Saved in:
| Title: | Applied psychology in talent management |
|---|---|
| From: |
Wayne F. Cascio, University of Colorado Denver, Herman Aguinis, George Washington University
|
| Person: |
Cascio, Wayne F.
1946- Verfasser aut Aguinis, Herman 1966- |
| Main Authors: | , |
| Format: | Book |
| Language: | English |
| Published: |
Los Angeles ; London ; New Delhi ; Singapore ; Washington DC ; Melbourne
SAGE
[2019]
|
| Edition: | 8th edition |
| Subjects: | |
| Online Access: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030740299&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Item Description: | Frühere Auflagen unter dem Titel: Applied psychology in human resource management |
| Physical Description: | xxxi, 514, [83] Seiten Diagramme 26 cm |
| ISBN: | 9781506375915 |
Staff View
MARC
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Record in the Search Index
| _version_ | 1819337886292508672 |
|---|---|
| adam_text | BRIEF CONTENTS Preface to the 8th Edition xxi Acknowledgments xxix About the Authors xxx Chapter 1 · Organizations, Work, and Applied Psychology Chapter 2 · The Law and Talent Management 15 Chapter 3 · People, Decisions, and the Systems Approach 42 Chapter 4 · Criteria: Definitions, Measures, and Evaluation 56 Chapter 5 · Performance Appraisal and Management 80 Chapter 6 · Measuring and Interpreting Individual Differences 119 Chapter 7 · Validation and Use of Individual-Differences Measures 149 Chapter8 · Fairness in Employment Decisions 1 179 Chapter 9 · Analyzing Jobs and Work 209 Chapter 10 · Strategic Workforce Planning 236 Chapter 11 · Recruitment 256 Chapter 12 · Selection Methods 276 Chapter 13 · Managerial Selection Methods 311 Chapter 14 · Decision Making for Selection 346 Chapter 15 · Training and Development: Considerations in Design 377 Chapter 16 · Training and Development: Implementation and the Measurement of Outcomes 403 Chapter 17 · International Dimensions of Talent Management 432 Chapter 18 · Organizational Responsibility and Ethical Issues in Talent Management 452 Appendix A: Scientific and Legal Guidelines on Employee Selection Procedures—Checklists for Compliance 483
Appendix В: An Overview of Correlation andLinear Regression 504 Appendix C: DecisionTrees for Statistical Methods 512 References R-1 Author Index 1-1 Subject Index 1-17
DETAILED CONTENTS Preface to the 8th Edition xxi Acknowledgments xxix About the Authors xxx Chapter 1 · Organizations, Work, and Applied Psychology 1 The Pervasiveness of Organizations 1 Differences in Jobs Differences in Performance A Utopian Ideal Point of View 2 2 3 3 Personnel Psychology and Talent Management in Perspective Gtobatization of Product and Service Markets Impact on Jobs and the Psychotogicat Contract Effects of Technotogy on Organizations and Peopte Changes in the Structure and Design of Organizations Changing Rotes of Managers and Workers Changing Demographics Imptications for Organizations and Their Peopte Ptan of the Book Chapter 2 · The Law and Talent Management 3 4 5 6 7 7 9 10 12 15 The U.S. Legal System 16 Legat Systems Outside the United States 18 Unfair Discrimination: What Is It? 18 Legat Framework for Civil Rights Requirements 19 The U.S. Constitution—Thirteenth and Fourteenth Amendments Civit Rights Acts of 1866 and 1871 Equat Pay for Equat Work Regardtess of Sex 20 20 21 Equal Pay Act of 1963 Equal Pay for Jobs of Comparable Worth Equat Emptoyment Opportunity: Titte VII of the Civit Rights Act of 1964 Nondiscrimination on the Basis of Race, Color, Religion, Sex, or National Origin 21 21 22 22 Retaliation, and Employment Advertising Suspension of Government Contracts and Back-Pay Awards 22 23 Exemptions to Title VII Coverage Age Discrimination in Emptoyment Act of 1967 (as Amended in 19861 23 24 Immigration Reform and Controt Act of 1986 Americans with Disabitities Act of 1990 (as Amended in 2008І 25 25 Provisions of the ADA Enforcement of the
ADA 25 27
