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

Section I RecruitmentThe Psychology of Employee Recruitment, Selection and RetentionSection 1: RecruitmentSection 2: SelectionSection 3: RetentionConclusionReferencesThe Contribution of Job Analysis to RecruitmentThe Job Analysis ProcessWhom to Target for RecruitmentWhat to Convey in a Recruitment MessageHow to Design a Recruitment WebsiteFuture ResearchConclusionReferencesGlobal RecruitingGlobal RecruitingInternal RecruitingExpatriatesAlternative international assignmentsInpatriatesExternal RecruitingSelf-initiated expatriatesHost Country NationalsSkilled migrantsSourcing TalentWhich competences and characteristics to recruit?External Recruiting Strategies and MethodsJob advertisement wordingBrand imageCross-national advertisingInternet recruitmentGlobally Relocating JobsFuture ResearchConclusionReferencesApplicant Reactions to Hiring ProceduresTheoretical ModelsOrganizational justice theoryOther theoretical approachesEffects of Different Selection Procedure Characteristics on ReactionsWhich selection procedures do applicants prefer?Antecedents of applicant reactionsEffects of Applicant Reactions on Individual and Organizational OutcomesThe effects on ‘soft’ versus ‘hard’ outcomesOrganizational outcomesIndividual outcomesFuture ResearchPrivacy concernsSocial networking and applicant reactionsReactions of internal candidates for promotionReactions in the digital age of selectionOvercoming negative applicant reactionsConclusionReferencesApplicant Attraction to Organizations and Job ChoiceAttraction-Selection-Attrition TheoryThe Measurement of AttractionWhat do applicants want?The Selection ProcessThe Public versus the Private SectorValues at workIndividual DifferencesPerceived controlThe work ethicWork passionNeed for cognitionTypical Intellectual Engagement scaleEntrepreneurial spiritThe Five-Factor ModelFuture ResearchConclusionReferencesEthics in Recruitment and SelectionThe Emergence of Ethics in Organizational PsychologyValues as a Criterion for Recruitment and SelectionEthics in the Relationship with ApplicantsEthics in Executive Search and HeadhuntingExecutive search and headhuntingExecutive search, headhunting and ethical valuesEthics in Social Network Recruitment and SelectionSocial networks as a tool for recruitment and selectionThe ethical risks of using social networks as a tool in recruitment and selectionFuture ResearchConclusionReferencesSection II SelectionUsing Ability Tests in SelectionGeneral Mental Ability and Specific Cognitive Abilities: Definition IssuesThe prevalence of cognitive tests in personnel selectionThe Psychometric Structure of GMA and Specific Cognitive AbilitiesCriterion Validity and Validity GeneralizationValidity of GMA for predicting overall and task performance and trainingPrimary validity studies in Africa, Latin America and the Indian-Pacific Ocean countriesValidity of GMA for Predicting Non-Task Performance and Other Organizational CriteriaValidity and Incremental Validity of Specific Cognitive AbilitiesEthnic Group Differences and Biased PredictionApplicant ReactionsFuture ResearchConclusionReferencesUsing Personality Questionnaires for SelectionSetting the SceneWhat is Personality?Why should personality be relevant at work?Trait, State or Type?Identifying and organizing personality traitsWhat Does the Evidence Say about the Utility of Personality within Selection?Predictive validity: Meta-analysesPersonality is multidimensionalIncremental predictive validity of personality measuresBroad factors or narrow traitsJob analysis and the selection of relevant traitsResponse DistortionsPredictive validity: ConclusionHow and When to Use Personality Assessments in SelectionChoosing selection methodsAdministering selection methods - InitialAdministering selection methods - AdditionalUsing personality assessment data post-selectionFuture ResearchConclusionReferencesUsing Interviewing in SelectionStructured versus Unstructured Interview QuestionsInterview FormatsCriteria for Evaluating Interview ResponsesBiases in the Interview ProcessJob candidate-prompted biasesInterviewer-prompted biasesFairness and structure of the interviewInterviewer TrainingFuture ResearchConclusionReferencesThe Contribution of Others’ Methods in Recruitment and SelectionSelf-Report DataObservation DataBiographyInvalid MethodsBiodataScoring