Essentials of Personnel Assessment and Selection: Edition 2

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This second edition provides managers and students the nuts and bolts of assessment processes and selection techniques. With this knowledge, managers learn to make informed personnel decisions based on the results of tests and assessments. The book emphasizes that employee performance predictions require well-formed hypotheses about personal characteristics that may be related to valued behavior at work. It also stresses the need for developing a theory of the attribute one hypothesizes as a predictor—a thought process too often missing from work on selection procedures. Topics such as team-member selection, situational judgment tests, nontraditional tests, individual assessment, and testing for diversity are explored. The book covers both basic and advanced concepts in personnel selection in a straightforward, readable style intended to be used in both undergraduate and graduate courses in Personnel Selection and Assessment.
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About the author

Scott Highhouse is a Professor and Ohio Eminent Scholar in the Department of Psychology, Bowling Green State University, USA. Scott is Founding Editor of the journal Personnel Assessment and Decisions and serves on the editorial boards of Journal of Applied Psychology and Journal of Behavioral Decision Making.

Dennis Doverspike is a Full Professor of Psychology at The University of Akron, USA, Senior Fellow of the Institute for Life-Span Development and Gerontology, and Director of the Center for Organizational Research. He is certified as a Specialist in Industrial-Organizational Psychology and in Organizational and Business Consulting Psychology by the American Board of Professional Psychology (ABPP) and is a licensed psychologist in the State of Ohio.

Robert M. Guion (deceased) is Distinguished University Professor Emeritus at Bowling Green State University, where he was on the faculty from 1952 until his death in 2012. Honors include the Distinguished Scientific Contributions Award, Society for Industrial and Organizational Psychology; Award for Lifetime Contributions to Evaluation, Measurement, and Statistics, American Psychological Association (Div. 5); and the Stephen E. Bemis Memorial Award, International Personnel Management Association Assessment Council.

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Additional Information

Publisher
Routledge
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Published on
Nov 19, 2015
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Pages
286
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ISBN
9781317427780
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Language
English
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Genres
Business & Economics / Human Resources & Personnel Management
Psychology / Industrial & Organizational Psychology
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Content Protection
This content is DRM protected.
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Available on Android devices
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Eligible for Family Library

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Revised and updated with the latest scientific research and updated case studies, the business classic that offers a revealing look at psychopaths in the workplace—how to spot their destructive behavior and stop them from creating chaos in the modern corporate organization.

Over the past decade, Snakes in Suits has become the definitive book on how to discover and defend yourself against psychopaths in the office. Now, Dr. Paul Babiak and Dr. Robert D. Hare return with a revised and updated edition of their essential guide.

All of us at some point have—or will—come into contact with psychopathic individuals. The danger they present may not be readily apparent because of their ability to charm, deceive, and manipulate. Although not necessarily criminal, their self-serving nature frequently is destructive to the organizations that employ them. So how can we protect ourselves and our organizations in a business climate that offers the perfect conditions for psychopaths to thrive?

In Snakes in Suits, Hare, an expert on the scientific study of psychopathy, and Babiak, an industrial and organizational psychologist and a leading authority on the corporate psychopath, examine the role of psychopaths in modern corporations and provide the tools employers can use to avoid and deal with them. Together, they have developed the B-Scan 360, a research tool designed specifically for business professionals.

Dr. Babiak and Dr. Hare reveal the secret lives of psychopaths, explain the ways in which they manipulate and deceive, and help you to see through their games. The rapid pace of today’s corporate environment provides the perfect breeding ground for these "snakes in suits" and this newly revised and updated classic gives you the insight, information, and power to protect yourself and your company before it’s too late.

The moment you walk into Menlo Innovations, you can sense the atmosphere full of energy, playfulness, enthusiasm, and maybe even . . . joy. As a package-delivery person once remarked, “I don’t know what you do, but whatever it is, I want to work here.”


Every year, thousands of visitors come from around the world to visit Menlo Innovations, a small software company in Ann Arbor, Michigan. They make the trek not to learn about technology but to witness a radically different approach to company culture.


CEO and “Chief Storyteller” Rich Sheridan removed the fear and ambiguity that typically make a workplace miserable. His own experience in the software industry taught him that, for many, work was marked by long hours and mismanaged projects with low-quality results. There had to be a better way.


With joy as the explicit goal, Sheridan and his team changed everything about how the company was run. They established a shared belief system that supports working in pairs and embraces making mistakes, all while fostering dignity for the team.


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Joy, Inc. offers an inspirational blueprint for readers in any field who want a committed, energizing atmosphere at work—leading to sustainable business results.

Employees are constantly making decisions and judgments that have the potential to affect themselves, their families, their work organizations, and on some occasion even the broader societies in which they live. A few examples include: deciding which job applicant to hire, setting a production goal, judging one’s level of job satisfaction, deciding to steal from the cash register, agreeing to help organize the company’s holiday party, forecasting corporate tax rates two years later, deciding to report a coworker for sexual harassment, and predicting the level of risk inherent in a new business venture. In other words, a great many topics of interest to organizational researchers ultimately reduce to decisions made by employees.

Yet, numerous entreaties notwithstanding, industrial and organizational psychologists typically have not incorporated a judgment and decision-making perspective in their research. The current book begins to remedy the situation by facilitating cross-pollination between the disciplines of organizational psychology and decision-making. The book describes both laboratory and more “naturalistic” field research on judgment and decision-making, and applies it to core topics of interest to industrial and organizational psychologists: performance appraisal, employee selection, individual differences, goals, leadership, teams, and stress, among others. The book also suggests ways in which industrial and organizational psychology research can benefit the discipline of judgment and decision-making. The authors of the chapters in this book conduct research at the intersection of organizational psychology and decision-making, and consequently are uniquely positioned to bridging the divide between the two disciplines.

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