Civil· Rights Act of 1991 27 Monetary Damages and Jury Triats Adverse Impact ¡Unintentional Discriminationj Cases Protection in Foreign Countries 27 28 28 Racial Harassment Challenges to Consent Decrees Mixed-Motive Cases 28 28 28 Seniority Systems Race Norming 28 29 Extension to U.S. Senate and Appointed Officials FamiIy and Medical· Leave Act of 1993 Uniformed Services Employment and Reemployment Rights Act of 1994 Enforcement of the Laws—Regulatory Agencies State Fair Employment Practices Agencies Equal· Emptoyment Opportunity Commission The Comptaint Process Office of Federal Contract Compüance Programs Goals and Timetables EmpLoyment Case Law—General Principles Testing 29 29 30 30 30 30 31 31 31 32 32 Personal History Sex Discrimination Preventive Actions by EmpLoyers Age Discrimination “Engüsh Only” RuÍes—National· Origin Discrimination? Seniority 34 35 36 37 38 38 Preferential Setection 39 Chapter 3 · People, Decisions, and the Systems Approach 42 Costs and Consequences of Decisions—A Way of Thinking 42 Organizations as Systems 44 A Systems View of the Staffing Process 46 Optimizing Staffing Investments Optimizing Staffing Outcomes 46 48 A Systems View of the Broader Employment Process 48 Work Analysis Strategic Workforce Planning Recruitment 49 50 50 Initial Screening Selection Training and Development Performance Management Organizational· Exit 51 51 52 53 54 Chapter 4 · Criteria: Definitions, Measures, and Evaluation Definition 56 57 Job Performance as a Criterion 59 Dimensionality of Criteria 60 Static Dimensional·ity Dynamic or Temporal Dimensionality 60 62
Individual Dimensionaüty Challenges in Criterion Development Challenge #1: Job Performance (UnlReliability Challenge #2: Reliability of Job Performance Observation Challenge #3: Dimensionality of Job Performance Performance and Situational Characteristics 65 65 66 67 67 68 Environmental and Organizational Characteristics Environmental Safety 68 68 Lifespace Variables Job and Location 68 69 Extraindividual Differences and Sales Performance Leadership 69 69 Steps in Criterion Development 69 Evaluating Criteria 70 Relevance Sensitivity or Discriminability Practicality 70 70 71 Criterion Deficiency 71 Criterion Contamination 71 Bias Due to Knowledge of Predictor Information Bias Due to Group Membership Bias in Ratings Composite Criterion Versus Multiple Criteria Composite Criterion Multiple Criteria Differing Assumptions Resolving the Dilemma 72 73 73 73 73 74 74 75 Research Design and Criterion Theory 75 Distribution of Performance and Star Performers 77 Chapter 5 · Performance Appraisal and Management 80 Purposes Served Realities and Challenges of Performance Management Systems 81 82 Fundamental Requirements of Successful Performance Management Systems Benefits of State-of-the-Science Performance Management Systems 83 84 Who Shall Rate? 85 immediate Supervisor Peers Subordinates Self 85 86 87 88 Clients Served Appraising Performance: Individual Versus Group Tasks Putting It All Together: 360-Degree Systems 89 89 90 Agreement and Equivalence of Ratings Across Sources 91 Judgmental Biases in Rating 92 Leniency and Severity Central Tendency Halo 92 93 93
Types of Performance Measures 94 Objective Measures 94 Subjective Measures 94 Rating Systems: ReLative and Absolute 94 Retative Rating Systems (Employee Comparisons) 95 Rank Ordering Paired Comparisons Forced Distribution 95 95 96 Absolute Rating Systems Essays 96 96 Behavioral Checklists Forced-Choice System Critical Incidents Graphic Rating Scales Behaviorally Anchored Rating Scales Summary Comments on Rating Formats and Rating Process 96 97 98 98 100 101 Factors Affecting Subjective Appraisals 103 Evaluating the Performance of Teams 106 Rater Training 108 The Social, Emotional, and Interpersonal Context of Performance Managementsystems 110 Performance Feedback: Appraisal and Goal-Setting Interviews 112 Communicate Frequently 113 Get Training in Appraisal Judge Your Own Performance First Encourage Subordinate Preparation Use Priming lnformation Warm Up and Encourage Participation Judge Performance, Not Personality or Self-Concept Be Specific Be an Active Listener 113 114 114 114 114 115 115 115 Avoid Destructive Criticism and Threats to the Employee s Ego Set Mutually Agreeable and Formal Goals Continue to Communicate and Assess Progress Toward Goals Regularly Make Organizational Rewards Contingent on Performance 115 116 116 116 Chapter 6 · Measuring and Interpreting Individual Differences What Is Measurement? 119 120 Scales of Measurement 121 Nominal Scales Ordinal Scales Interval Scales Ratio Scales 121 121 122 123 Scales Used in Applied Psychological Measurement 124 Selecting and Creating the Right Measure 124 Steps forSelecting and Creating Measures Determining a
