Efnisyfirlit

• Cover
• Series
• Title
• Copyright
• Figures, Tables, and Exhibits
• Foreword
• Preface
  • The Audience
  • Overview of the Book
  • Orientation
• Acknowledgments
• The Editors
• The Contributors
• Part One: Framework for Organizational Assessment
  • CHAPTER 1: INDIVIDUAL DIFFERENCES THAT INFLUENCE PERFORMANCE AND EFFECTIVENESS
    • Two Perspectives for Determining What to Assess
    • Implications for Assessment in Organizations
    • References
  • CHAPTER 2: INDICATORS OF QUALITY ASSESSMENT
    • Buy Versus Build
    • Test Construction Considerations
    • Reliability
    • Validity
    • Operational Models for Assessment
    • Conclusion
    • References
  • CHAPTER 3: GENERAL COGNITIVE ABILITY
    • Dominant Models of General Cognitive Ability
    • Cognitive Ability and the World of Work
    • Guiding Practice
    • Conclusion
    • References
  • CHAPTER 4: PERSONALITY
    • Defining Personality
    • Business Applications of Personality Assessment
    • How Well Does Personality Assessment Work?
    • Standard Criticisms of Personality Assessment
    • Future Directions
    • Last Thoughts
    • References
  • CHAPTER 5: ASSESSMENT OF BACKGROUND AND LIFE EXPERIENCE
    • Definition of Biodata
    • Validity of Biodata Measures
    • Item-Generation Methods: Advantages and Disadvantages
    • Scale Development Methods: Advantages, Disadvantages, and New Developments
    • Validity Generalization and Other Factors That Affect Usefulness of Biodata Measures
    • Conclusion
    • References
  • CHAPTER 6: KNOWLEDGE AND SKILL
    • Knowledge and Skill Definitions
    • Declarative Knowledge
    • Procedural Knowledge and Skill
    • Conclusion
    • References
  • CHAPTER 7: PHYSICAL PERFORMANCE
    • Identifying Physical Job Requirements
    • Physical Performance Test Design and Selection
    • Test Scoring and Setting Passing Scores
    • Physical Test Adverse Impact and Test Fairness
    • Implementation of Physical Tests
    • Litigation Related to Physical Testing
    • Reduction in Injuries and Lost Time from Work
    • Conclusion
    • References
  • CHAPTER 8: COMPETENCIES, JOB ANALYSIS, AND THE NEXT GENERATION OF MODELING
    • Historical Links Between Competency Modeling and Job Analysis
    • Building a Basis for Assessment: Comparing and Contrasting Competency Modeling and Job Analysis
    • Strategic Competency Modeling and Assessment
    • Conclusion
    • References
• Part Two: Assessment for Selection, Promotion, and Development
  • CHAPTER 9: ASSESSMENT FOR TECHNICAL JOBS
    • Background on Technical Jobs
    • Relationships with and Among Stakeholders
    • Technical and Practical Considerations
    • Selling and Negotiating: Making Employment Tests a Reality
    • Implementing an Employment Test for Technical Jobs
    • Defending Employment Tests in a Technical Environment
    • Recruitment and Employee Development
    • Conclusion
    • References
  • CHAPTER 10: ASSESSMENT FOR ADMINISTRATIVE AND PROFESSIONAL JOBS
    • Administrative and Clerical Jobs
    • Professional and Technical Jobs
    • Conclusion
    • References
  • CHAPTER 11: ASSESSMENT FOR SALES POSITIONS
    • A Wide World of Sales Positions
    • Assessments for Selecting for Sales Positions
    • Issues in Using Assessments for Sales Selection
    • Special Validation Issues in Sales Selection
    • Implementation Issues
    • Making Sales Assessment Work
    • References
  • CHAPTER 12: ASSESSMENT FOR SUPERVISORY AND EARLY LEADERSHIP ROLES
    • The Business Need
    • Assessment Instruments
    • Special Considerations for Implementation
    • Managing the Assessment Program
    • Evaluation and Return on Investment
    • The Way Forward
    • References
  • CHAPTER 13: EXECUTIVE AND MANAGERIAL ASSESSMENT
    • Objectives of Executive and Managerial Assessment
    • The Executive and Managerial Population
    • Executive and Managerial Work
    • Assessing Executives Compared to Other Leaders
    • Individual Assessment Tools