of biodataVerifiability of biodata and fakingValidity of biodataStructure of biodataIn summaryCVs and ResumesReferences and Letters of RecommendationStructured versus unstructured referencesReliability of referencesValidity of referencesWays to improve the validity of referencesPopularity of references: An evolutionary perspectiveIn summaryStrengths and Weaknesses of Each Assessment MethodFuture ResearchConclusionReferencesSituational Judgement Tests for SelectionContextualized SJTsThe underlying rationale and theoryDevelopmental stagesOverview of Prior ResearchReliabilityCriterion-related and incremental validityContextualized SJTs: Implications and TrendsGeneral Domain Knowledge SJTsUnderlying rationale and theoryDevelopmental stagesOverview of prior researchGeneral Domain Knowledge SJTs: Implications and TrendsSuggestions for Future Research and Recommendations for PracticeConclusionReferencesThe Role of Simulation Exercises in SelectionTaxonomy of Simulation TypesFidelityPsychological and physical fidelityStimuli and response fidelityImpact of fidelity on validityPsychometric CharacteristicsValiditySubgroup mean differences, adverse impact and legal defensibilityConstruct MeasurementApplicant ReactionsJustice and reactionsImpact of fidelity and multimediaCross-cultural ApplicationRecruitment and BrandingRealistic job previewsAttraction and job acceptanceBrandingAdditional ConsiderationsMaximum versus typical performance and validity degradationApplicant experience and prior knowledgeCostBandwidthSpecificity and generalizabilityUse of technologyThe Future of Simulations for SelectionFuture ResearchConclusionReferencesThe Potential of Online SelectionBackgroundGlobalizationSecurityValidityUnproctored testingGlobal testingTesting with different devicesValidity across culturesValidity of non-traditional selection proceduresFuture ResearchConclusionReferencesGamification, Serious Games and Personnel SelectionCurrent uses of serious gamesRationale for Using Gaming Techniques in SelectionDevelopment and Implementation of Serious Games for Selection PurposesObjectivesDesignUtilizationFuture ResearchConclusionReferencesTeam Assessment and SelectionThe Nature of TeamsTeam typeTeam tasks and team task analysisTeam contextual factorsKSAOs for Team EffectivenessIndividual-level KSAOsTeam-level KSAOsTeam AssessmentFuture ResearchExpanding the understanding of teamsTTATeam compositionDiversityTeam assessmentConclusionReferencesSelection for Virtual TeamsDefinitionContextual FactorsThe degree of team virtualityGeographic, temporal and cultural boundariesThe team’s life spanThe nature of tasks and leadershipCriteria for virtual teamsJob Analysis and KSAOs for Virtual Team SelectionKSAOs in traditional teamsKSAOs in virtual teamsAssessment of KSAOs for virtual team selection and staffingFuture ResearchConclusionReferencesAssessment for Leader DevelopmentWhy? The Purpose of the AssessmentHow assessments contribute to developmentWhat? The Attributes to AssessDetermining leader role requirementsA brief overview of perspectives on leadership and leadership developmentIntegrating perspectives and attributesHow? Which Assessments to UseAssessment typesOther considerationsFuture ResearchConclusionReferencesTalent Management in a Gender-Diverse WorkforceHistorical BackgroundRecruitmentTheories/frameworkSelectionSubjective selection methodsJustice/diversity programmesGender discrimination and the bottom lineRetentionGendered organizations and organizational cultureConflict resolution, rewards and the gender composition of the workplaceLeadershipPerformance expectations, evaluations and pay expectationsWork and non-workThe Social Context of Recruitment, Selection and Retention, and GenderFuture ResearchConclusionReferencesRace and Cultural Differences in Predictors Commonly Used in Employee Selection and AssessmentWhat are the Observed Differences in Commonly Used Predictors?Observed Score Differences between Whites and African-AmericansCognitive abilityPersonalityJob knowledgeMethodsInterviewsBiodataAssessment centresSimulationsSituational judgement testsObserved Score Differences between Whites and US Latinos/HispanicsCognitive abilityPersonalityMethodsInterviewsBiodataAssessment centresSimulationsSituational judgement testsObserved Score Differences between National Culture GroupsCognitive abilityPersonalityImpact