Measure s Purpose Defining the Attribute 125 125 125
Developing a Measure Plan 125 Writing items 125 Conducting a Pilot Study and Traditional Item Analysis 126 Conducting an Item Analysis Using Item Response Theory 126 Selecting Items 127 Determining Reliability and Gathering Evidence for Validity 127 Revising and Updating Items Setecting an Appropriate Measure: Test-Ctassification Methods 127 127 Content 127 Administration 128 Standardized and Nonstandardized Tests 129 Scoring Further Considerations in Setecting a Test 129 129 Reliability as Consistency 130 Estimation of Reliability 131 Test-Retest 131 Parattet (or Atternate) Forms Internat Consistency 132 133 Kuder-Richardson Reliability Estimates Split-Half Reliability Estimates 133 135 Stabitity and Equivatence Interrater Retiabitity Summary 136 137 138 Interpretation of Reliability 139 Range of Individua! Differences Difficutty of the Measurement Procedure Size and Representativeness of Sampte Standard Error of Measurement Scale Coarseness 139 139 139 140 141 Generalizability Theory 142 Interpreting the Results of Measurement Procedures 143 Looking to the Future: Anticipated Innovations in Applied Psychological Measurement 146 Chapter 7 · Validation and Use of Individual-Differences Measures Relationship Between Reliability and Validity 149 149 Evidence of Validity 151 Content-Related Evidence 152 Criterion-Related Evidence 155 Predictive Studies Concurrent Studies Requirements of Criterion Measures in Predictive and Concurrent Studies Factors Affecting the Size of Obtained Validity Coefficients 156 157 158 159 Range Enhancement 159 Range Restriction Position in the
Employment Process Form of the Predictor-Criterion Retationship Retesting 160 163 163 163
Construct-Related Evidence Construct Validation Process An Ittustration of Construct Vatidation Cross-Validation 164 164 167 167 Empiricat Cross-Vatidation Statistical· Cross-Vatidation 168 168 Comparison of Empirical· and Statistical Strategies 169 Gathering Validity Evidence When Local· Validation Is Not FeasibÍe 169 Synthetic VaLidity Test Transportability 169 170 Validity Generalization How to Conduct a VG Study 171 172 Refinements to VG Techniques Challenges in Conducting a VG Study Empirical Bayesian Analysis Application of Alternative Validation Strategies: Illustration Chapter 8 · Fairness in Employment Decisions Assessing Differential Validity Differential Validity and Adverse Impact Differential VaUdity: The Evidence Assessing Differential Prediction and Moderator Variables 173 Ш 176 177 179 180 181 184 185 Differential Prediction: The Evidence 187 Problems in Testing for Differential Prediction Using Meta-Analysis to Assess Differential Prediction Suggestions for Improving the Accuracy of Slope-Based Differential Prediction Assessment 188 189 Further Considerations Regarding Adverse Impact, Differential Validity, and Differential Prediction 192 194 Minimizing Adverse Impact Through Test-Score Banding 199 Fairness and the Interpersonal Context of Employment Testing 204 Fair Employment and Public Policy 205 Chapter 9 · Analyzing Jobs and Work 209 Definition, Professional Standards 210 Terminology Aligning Method With Purpose Choices 211 212 212 Defining the Job 213 Job Specifications 215 Reliability and Validity of Work Analysis Information 218 Obtaining
Information About Jobs and Work 219 Direct Observation and Job Performance 219 Interview SME Panels Questionnaires The Position Analysis Questionnaire 222 223 224 225
