Personnel psychology and human resource management

I. PERSONNEL PSYCHOLOGYPERSONNEL SELECTION METHODSINTRODUCTIONPERFORMANCE AND JOB ANALYSIS ISSUESJob PerformanceJob AnalysisCOGNITIVE ABILITYPHYSICAL AND PSYCHOMOTOR ABILITIESJOB KNOWLEDGE TESTSPERSONALITYINTERVIEWBIODATAASSESSMENT CENTERREFERENCESOTHER PREDICTORSAPPLICANT REACTIONS AND ATTITUDESUTILITY ANALYSISMETHODOLOGICAL ADVANCESCONCLUSIONSACKNOWLEDGMENTINTERNATIONAL USES OF SELECTION METHODSINTRODUCTIONRESEARCHING INTERNATIONAL DIFFERENCES IN SELECTION METHOD USEINTERNATIONAL DIFFERENCES IN SELECTION METHOD USEEXPLAINING NATIONAL DIFFERENCES IN SELECTION METHOD USESOCIETAL EFFECTSInstitutional NetworksRegulatory EnvironmentEconomic FactorsNational CultureIMPLICATIONS OF NATIONAL DIFFERENCES IN SELECTION METHOD USETHE GLOBAL INTEGRATION OF HR PROCESSES: CONTRADICTIONS IN CURRENT THINKINGCONCLUSIONSUNDERSTANDING THE ASSESSMENT CENTRE PROCESS: WHERE ARE WE NOW?INTRODUCTIONROLESAssessor CharacteristicsAssessee CharacteristicsRole-playerVEHICLEDimensionsSimulation ExercisesObservation and Rating InstrumentIntegration ProcedureCONTEXTRATING PROCESSRational ModelLimited Capacity ModelExpert ModelRESULTSDistinct Dimensional Assessment as Basis for Developmental FeedbackReactions and Acceptance of Developmental FeedbackDevelopmental Actions as a Result of the FeedbackCONCLUSIONS AND DISCUSSION What Have We learned?What Do We Need to Know?EPILOGUEACKNOWLEDGEMENTSMULTI-SOURCE FEEDBACK SYSTEMS: A RESEARCH PERSPECTIVEINTRODUCTIONPSYCHOMETRIC PROPERTIES OF RATINGS MADE BY DIFFERENT RATER GROUPSSelf-ratingsSubordinate RatingsPeer RatingsInternal and External CustomersSYSTEM METHODOLOGY AND ORGANISATIONAL FACTORS AND THEIR INFLUENCE ON MSMR FEEDBACKSystem MethodologyOrganisational FactorsATTITUDES TO, AND OUTCOMES OF, MULTI-RATER FEEDBACKChanges in Ratings as a Result of FeedbackOther Outcome MeasuresSELF-ASSESSMENT AND SELF-AWARENESSCorrelates of Self-awarenessSome Further Points on Self-assessment and Self-awarenessTHEORETICAL MODELSCONCLUSIONS: SOME IMPLICATIONS FOR RESEARCH AND PRACTICEMSMR Feedback – Impact and OutcomeMSMR for Appraisal, or for Development?Diversity and MSMR FeedbackThe Future of Multi-source, Multi-level Feedback SystemsGENERAL COGNITIVE ABILITY AND OCCUPATIONAL PERFORMANCEGENERAL COGNITIVE ABILITYSTRUCTURE OF ABILITIESEarly ConceptualizationsHierarchical ModelsFairness and Similarity: Near Identity of Cognitive StructureCORRELATES OF gPsychological CorrelatesPhysiological CorrelatesSPECIFIC ABILITY, KNOWLEDGE, AND NONCOGNITIVE TRAITSOCCUPATIONAL PERFORMANCETraining MeasuresDimensions of On-the-job PerformanceNexus of OgB and Occupational PerformanceAnswering CritiquesII. HUMAN RESOURCE MANAGEMENTLEARNING STRATEGIES AND OCCUPATIONAL TRAININGTHE NATURE OF LEARNING STRATEGIESLearning Strategies and StylesLearning Strategies, Abilities and Study SkillsTHE MEASUREMENT OF LEARNING STRATEGIESThe Inventory of Learning Processes (ILP)The Approaches to Studying Inventory (AS!)The Learning and Study Strategies Inventory (LASSI)The Motivated Strategies for Learning Questionnaire (MSLQ)The Inventory of Learning Styles in Higher Education (ILS)Other Inventories of Learning StrategiesA TAXONOMY OF LEARNING STRATEGIES FOR OCCUPATIONAL TRAININGLEARNING STRATEGIES AND LEARNING SUCCESS: CROSS- SECTIONAL STUDIESCognitive Strategies and SuccessBehavioural Strategies and SuccessSelf-regulatory Strategies and SuccessLearning Strategies, Ability and MotivationLEARNING