Conclusion

In conclusion, if an organization is truly a reflection of its people as posited by Schneider (1987), this makes the case for the central role that psychology plays in understanding organizational behaviour. That is, the organization behaves and performs in the way it does in part because of the people that staff it and their psychological makeup. This perspective embodies the psychological link between the people of the organization and organizational behaviour. This handbook embraces this perspective and delves into three primary forces that determine who is in an organization: recruitment, selection and retention. The handbook focuses on exploring the wealth of rigorous psychological research on these forces in order to further synthesize and integrate our knowledge in the hope that this will both inform readers and spur future research in this important and fundamental area of inquiry in the field of business and organizational psychology.

References

Michaels, E., HandfieldJones, H., & Axelrod, B. (2001). The War for Talent. Boston, MA: Harvard Business School Press.

Rosow, J., & Hickey, J. (1994). Strategic Partners For High Performance, Part 1: The Partnership Paradigm for Competitive Advantage. Scarsdale, NY: Work in America Institute.

Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437-453.

 
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