Fteishman Job AnaLysis Survey Criticat Incidents Other Sources of Job Information and Job AnaLysis Methods The Job AnaLysis Wizard Incorporating PersonaLity Dimensions Into Job AnaLysis Strategic or Future-Oriented Work AnaLyses Competency ModeLs Work Analysis for Star Performers Cognitive Task AnaLysis Occupational· Information—From the Dictionary of Occupational Titles to 0*NET® MultipLe Windows Common Language Taxonomies and Hierarchies of Occupational· Descriptors The 0*NET® Content Model Chapter 10 · Strategic Workforce Planning What Is Strategic Workforce Planning? 226 227 228 228 229 230 231 231 232 232 233 233 233 233 236 237 Strategic Business and Workforce Plans Levels of Planning The Strategic Planning Process 238 239 239 An Alternative Approach Payoffs From Strategic PLanning ReLationship of HR Strategy to Business Strategy 240 241 241 Talent Inventory Information Type Uses Forecasts of Workforce Supply and Demand 243 244 244 245 External Workforce Supply Internal· Workforce Supply From Predictable to Unpredictable Supplies of Labor Leadership-Succession Planning Chief Executive Officer ІСЕОІ Succession 245 244 244 247 248 Workforce Demand Pivotal Jobs Assessing Future Workforce Demand How Accurate Must Demand Forecasts Be? 249 24? 230 230 Integrating Supply and Demand Forecasts 251 Matching Forecast Results to Action Plans 252 Control and Evaluation 252 SampUng and Measuring Performance Identifying an Appropriate Strategy for Evaluation Responsibility for Workforce Planning 253 253 254 Chapter 11 · Recruitment 256 Recruitment PLanning 259 Internal Recruitment
External Recruitment 25? 24Ū
Staffing Requirements and Cost Analyses Source Analysis Operations External Sources for Recruiting Applicants Managing Recruiting Operations Measurement, Evaluation, and Control 262 263 265 265 267 270 Job Search From the Applicant s Perspective 271 Realistic Job Previews 273 Chapter 12 · Selection Methods Personal History Data 276 276 Weighted Application Blanks Biographical Information Blanks 277 278 Résumés Credit History 279 279 Response Distortion in Personal History Data Validity of Personal History Data Bias and Adverse Impact What Do Biodata Mean? 280 281 282 283 Recommendations and Reference Checks 284 Polygraph Tests 286 Honesty Tests 287 Evaluation of Training and Experience 290 Drug Screening 291 Computer-Based Screening 292 Employment Interviews 294 Response Distortion in the Interview Reliability and Validity Factors Affecting the Decision-Making Process 294 295 296 Sociai/lnterpersonai Factors 296 Cognitive Factors 299 Individual Differences 300 Effects of Structure 302 Summary of Evidence-Based Suggestions for Improving the Interview Process and Outcome The Future Is Now: Technology and Big Data 304 305 Social Media Mobile and Web-Based Selection 306 307 Computer Scoring of Text Remote Interviewing 307 308 Virtual Reality Technology 309 Chapter 13 · Managerial Selection Methods Criteria of Managerial Success Global Criterion Measures The Importance of Context Instruments of Prediction 311 312 312 313 314
Cognitive Ability Tests 314 Controversial Issues in the Use of Cognitive Ability Tests 315 A Recommendation to Address the Controversy Objective Personality Inventories 316 316 Why and When Does Personality Predict Performance? Response Distortion in Personality Inventories Strategies to Mitigate Response Distortion Leadership Ability Tests Motivation to Manage Personal History Data 317 319 320 321 323 325 Peer Assessment 325 Work Samples of Managerial Performance 326 Leaderless Group Discussion Reliability Validity Effects of Training and Experience The In-Basket Test The Business Game Situational Judgment Tests 328 328 328 329 329 330 331 Assessmentcenters Assessment Center: The Beginnings Level and Purpose of Assessment Duration and Size Assessors and Their Training Performance Feedback Reliability of the Assessment Process Validity Fairness and Adverse Impact Assessment Center Utility 333 1 333 334 335 335 337 337 338 340 340 Potential Problems 340 Combining Predictors 342 Chapter 14 · Decision Making for Selection 346 Personnel Selection in Perspective 346 Classical Approach to Personnel Selection 347 Efficiency of Linear Models in Job-Success Prediction 348 Unit Weighting Suppressor Variables 349 349 Data-Combination Strategies 350 Types of Strategies Effectiveness of Alternative Data-Combination Strategies 351 351 The Role of Subjective Judgment 352 Alternative Prediction Models 353 Multiple-Regression Approach Multiple-Cutoff Approach 353 354 Setting a Cutoff Angoff Method Expectancy Charts Multiple-Hurdle Approach 355 357 357 358