STRATEGIES AND LEARNING SUCCESS: TRAINING INTERVENTIONSTraining in Cognitive StrategiesTraining in Behavioural StrategiesTraining in Self-regulation StrategiesTraining in Learning Strategies: OverviewLEARNING STRATEGIES AND INDUSTRIAL- ORGANIZATIONAL PSYCHOLOGYCONTEMPORARY RESEARCH ON ABSENCE FROM WORK: CORRELATES, CAUSES AND CONSEQUENCESPROCESS AND DECISION MODELSProcess ModelsDecision ModelsTHE WITHDRAWAL MODELJob SatisfactionOrganizational CommitmentAbsence and Other 'Withdrawal' BehaviorsDEMOGRAPHIC MODELSAge and TenureGenderTHE MEDICAL MODELSmoking and DrinkingPsychological DisorderPainTHE STRESS MODELSOCIAL AND CULTURAL MODELSBetween-Unit DifferencesNorms and Other Social MechanismsCross-Level and Multi-Level EffectsTHE CONFLICT MODELTHE DEVIANCE MODELTHE ECONOMIC MODELTHE CONSEQUENCES OF ABSENCECONCLUSIONAUTHOR NOTEORGANIZATIONAL COMMITMENTMETA-ANALYSESAntecedents of CommitmentConsequences of CommitmentCorrelates of CommitmentSummary and ImplicationsCONCEPTUALIZATION AND MEASUREMENT OF ORGANIZATIONAL COMMITMENTThe Nature of the CommitmentThe Focus of CommitmentAn Integration of the Multidimensional ApproachesDEVELOPMENT OF COMMITMENTCausal ModelsThe Development ProcessOrganizational Policies and PracticesSummaryCONSEQUENCESTurnover Intention and TurnoverAbsenteeism and TardinessIn-role Job PerformanceExtra-role Performance and Organizational CitizenshipEmployee Health and Well-beingSummaryCONCLUSIONSACKNOWLEDGEMENTSYEARS OF VOLUNTARY TURNOVER RESEARCH: A REVIEW AND CRITIQUEDefining Voluntary TurnoverEARLY STUDIESOrganizational ConsequencesAvoidability and Organizational ControlModel ContentProcess ModelsRECENT STUDIESModerators, Macro Factors, and Methodological IssuesLee and Mitchell's (1994) Unfolding ModelJob Search and Voluntary TurnoverCONCLUSIONS AND FUTURE RESEARCHPSYCHOLOGICAL CONTRACTS: EMPLOYEE RELATIONS FOR THE TWENTY-FIRST CENTURY?CHANGING NATURE OF EMPLOYMENT AND EMPLOYEE RELATIONSNew Ways of WorkingThe New DealDiversity and the Multicultural Working WorldTHE ORGANIZATION AS A 'COOPERATIVE SYSTEM' OF EXCHANGETHE CONTENT AND CHARACTER OF THE PSYCHOLOGICAL CONTRACTThe Psychological Contract as a Cognitive-perceptual EntityThe Psychological Contract as an Implicit, Relationship-based AgreementThe Psychological Contract as Perceived 'Obligations of Reciprocity''Individuals Hold Psychological Contracts, Organizations Do Not'The Psychological Contract as a Driver of BehaviourThe Process of Contract-making or Psychological ContractingTypes of Psychological ContractAre Relational and Transactional Contracts Independently or Inversely Related?Summary, Conclusions and Outstanding IssuesTHE PROCESS OF CONTRACTING 'Contracting' versus 'Contracts'With Whom is the Contract Made?The Organization as a Framework for Contracting – the Drive to Develop 'New Deals'The Dynamics of Contracting – the Need for Individuated DealsVIOLATION OF THE CONTRACT: PROMISES OR EXPECTATIONS?OPERATIONALIZING THE PSYCHOLOGICAL CONTRACT Types of Contract MeasurementContent-focused MeasuresProcess-focused MeasuresPerformance ImplicationsEvaluationRELATIONSHIPS WITH OTHER PSYCHOLOGICAL CONSTRUCTS: OLD WINE IN NEW BOTTLES?Organizational CommitmentLinks with Organizational CultureCONTEMPORARY CONTRACTSA Shift from Relational to Transactional Contracts?Self-correcting ContractsDE-GENDERING THE PSYCHOLOGICAL CONTRACTCONCLUSIONS: CONSENSUAL AND CONTENTIOUS ASPECTS Areas of Agr eement and DebateExploding AssumptionsConclusionsNOTES
Next >