of cultural contentWhat are the Explanations for The Observed Score Differences?Explanations based on geneticsSocial and cultural factorsThe nature of the measurement of the predictorFuture ResearchResearch on score differences for Latinos/HispanicsResearch on score differences related to national culture and measurementConclusionReferencesLegal and Fairness Considerations in Employee SelectionA Brief Historical Review of Employee Selection in the United States - Major Legislation and Case LawThe Civil Rights Act 1964Age Discrimination in Employment Act 1967The Equal Employment Opportunity Act 1972The Rehabilitation Act 1973Civil Rights Reform Act 1978The Civil Rights Act 1991Professional Standards for Employment TestingStandards for Educational and Psychological TestingPrinciples for the Validation and Use of Personnel Selection ProceduresLegacy of Civil Rights LegislationLegal Concepts Related to DiscriminationDisparate treatmentAdverse (disparate) impactPsychometric PropertiesReliabilityAppropriateness of inferences: Test validityGeneralizing validity evidencePost-validation considerationsAn International Perspective on Employment DiscriminationAdverse impact in the US and EUCurrent Legal Issues in Employee SelectionEqual employment opportunities and lesbian, gay, bisexual and transgender rights‘Ban the box’ initiativesEducating those outside the I-O fieldFuture ResearchConclusionReferencesSection III RetentionEmployee Turnover and Strategies for RetentionA Review of TurnoverTurnover as a rational decisionExpanded turnover modelsTurnover as an unfolding processStayingTurnover and controlCross-Cultural Turnover ResearchUnderstanding turnover in non-US countriesRetaining international employeesEvaluating Turnover LiteratureIntegrating the Dynamic Models of TurnoverFactor 1: Fit - The foundation of retentionFactor 2: Triggering events - Fast and slow pathways to turnoverFactor 3: Change in affect and attitudesFactor 4: Withdrawal states - Changing perceptions and behavioursFactor 5: The decision to stay or leaveA summary of the dynamic models of turnoverOrganizational Responses: Employee RetentionCreate a positive work climatePromote fitEncourage leaders to behave in supportive waysHelp employees manage shocksFuture ResearchLife-stageIndividual decision modellingStayersNewcomersBoomerang employeesTurnover destinationsMultinational samplesConclusionReferencesTalent Management and RetentionWhat is Talent Management?Retention StrategiesEmployer brandingOrganizational attractivenessTalent engagementThe Impact of Management and Leadership StyleThe Impact of Financial RewardsThe Impact of BenefitsThe Impact of On-boardingDefine and explain the formal and informal organizationSpecify the role and responsibilitiesPerformance managementAccentuate professional and career developmentFoster socializationThe Impact of Learning and Development OpportunitiesThe Impact of Organizational Culture and Organizational IdentificationLeader-member exchangesOrganization-person fitThe Future of Talent ManagementTalent analyticsWorkforce planningFuture ResearchConclusionReferencesThe Impact of Organizational Climate and Culture on Employee TurnoverOrganizational Culture and ClimateOrganizational Culture and Employee TurnoverThe effects of culture on employee turnoverCultural fit and employee turnoverTurnover cultureOrganizational Climate and Employee TurnoverMolar climate and employee turnoverFocused climate and employee turnoverFuture ResearchThe integration of organizational culture and climateThe role of organizational culture and climate strengthAlternative models of the interrelationships among culture, climate and turnoverConclusionReferencesThe Impact of Work-Life Balance on Employee RetentionDefining Work-Life BalanceEmpirical Association between Work-Life Conflict and Work-Life Enrichment and Retention-related OutcomesModerators of Work-Life Conflict-Work-Life Enrichment and Retention-related Outcomes RelationshipsOrganizational Work-Life Policies and PracticesFormal work-life support policies and work-life outcomesFormal work-life support policies and retention-related outcomesContextual factors in formal policy and retention relationshipsInformal work-life support policies and work-life outcomesInformal work-life support policies and retention-related outcomesFuture ResearchConclusionReferences
Next >