applied psychology in human resource management · 2017-08-28 · seventh edition applied...
TRANSCRIPT
Seventh Edition
APPLIED PSYCHOLOGY IN HUMANRESOURCE MANAGEMENT
Wayne F. CascioThe Business School
University of Colorado Denver
Herman AguinisKelley School of Business
Indiana University
Boston Columbus Indianapolis New York San Francisco Upper Saddle RiverAmsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
CONTENTS
Preface xvii
Chapter 1 Organizations, Work, and Applied Psychology 1At a Glance 1
The Pervasiveness of Organizations 1
Differences in Jobs 2
Differences in Performance 2
A Utopian Ideal 3
Point of View 3
Personnel Psychology in Perspective 3
The Changing Nature of Product and Service Markets 5
Effects of Technology on Organizations and People 6
Changes in the Structure and Design of Organizations 6
The Changing Role of the Manager 7
The Empowered Worker—No Passing Fad 8
Implications for Organizations and Their People 9 /
Plan of the Book 10 -• Evidence-Based Implications for Practice 12
Discussion Questions 12
Chapter 2 The Law and Human Resource Management 13At a Glance 13
The Legal System 14
Unfair Discrimination: What Is It? 16
Legal Framework for Civil Rights Requirements 17
The U.S. Constitution—Thirteenth and Fourteenth Amendments 18
The Civil Rights Acts of 1866 and 1871 18
Equal Pay for Equal Work Regardless of Sex 18
Equal Pay Act of 1963 18
Equal Pay for Jobs of Comparable Worth 19
Equal Employment Opportunity 19
Title VII of the Civil Rights Act of 1964 19Nondiscrimination on the Basis of Race,
Color, Religion, Sex, or National Origin 20
Apprenticeship Programs, Retaliation, and EmploymentAdvertising 20
Suspension of Government Contracts and Back-Pay Awards 21
Bona Fide Occupational Qualifications 21
Seniority Systems 21
Preemployment Inquiries 21
Testing 21
iii
iv Contents
Preferential Treatment 21
Veterans Preference Rights 21
National Security 22
Age Discrimination in Employment Act of 1967 22
The Immigration Reform and Control Act of 1986 23
The Americans with Disabilities Act (ADA) of 1990 23
Enforcement 24
The Civil Rights Act of 1991 25
Monetary Damages and Jury Trials 25
Adverse Impact (Unintentional Discrimination) Cases 25
Protection in Foreign Countries 25
Racial Harassment 26
Challenges to Consent Decrees 26
Mixed-Motive Cases 26
Seniority Systems 26
Race-Norming and Affirmative Action 26
Extension to U.S. Senate and Appointed Officials 26
The Family and Medical Leave Act of 1993 26
Executive Orders 11246, 11375, and 11478 27
Enforcement of Executive Orders 27
The Rehabilitation Act of 1973 28
The Vietnam Era Veterans Readjustment Act of 1974 28
Uniformed Services Employment and ReemploymentRights Act of 1994 28
Enforcement of the Laws—Regulatory Agencies 28
State Fair Employment-Practices Commissions 28
Equal Employment Opportunity Commission 28
The Complaint Process 29
Office of Federal Contract CompliancePrograms 29
Goals and Timetables 30
Employment Case Law—General Principles 30
Testing 30
Personal History 32
Sex Discrimination 32
Preventive Actions by Employers 34
Age Discrimination 34
"English Only" Rules—National Origin Discrimination? 35Seniority 35Preferential Selection 36• Evidence-Based Implications for Practice 37
Discussion Questions 38
Contents
Chapter 3 People, Decisions, and the Systems Approach 39At a Glance 39
Utility Theory—A Way of Thinking 39
Organizations as Systems 41
A Systems View of the Employment Process 43
Job Analysis and Job Evaluation 43
Workforce Planning 45
Recruitment 45
Initial Screening 46
Selection 46
Training and Development 47
Performance Management 48
Organizational Exit 48• Evidence-Based Implications for Practice 49
Discussion Questions 50
Chapter 4 Criteria: Concepts, Measurement, and Evaluation 51At a Glance 51
Definition 52
Job Performance as a Criterion 54
Dimensionality of Criteria 54
Static Dimensionality 54
Dynamic or Temporal Dimensionality 56
Individual Dimensionality 58
