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Employee Selection and Performance Management

Employee Selection and Performance Management

Three Volume Set
Edited by:

May 2008 | 1 312 pages | SAGE Publications Ltd
Employee selection, assessment, and performance management/appraisal have grown immeasurably in importance in the last two decades, both as areas of scientific enquiry and as professional HR practice. Not surprisingly, ESPM literatures are highly disparate, international in orientation, multi-level in their foci ranging from the individual to the workgroup to the whole organization, and dual-focused in terms of their dominant attention to either more fundamental research issues or more pragmatic issues of best practice in ESPM. This major work brings together in four volumes the seminal papers in ESPM and creates a single collection of keynote papers spanning both research and practice. The four-volume set comprehensively covers the scope of ESPM as a discipline and reflects its historical development and spread from its roots in the USA.

Volume 1 - Key Theoretical Issues and Concerns in ESPM

Volume 2 - Selection Methods and predictors I

Volume 3 - Selection Methods and predictors II

Volume 4 - Key issues in Performance Management and the Future of Employee Selection

Volume 1: Key Theoretical Issues and Concerns in ESPM
Editorial Introductory Chapter: Employee selection and performance management in overview.

Ute R. H lsheger, Neil Anderson, Liselore Havermans, & Jesus F. Salgado.
Part 1: Fundamentals of Employee Selection and Performance Measurement
Performance rating

Landy, F. J., & Farr, J. L.
When your top choice turns you down: The effect of rejected offers on the utility of selection tests

Murphy, K. M.
The people make the place

Schneider, B.
Part 2: Selection Practices and Links to Human Resource Management
The perceived fairness of selection systems: An organizational justice perspective

Gilliland, S. W.
Fairness reactions to personnel selection techniques in France and the United States

Steiner, D. D., & Gilliland, S. W.
An international look at selection practices: Nation and culture as explanations for variability in practice

Ryan, A. M., McFarland, L., Baron, H., & Page, R.
Part 3: Meta-analysis and Validity Generalization
Development of a general solution to the problem of validity generalization

Schmidt, F. L. & Hunter, J. E.
Validity and utility of alternative predictors of job performance

Hunter, J. E., & Hunter, R. F.
The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings

Schmidt, F. L., & Hunter, J. E.
Part 4: Models of Job Performance and Competence
Relations between measures of typical and maximum job performance

Sackett, P. R., Zedeck, S., & Fogli, L.
Modeling the performance prediction problem in Industrial and Organizational Psychology

Campbell, J. P.
Task performance and contextual performance: The meaning for personnel selection research

Bormann, W. C., & Motowidlo, S. J.
Volume 2: Selection Methods and Performance Outcomes I
Part 1: Recruitment and Pre-Screening Processes
A study of job characteristics and job dimensions based on the Position Analysis Questionnaire (PAQ)

McCormick, E. J., Jeanneret, P. R., & Mecham, R. C.
The importance of recruitment in job choice: A different way of looking

Rynes, S. L., Bretz, R. D., & Gerhart, B.
Research on internet recruiting and testing: Current status and future directions

Lievens, F., & Harris, M. M.
Part 2: Cognitive Ability and General Mental Ability Tests
Predicting job performance: Not much more than g

Ree, M. J., Earles, J. A., & Teachout, M. S.
Where and why g matters: Not a mystery

Gottfredson, L. S.
International validity generalization of GMA and cognitive abilities: A European community meta-analysis

Salgado, J. F., Anderson, N. R., Moscoso, S., Bertua, C., & De Fruyt, F.
Part 3: Personality Tests
The Big Five personality dimensions and job performance: A meta-analysis

Barrick, M. R., & Mount, M. K.
Role of social desirability in personality testing for personnel selection: The red herring

Ones, D. S., Viswesvaran, C., & Reiss, A. D.
I/owes its advantage to personality

Hough, L. M.
Using theory to evaluate personality and job-performance relations: A socioanalytic perspective

Hogan, J. & Holland, B.
Part 4: Interviews
Social and situational determinants of interview decisions: Implications for the employment interview

Schmitt, N.
The employment interview: A summary and review of recent research

Arvey, R. D., & Campion, J. E.
Do people do what they say? Further studies on the situational interview

Latham, G. P., & Saari, L. M.
Volume 3: Selection Methods and Performance Outcomes II
Part 1: Integrity Tests, Situational Judgment Tests, and Other Predictor Methods
Comprehensive meta-analysis of integrity test validities: Findings and implications for personnel selection and theories of job performance

Ones, D. S., Viswesvaran, C., & Schmidt, F. L.
New developments in the use of measures of honesty, integrity, conscientiousness, dependability, trustworthiness, and reliability for personnel selection

Sackett, P. R., & Wanek, J. E.
Situational judgment tests

Chan, D. & Schmitt, N.
Part 2: Assessment Centers
Constructs and assessment center dimensions: Some troubling empirical findings

Sackett, P. R., & Dreher, G. F.
Understanding the assessment centre process: Where are we now?

Lievens, F., & Klimoski, R. J.
The construct-related validity of assessment center ratings: A review and meta-analysis of the role of methodological factors

Woehr, D. J. & Arthur, W., Jr.
Part 3: Adverse Impact
High-stakes testing in employment, credentialing, and higher education. Prospects in a post-affirmative-action world.

Sackett, P. R., Schmitt, N., Ellingson, J. E., & Kabin, M. B.
Determinants, detection, and amelioration of adverse impact in personnel selection procedures: Issues, evidence and lessons learned

Hough, L. M., Oswald, F. L., & Ployhart, R. E.
Part 4: Selection for Teamwork and Multi-level Selection
The knowledge, skill, and ability requirements for teamwork: Implications for human resource management

Stevens, M. J., & Campion, M. A.
Person-organization fit: An integrative review of its conceptualizations, measurements, and implications

Kristof, A. L.
Selecting individuals in team settings: The importance of social skills, personality characteristics, and teamwork knowledge

Morgeson, F. P, Reider, M. H., & Campion, M. A.

Neil Anderson

Neil Anderson is Professor of Human Resource Management and Director of Research of the HRM-OB research centre (WORC) at Brunel University. Having obtained his PhD in Industrial/Organizational Psychology from Aston University in 1989, Professor Anderson has previously held chairs at the University of London (Goldsmiths College) and the University of Amsterdam (The Netherlands). He has published in several areas spanning HRM and organizational psychology over a number of years, and is now one of the top-five most cited Industrial-Organizational psychologists in Europe. Professor Anderson is Fellow of the British Psychological Society, a... More About Author

Ute Hülsheger