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The Oxford Handbook of Personnel Psychology
Edited by Susan Cartwright and Cary L. Cooper
672 pages
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nables and figures
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246x171mm
978-0-19-923473-8
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Hardback
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30 October 2008
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- State-of-the-art reviews on topical and emergent issues, constructs, and research in personnel psychology
- Leading international contributors from the field
- Contributors keep a strong focus on the lessons for HR practitioners, and the lessons they can take from the cutting-edge work presented
The field of Personnel Psychology is broadly concerned with the study of individual differences and their consequences for the organization. As human resource costs continue, for most organizations, to be the single largest operating cost (50-80% of annual expenditure), achieving optimal performance from individual employees is of paramount importance to the sustained development and financial performance of any organization.
The Oxford Handbook of Personnel Psychology brings together contributions from leading international scholars within the field to
present state-of-the-art reviews on topical and emergent issues, constructs, and research in personnel psychology. The book is divided into six sections:
· Individual Difference and Work Performance,
· Personnel Selection,
· Methodological Issues,
· Training and Development,
· Policies and Practices,
· Future Challenges.
While the Handbook is primarily a review of current academic thinking and research in the area, the contributors keep a strong focus on the lessons for HR practitioners, and what lessons they can take from the cutting-edge work presented.Readership: Academics, researchers, and advanced students of
Personnel Psychology, HRM, and Management Studies; Practitioners
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Edited by Susan Cartwright, Professor of Organizational Psychology and Well Being and Director of Centre for Organizational Health and Well-Being, Lancaster University, and Cary L. Cooper, Professor of Organizational Psychology and Health, Lancaster University Management School, and Pro Vice Chancellor (External Relations), Lancaster University Contributors:
Neal M. Ashkanasy, UQ Business School, University of Queensland, Australia,
Carolyn Axtell, Institute of Work Psychology, University of Sheffield, UK,
Dave Bartram, SHL Group Ltd, UK,
Melinda Blackman, Department of Psychology, California
State University, USA,
Kevin Daniels, Loughborough Business School, UK,
Catherine S Daus, Psychology Department, Southern Illinois University at Edwardsville, USA,
Silvia Della Russo, University of Rome, Italy,
Iain Densten, Lancaster University Management School, UK,
Liesbet De Koster, Ghent University, , Belgium,
Staale Einarsen, Department of Psychological Sciences, University of Bergen, Norway,
Arne Evers, Work and Organizational Psychology Group, University of Amsterdam, The Netherlands,
Jessica Fandre, Department of Psychology, Michigan State University, USA,
J. Kevin Ford, Department of Psychology, Michigan State University, USA,
Lori Francis, St. Mary's University,
Canada,
Michael Frese, Department of Work Psychology, Geissen University, Germany,
Yitzhak Fried, Whitman School of Management, Syracuse University, USA,
Adrian Furnham, Department of Psychology, University College London, UK,
Laura M. Graves, Graduate School o Management, Clark University, USA,
Barbara Griffin, University of Western Sydney, Parramatta North Campus, Australia,
Lars Johan Hauge, Department of Psychological Sciences, University of Bergen, Norway,
C. Gail Hepburn, University of Lethbridge, Lethbridge, Alberta, Canada,
Beryl Hesketh, College of Health and Science, University of Western Sydney, Australia,
Sarah A. Hezlett, Personnel Decisions Research Institutes, USA,
Donald Hislop, Business School, Loughborough University, UK,
Kerr Inkson, University of Waikato, New Zealand,
Jeff W. Johnson, Personnel Decisions Research Institutes, USA,
Peter J. Jordan, Griffith Business School, Australia,
E. Kevin Kelloway, St. Mary's University, Canada,
Gary P. Latham, University of Toronto, Canada,
Gregory Lawrence, Whitman School of Management, Syracuse University, USA,
Ariel Levi, School of Business, Wayne State University, USA,
Suzan Lewis, Middlesex University Business School, UK,
Filip Lievens, Department of Personnel Management, Work and Organizational Psychology, Ghent University, Belgium,
Stig Berge Matthiesen, Department of Psychological
Sciences, University of Bergen,
Norway,
Kevin R. Murphy, Department of Psychology, Pennsylvania State University, USA,
Gary N. Powell, School of Business, University of Connecticut, USA,
Andreas Rauch, RSM Erasmus University Rotterdam, The Netherlands,
Ann Marie Ryan, Department of Psychology, Michigan State University, USA,
Ian Roper, Middlesex University Business School, UK,
Neal Schmitt, Department of Psychology, Michigan State University, USA,
Eveline Schollaert, Ghent University, Belgium,
Ruchi Sinha, Department of Psychology, Michigan State University, USA,
Peter B. Smith, Department of Psychology, University of Sussex, UK,
Olga F. Voskuijl, Work and
Organizational Psychology Group, University of Amsterdam, The Netherlands,
Jennifer Wessel, Department of Psychology, Michigan Sate University, USA,
Stephen A. Woods, Aston Business School, Aston University, UK.
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Susan Cartwright and Cary L. Cooper: Introduction
Section I: Individual Differences and Work Performance
1: Adrian Furnham: Intelligence and Cognitive Abilities at Work
2: Peter J. Jordan, Neal M. Ashkanasy and Catherine S. Daus: Emotional Intelligence: Rhetoric or Reality?
3: Jeff W. Johnson and Sarah A. Hezlett: Modeling the Influence of Personality on Individuals at Work: A Review and Research Agenda
4: Iain L. Densten: Leadership: Current Assessment and Future Needs
5: Andreas Rauch and Michael Frese: A Personality Approach to Entrepreneurship
Section II: Personnel Selection
6: Olga F. Voskuijl and Arne Evers: Job Analysis and Competency Modelling
7: Neal Schmitt and Jessica Fandre: Validity of Selection Procedures
8: Melinda Blackman: The Effective Interview
9: Filip Lievens, Liesbet De Koster and Eveline Schollaert: Current Theory and Practice of Assessment Centres: The Importance of Trait Activation
10: Dave Bartram: The Advantages and Disadvantages of On-line Testing
Section III: Methodological Issues
11: Kevin R. Murphy: Models and Methods for Evaluating Reliability and Validity
12: J. Kevin Ford and Ruchi Sinha: Advances in Training Evaluation Research
13: Stephen A. Woods: Job Performance Measurement: The Elusive Relationship Between Job Performance and Job Satisfaction
Section IV: Training and Development
14: Peter B. Smith: Cross-cultural Differences in Personnel Psychology
15: Beryl Hesketh and Barbara Griffin: Selection and Training for Work Adjustment and Adaptability
16: Gary P. Latham and Silvia Dello Russo: The Influence of Organizational Politics on Performance Appraisal
Section V: Politics and Practices
17: Suzan Lewis and Ian Roper: Flexible Working Arrangements: From Work-Life to Gender Equity Policies
18: Laura M. Graves and Gary N. Powell: Sex and Race Discrimination in Personnel Decisions
19: Staale Einarsen, Stig Berge Matthiesen and Lars Johan Hauge: Harassment and Bullying at Work
20: E. Kevin Kelloway, C. Gail Hepburn and Lori Francis: Labour Relations
21: Ann Marie Ryan and Jennifer Wessel: Fairness in Selection and Recruitment: A Stigma Theory Perspective
Section V: Future Challenges
22: Kerr Inkson: The Boundaryless Career
23: Donald Hislop, Carolyn Axtell and Kevin Daniels: The Challenge of Remote Working
24: Yitzhak Fried, Ariel S. Levi and Gregory Laurence: Motivation and Job Design in the New World of Work
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