Challenges in Criterion Development 59
Challenge #1: Job Performance (Un)Reliability 59
Challenge #2: Job Performance Observation 60
Challenge #3: Dimensionality of Job Performance 61
Performance and Situational Characteristics 61
Environmental and Organizational Characteristics 62
Environmental Safety 62
Lifespace Variables 62
Job and Location 62
Extraindividual Differences and Sales Performance 63
Leadership 63
Steps in Criterion Development 63
Evaluating Criteria 63
Relevance 64
Sensitivity or Discriminability 64
Practicality 64
Criterion Deficiency 65
Criterion Contamination 65
Bias Due to Knowledge of Predictor Information 66
vi Contents
Bias Due to Group Membership 66
Bias in Ratings 66
Criterion Equivalence 67
Composite Criterion Versus Multiple Criteria 67
Composite Criterion 67
Multiple Criteria 68
Differing Assumptions 68
Resolving the Dilemma 69
Research Design and Criterion Theory 69• Evidence-Based Implications for Practice 71
Discussion Questions 72
Chapter 5 Performance Management 73At a Glance 73
Purposes Served 74
Realities of Performance Management Systems 75Barriers to Implementing Effective Performance
Management Systems 75
Organizational Barriers 75
Political Barriers 76
Interpersonal Barriers 76
Fundamental Requirements of Successful PerformanceManagement Systems 76
Behavioral Basis for Performance Appraisal 77
Who Shall Rate? 79
Immediate Supervisor 79
Peers 79
Subordinates 80
Self 81
Clients Served 82
Appraising Performance: Individual Versus Group Tasks 82
Agreement and Equivalence of Ratings Across Sources 83
Judgmental Biases in Rating 85
Leniency and Severity 85
Central Tendency 86
Halo 86
Types of Performance Measures 87
Objective Measures 87
Subjective Measures 87
Rating Systems: Relative and Absolute 88
Relative Rating Systems (Employee Comparisons) 88
Absolute Rating Systems 89
Summary Comments on Rating Formats and Rating Process 95
Contents vii
Factors Affecting Subjective Appraisals 96
Evaluating the Performance of Teams 99
Rater Training 101
The Social and Interpersonal Context of PerformanceManagement Systems 102
Performance Feedback: Appraisal and Goal-Setting Interviews 104
Communicate Frequently 105
Get Training in Appraisal 105
Judge Your Own Performance First 105
Encourage Subordinate Preparation 106
Use "Priming" Information 106
Warm Up and Encourage Participation 106
Judge Performance, Not Personality or Self-Concept 106
Be Specific 106
Be an Active Listener 107
Avoid Destructive Criticism and Threatsto the Employee's Ego 107
Set Mutually Agreeable and Formal Goals 107
Continue to Communicate and Assess ProgressToward Goals Regularly 108
Make Organizational Rewards Contingent on Performance 108• Evidence-Based Implications for Practice 108
Discussion Questions 109
Chapter 6 Measuring and Interpreting Individual Differences 110At a Glance 110
What Is Measurement? 111
Scales of Measurement 111
Nominal Scales 112
Ordinal Scales 112
Interval Scales 113
Ratio Scales 114
Scales Used in Psychological Measurement 114Consideration of Social Utility in the Evaluation
of Psychological Measurement 115
Selecting and Creating the Right Measure 115
Steps for Selecting and Creating Tests 116
Selecting an Appropriate Test: Test-Classification Methods 118
Further Considerations in Selecting a Test 120
Reliability as Consistency 121
Estimation of Reliability 121
Test-Retest 122
Parallel (or Alternate) Forms 123
viii Contents
Internal Consistency 124
Stability and Equivalence 127
Interrater Reliability 128
Summary 129
Interpretation of Reliability 130
Range of Individual Differences 130
Difficulty of the Measurement Procedure 131
Size and Representativeness of Sample 131
Standard Error of Measurement 131
Scale Coarseness 132
Generalizability Theory 134
Interpreting the Results of Measurement Procedures 135• Evidence-Based Implications for Practice 138
Discussion Questions 138
Chapter 7 Validation and Use of Individual-DifferencesMeasures 139At a Glance 139
