and cultural factors The nature of the measurement of the predictor Future Research Research on score differences for Latinos/Hispanics Research on score differences related to national culture and measurement Conclusion References Legal and Fairness Considerations in Employee Selection A Brief Historical Review of Employee Selection in the United States - Major Legislation and Case Law The Civil Rights Act 1964 Age Discrimination in Employment Act 1967 The Equal Employment Opportunity Act 1972 The Rehabilitation Act 1973 Civil Rights Reform Act 1978 The Civil Rights Act 1991 Professional Standards for Employment Testing Standards for Educational and Psychological Testing Principles for the Validation and Use of Personnel Selection Procedures Legacy of Civil Rights Legislation Legal Concepts Related to Discrimination Disparate treatment Adverse (disparate) impact Psychometric Properties Reliability Appropriateness of inferences: Test validity Generalizing validity evidence Post-validation considerations An International Perspective on Employment Discrimination Adverse impact in the US and EU Current Legal Issues in Employee Selection Equal employment opportunities and lesbian, gay, bisexual and transgender rights ‘Ban the box’ initiatives Educating those outside the I-O field Future Research Conclusion References Section III Retention Employee Turnover and Strategies for Retention A Review of Turnover Turnover as a rational decision Expanded turnover models Turnover as an unfolding process Staying Turnover and control Cross-Cultural Turnover Research Understanding turnover in non-US countries Retaining international employees Evaluating Turnover Literature Integrating the Dynamic Models of Turnover Factor 1: Fit - The foundation of retention Factor 2: Triggering events - Fast and slow pathways to turnover Factor 3: Change in affect and attitudes Factor 4: Withdrawal states - Changing perceptions and behaviours Factor 5: The decision to stay or leave A summary of the dynamic models of turnover Organizational Responses: Employee Retention Create a positive work climate Promote fit Encourage leaders to behave in supportive ways Help employees manage shocks Future Research Life-stage Individual decision modelling Stayers Newcomers Boomerang employees Turnover destinations Multinational samples Conclusion References Talent Management and Retention What is Talent Management?Retention Strategies Employer branding Organizational attractiveness Talent engagement The Impact of Management and Leadership Style The Impact of Financial Rewards The Impact of Benefits The Impact of On-boarding Define and explain the formal and informal organization Specify the role and responsibilities Performance management Accentuate professional and career development Foster socialization The Impact of Learning and Development Opportunities The Impact of Organizational Culture and Organizational Identification Leader-member exchanges Organization-person fit The Future of Talent Management Talent analytics Workforce planning Future Research Conclusion References The Impact of Organizational Climate and Culture on Employee Turnover Organizational Culture and Climate Organizational Culture and Employee Turnover The effects of culture on employee turnover Cultural fit and employee turnover Turnover culture Organizational Climate and Employee Turnover Molar climate and employee turnover Focused climate and employee turnover Future Research The integration of organizational culture and climate The role of organizational culture and climate strength Alternative models of the interrelationships among culture, climate and turnover Conclusion References The Impact of Work-Life Balance on Employee Retention Defining Work-Life Balance Empirical Association between Work-Life Conflict and Work-Life Enrichment and Retention-related Outcomes Moderators of Work-Life Conflict-Work-Life Enrichment and Retention-related Outcomes Relationships Organizational Work-Life Policies and Practices Formal work-life support policies and work-life outcomes Formal work-life support policies and retention-related outcomes Contextual factors in formal policy and retention relationships Informal work-life support policies and work-life outcomes Informal work-life support policies and retention-related outcomes Future Research Conclusion References

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