    • Designing and Implementing Assessment Systems
    • Case Studies
    • Evaluation of Assessment Programs
    • Earning—and Keeping—a Seat at the Executive Table
    • References
  • CHAPTER 14: THE SPECIAL CASE OF PUBLIC SECTOR POLICE AND FIRE SELECTION
    • Entry-Level Hiring for Police and Fire
    • Promotional Testing for Police and Fire
    • Reflections
    • Conclusion
    • References
• Part Three: Strategic Assessment Programs
  • CHAPTER 15: THE ROLE OF ASSESSMENT IN SUCCESSION MANAGEMENT
    • The Contemporary Succession Management Challenge
    • Fundamental 1: Align Succession Management with Business Strategy
    • Fundamental 2: Define Success Holistically for All Levels of Leadership
    • Fundamental 3: Identify Leadership Potential with a Focus on the Ability to Grow
    • Fundamental 4: Accurately Assess Readiness for Leadership at Higher Levels
    • Fundamental 5: Adopt a Creative, Risk-Oriented Approach to Development
    • Fundamental 6: Establish Management Accountabilities with Teeth
    • Conclusion
    • References
  • CHAPTER 16: ASSESSING THE POTENTIAL OF INDIVIDUALS
    • The Talent Challenge in Organizations
    • Defining Talent and Potential
    • High-Potential Candidates
    • Key Factors for Identifying Potential
    • An Integrated Model of Potential
    • Useful Assessment Techniques
    • Assessing the Potential of Individuals
    • Special Assessment Issues
    • A Few Lessons Learned from Experience
    • References
  • CHAPTER 17: ASSESSMENT FOR ORGANIZATIONAL CHANGE
    • Building the Staffing Model Road Map
    • Conducting Assessments and Making Selection Decisions
    • Conclusion
    • References
  • CHAPTER 18: GLOBAL APPLICATIONS OF ASSESSMENT
    • Key Challenges in Designing Global Assessments
    • What Are the Objectives of the Assessment?
    • Key Issues in Implementation
    • Final Thoughts
    • References
• Part Four: Advances, Trends, and Issues
  • CHAPTER 19: ADVANCES IN TECHNOLOGY-FACILITATED ASSESSMENT
    • Drivers for Technology-Based Assessment
    • Applicable Standards, Guidelines, Regulations, and Best Practices
    • Applications of Technology to Assessment
    • Case Studies
    • Common Issues Raised by Technology-Based Assessment
    • Future Opportunities and Challenges
    • References
  • CHAPTER 20: THE LEGAL ENVIRONMENT FOR ASSESSMENT
    • The Legal Framework
    • The Statutes
    • Legal and Professional Standards
    • The Current Legal Landscape: Implications for Practice
    • Conclusion
    • Notes
  • CHAPTER 21: VALIDATION STRATEGIES
    • The Rationale for Validity
    • Obtaining Validity Evidence
    • Selecting a Strategy
    • References
  • CHAPTER 22: ADDRESSING THE FLAWS IN OUR ASSESSMENT DECISIONS
    • The Flawed Classical Selection Model
    • Ethical Problems Created by a Flawed Model
    • Resolving the Moral and Ethical Issues
    • Converting the Job Analysis into a Selection Process
    • Conclusion
    • References
  • CHAPTER 23: STRATEGIC EVALUATION OF THE WORKPLACE ASSESSMENT PROGRAM
    • The Evaluation Imperative
    • Evaluation for Strategic Decision Making
    • The Nuts and Bolts of Strategic Evaluation
    • Challenges and Tensions in the Strategic Evaluation of Assessment Programs
    • Designing and Conducting Worthwhile Evaluations of Assessment Programs
    • References
  • CHAPTER 24: FINAL THOUGHTS ON THE SELECTION AND ASSESSMENT FIELD
    • The Role of Context
    • Differing Perspectives on the Use of Personality Measures in Selection
    • The Cognitive Ability-Adverse Impact Dilemma
    • Job Analysis and Competency Modeling
    • Komaki’s Call to Action
    • Future Prospects for the Selection and Assessment Field
    • References
• Appendix: Example Assessments Designed for Workplace Application
  • Construct Targeted
  • Position Targeted
  • Managerial and Leadership Targeted
  • Job Analysis Support
• Name Index
• Subject Index
• End User License Agreement

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