Relationship between Reliability and Validity 139
Evidence of Validity 141
Content-Related Evidence 142
Criterion-Related Evidence 145
Predictive Studies 146
Concurrent Studies 148
Requirements of Criterion Measures in Predictiveand Concurrent Studies 149
Factors Affecting the Size of Obtained ValidityCoefficients 149
Range Enhancement 149
Range Restriction 150
Position in the Employment Process 153
Form of the Predictor-Criterion Relationship 153
Construct-Related Evidence 153
Illustration 156
Cross-Validation 157
Gathering Validity Evidence When Local ValidationIs Not Feasible 158
Synthetic Validity 159
Test Transportability 159
Validity Generalization 160
Empirical Bayes Analysis 165
Application of Alternative Validation Strategies:Illustration 165
• Evidence-Based Implications for Practice 166Discussion Questions 166
Contents ix
Chapter 8 Fairness in Employment Decisions 167At a Glance 167
Assessing Differential Validity 168
Differential Validity and Adverse Impact 169
Differential Validity: The Evidence 173Assessing Differential Prediction and Moderator
Variables 174
Differential Prediction: The Evidence 176
Problems in Testing for Differential Prediction 177
Suggestions for Improving the Accuracy of Slope-basedDifferential Prediction Assessment 179
Further Considerations Regarding Adverse Impact, DifferentialValidity, and Differential Prediction 180
Minimizing Adverse Impact Through Test-ScoreBanding 184
Fairness and the Interpersonal Contextof Employment Testing 189
Fair Employment and Public Policy 190• Evidence-Based Implications for Practice 191
Discussion Questions 192
Chapter 9 Analyzing Jobs and Work 193At a Glance 193
Terminology 195
Aligning Method with Purpose 196
Choices 196'
Defining the Job 197
Job Specifications 197
Establishing Minimum Qualifications 199
Reliability and Validity of Job-Analysis Information 200
Obtaining Job Information 201
Direct Observation and Job Performance 202
Interview 205
SME Panels 205
Questionnaires 206
The Position Analysis Questionnaire 206
Fleishman Job Analysis Survey (F-JAS) 208
Critical Incidents 209
Other Sources of Job Information and Job-AnalysisMethods 210
The Job Analysis Wizard 211
Incorporating Personality Dimensions into Job Analysis 211
Strategic or Future-Oriented Job Analyses 212
Competency Models 213
Contents
Interrelationships among Jobs, Occupational Groups,and Business Segments 213
Occupational Information—From the Dictionaryof Occupational Titles to the O*Net 214• Evidence-Based Implications for Practice 216
Discussion Questions 216
Chapter 10 Strategic Workforce Planning 217At a Glance 217
What Is Workforce Planning? 218
Strategic Business and Workforce Plans 219
An Alternative Approach 220
Payoffs from Strategic Planning 221
Relationship of HR Strategy to Business Strategy 222
Talent Inventory 224
Information Type 224
Uses 225
Forecasting Workforce Supply and Demand 225
External Workforce Supply 225
Internal Workforce Supply 226
Leadership-Succession Planning 226
Chief Executive Officer (CEO) Succession 228
Workforce Demand 229
Pivotal Jobs 229
Assessing Future Workforce Demand 230
How Accurate Must Demand Forecasts Be? 230
Integrating Supply and Demand Forecasts 230
Matching Forecast Results to Action Plans 230
Control and Evaluation 232
Monitoring Performance 232
Identifying an Appropriate Strategy for Evaluation 233
Responsibility for Workforce Planning 233• Evidence-Based Implications for Practice 234
Discussion Questions 234
Chapter 11 Recruitment 235At a Glance 235
Recruitment Planning 237
Staffing Requirements and Cost Analyses 239
Source Analysis 241
Operations 242
External Sources for Recruiting Applicants 242
Managing Recruiting Operations 245
Contents xi
Measurement, Evaluation, and Control 247
Job Search from the Applicant's Perspective 248
Realistic Job Previews 249• Evidence-Based Implications for Practice 252
Discussion Questions 252
Chapter 12 Selection Methods: Part I 253At a Glance 253
Recommendations and Reference Checks 253
Personal History Data 255
Weighted Application Blanks (WABs) 256
Biographical Information Blanks (BIBs) 256Response Distortion in Application Forms
and Biographical Data 257
Validity of Application Forms and Biographical Data 259
Bias and Adverse Impact 260
What Do Biodata Mean? 260
Honesty Tests 261
Evaluation of Training and Experience 263
Computer-Based Screening 264
Drug Screening 265
Polygraph Tests 267
Employment Interviews 268
Response Distortion in the Interview 268
Reliability and Validity 269
Factors Affecting the Decision-Making Process 270
Social/Interpersonal Factors 270
Cognitive Factors 271
Individual Differences 273
Effects of Structure 275
Use of Alternative Media 278
Needed Improvements 278
Toward the Future: Virtual-Reality Screening (VRT) 280• Evidence-Based Implications for Practice 280
Discussion Questions 281
Chapter 13 Selection Methods: Part II 282At a Glance 282
Criteria of Managerial Success 283
The Importance of Context 284
Instruments of Prediction 285
Cognitive Ability Tests 285
Objective Personality Inventories 287
xii Contents
Leadership-Ability Tests 291
Projective Techniques 293
Motivation to Manage 293
Personal-History Data 297
Peer Assessment 297
Work Samples of Managerial Performance 298
Leaderless Group Discussion (LGD) 300
The In-Basket Test 300
The Business Game 302
Situational Judgment Tests (SJT) 302
Assessment Centers (AC) 303
Assessment Center: The Beginnings 304
Level and Purpose of Assessment 305
Duration and Size 305
Assessors and Their Training 306
Performance Feedback 307
Reliability of the Assessment Process 307
Validity 308
Fairness and Adverse Impact 309
Assessment Center Utility 309
Potential Problems 310
Combining Predictors 311• Evidence-Based Implications for Practice 313
Discussion Questions 314
Chapter 14 Decision Making for Selection 315At a Glance 315
Personnel Selection in Perspective 315
Classical Approach to Personnel Selection 316
Efficiency of Linear Models in Job-Success Prediction 318
Unit Weighting 318
Suppressor Variables 319
Data-Combination Strategies 320Effectiveness of Alternative Data-Combination
Strategies 321
Alternative Prediction Models 322
Multiple-Regression Approach 322
Multiple-Cutoff Approach 323
Multiple-Hurdle Approach 326
Extending the Classical Validity Approach to SelectionDecisions: Decision-Theory Approach 328
The Selection Ratio 328
Contents xiii
The Base Rate 330
Utility Considerations 331
Eva I uation of the Decision-Theory Approach 331
Speaking the Language of Business: Utility Analysis 332
The Naylor-Shine Model 333
The Brogden-Cronbach-Gleser Model 334
Further Developments of theBrogden-Cronbach-Gleser Model 335
Application of the Brogden-Cronbach-Gleser Modeland the Need to Scrutinize Utility Estimates 337
The Strategic Context of Personnel Selection 341• Evidence-Based Implications for Practice 342
Discussion Questions 342
Chapter 15 Training and Development: Considerations in Design 343At a Glance 343
Training Design 345
Characteristics of Effective Training 345
Additional Determinants of Effective Training 346
Fundamental Requirements of Sound Training Practice 346
* Defining What Is to Be Learned 349
The Training and Development Subsystem 349
Assessing Training Needs 350
Organization Analysis 351
Demographic Analysis 351
Operations Analysis 351
Person Analysis 353
Individual Development Plans (IDPs) 353
Training Objectives 353
Creating an Optimal Environment for Training and Learning 354
Team Training 355
Theoretical Models to Guide Training and Development Efforts 357
Trainability and Individual Differences 357
Principles that Enhance Learning 358
Knowledge of Results (Feedback) 358
Transfer of Training 359
Self-Regulation to Maintain Changes in Behavior 360
Adaptive Guidance 361
Reinforcement 361
Practice 362
Active Practice 362
Overlearning 362
xiv Contents
Length of the Practice Session 362
Motivation 363
Goal Setting 364
Behavior Modeling 365• Evidence-Based Implications for Practice 366
Discussion Questions 367
Chapter 16 Training and Development: Implementationand the Measurement of Outcomes 368At a Glance 368
Computer-Based Training 370
Selection of Technique 371
Measuring Training and Development Outcomes 371
Why Measure Training Outcomes? 372
Essential Elements for Measuring Training Outcomes 372
Criteria 373Additional Considerations in Measuring the Outcomes
of Training 375
Strategies for Measuring the Outcomes of Training in Termsof Financial Impact 376
Influencing Managerial Decisions with Program-EvaluationData 378
Classical Experimental Design 379
Design A 381
Design B 381
Design C 382
Design D 382
Limitations of Experimental Designs 384
Quasi-Experimental Designs 385
Design E 386
Design F 387
Design G 388
Design H 388
Statistical, Practical, and Theoretical Significance 389
Logical Analysis 390• Evidence-Based Implications for Practice 391
Discussion Questions 391
Chapter 17 International Dimensions of Applied Psychology 392At a Glance 392
Globalization, Culture, and Psychological Measurement 392
Globalization and Culture 393
Country-Level Cultural Differences 394
Contents xv
The Globalization of Psychological Measurement 396
Transporting Psychological Measures across Cultures 396
Terminology 397
Identification of Potential for International Management 397
Selection for International Assignments 399
General Mental Ability 399
Personality 400
Other Characteristics Related to Success in InternationalAssignments 401
Cross-cultural Training 403
Performance Management 405
Performance Criteria 405
Repatriation 408
Planning 408
Career Management 409
Compensation 409• Evidence-Based Implications for Practice 409
Discussion Questions 410
Chapter 18 Organizational Responsibility and Ethical Issuesin Human Resource Management 411At a Glance 411
Organizational Responsibility: Definition and General Framework 412
Organizational Responsibility: Benefits 414
Organizational,Responsibility: Implementation andthe Role of HRM Research and Practice 416
Employee Privacy 419
Safeguarding Employee Privacy 420
Fair Information Practice in the Information Age 421
Employee Searches and Other Workplace Investigations 422
Testing and Evaluation 423
Obligations to One's Profession 424
Obligations to Those Who Are Evaluated 425
Obligations to Employers 426
Individual Differences Serving as Antecedentsof Ethical Behavior 427
Ethical Issues in Organizational Research 428
Ethical Issues at the Research-Planning Stage 428
Ethical Issues in Recruiting and Selecting ResearchParticipants 429
Ethical Issues in Conducting Research: Protecting ResearchParticipants' Rights 429
Ethical Issues in Reporting Research Results 431
xvi Contents
Strategies for Addressing Ethical Issues in OrganizationalResearch 432
Science, Advocacy, and Values in Organizational Research 434• Evidence-Based Implications for Practice 436
Discussion Questions 436
Appendix A Scientific and Legal Guidelines on Employee SelectionProcedures—Checklists for Compliance 437
Scientific Guidelines—Summary Checklist 437
Sources of Validity Evidence 437
Choice of Predictors 438
Choice of Participants 438
Data Analysis for Criterion-Related Validity 439
Generalizing Validity Evidence 440
Fairness and Bias 441
Operational Considerations 441
Requirements 441
Communicating the Effectiveness of Selection Procedures 443
Appropriate Use of Selection Procedures 443
Legal Guidelines on Employee Selection Procedures 445
1. Adverse Impact 445
2. Validation 446
3. Criterion-Related Validity 447
4. Content Validity 449
5. Construct Validity 450
6. Validity Generalization 450
7. Application 451
Appendix B An Overview of Correlation and Linear Regression 453
The Concept of Correlation 453
The Concept of Regression 454
Making Predictions Based on Multiple Predictors 457
Predictive Accuracy of Multiple Regression 459
Appendix C Decision Trees for Statistical Methods 461
References 464
Subject Index 517
Author Index 522