Extending the Ctassicat Vatidity Approach to Setection Decisions: Decision-Theory Approach 359 The Selection Ratio 360 The Base Rate Utility Considerations 361 362 Evaluation of the Decision-Theory Approach 362 Understanding Outcomes of Setection Decisions: Utitity Anatysis 364 The Naylor-Shine Model 364 The Brogden-Cronbach-Gleser Model Further Developments of the Brogden-Cronbach-deser Model 366 366 Alternative Methods of Estimating SDy 367 Integration of Selection Utility With Capital-Budgeting Models 369 Application of the Brogden-Cronbach-Gleser Model and the Need to Scrutinize Utility Estimates Top Scorers May Turn Down the Offer 370 371 There Is a Discrepancy Between Expected and Actual Performance Scores 371 Economic Factors Affect Utility Estimates 371 Top Management May Not Believe the Results Utility and Usefulness The Strategic Context of Personnel Selection Decisions Chapter 15 · Training and Development: Considerations in Design 372 373 374 377 Factors Driving the Increasing Demand for Workplace Training 377 Training and Development Activities: What Are They? 379 Training Design 380 Characteristics of Effective Training Additional Determinants of Effective Training Fundamental Requirements of Sound Training Practice 380 381 382 Defining What Is to Be Learned Interactions of Training and Development With Other Systems 384 384 Assessing Training Needs 385 Organization Analysis 386 Demographic Analysis 386 Operations Analysis 387 Individual Analysis 387 Rapid Prototyping 388 Specifying Training Objectives Creating an Optimal Environment forTraining and Learning
388 389 Team Training 390 Learning and Individual Differences 392 Trainability and Individual Differences 393 Principles That Enhance Learning 393 Goal Setting Behavior Modeling 393 395 Meaningfulness of the Material Practice 396 397 Active Practice 397 Overlearning 397
Length of the Practice Session Feedback Transfer of Training Chapter 16 · Training and Development: Implementation and the Measurement of Outcomes Categories of Training and Devefopment Methods 393 39g 400 403 404 Presentation Methods Hands-On Methods 404 404 Group-Building Methods Technology-Based Training Technique Selection 406 406 408 Measuring Training and Development Outcomes Why Measure Training Outcomes? Essential Elements of Measuring Training Outcomes Criteria Time 409 409 410 410 411 Types of Criteria 411 Levels of Criteria 412 Additional Considerations in Measuring Training Outcomes Strategies for Measuring Training Outcomes in Terms of Financial Impact An Illustration of Utility Analysis Why Not Hold All Training Programs Accountable Strictly in Economic Terms? Influencing Managerial Decisions With Program-Evaluation Data Classical Experimentat Designs Design A Design В Design C Design D Limitations of Experimental Designs Quasi-Experimental Designs Design Design Design Design E F G H 413 414 415 416 417 417 419 420 420 421 422 424 426 426 427 427 Statistical, Practical, and Theoretical Significance 429 Logical Analysis 429 Chapter 17 · International Dimensions of Talent Management Capitalism in the 21st Century Globalization and Culture 432 433 433 Vertical and Horizontal Individualism and Collectivism 434 Country-Level Cultural Differences 635 Theoretical and Methodological Developments in the Study of Culture 436 The Globalization of Psychological Measurement 437 Transporting Psychological Measures Across Cultures 437 Terminology 438
Identification of Potential for International Management and Cultural Competence 439 Selection for International Assignments 440 General Mental Ability Personality Characteristics and Expatriate Success Other Characteristics Related to Success in International Assignments 441 441 442 Cross-Cultural Training 443 Performance Management 446 Performance Criteria Who Shoutd Assess Expatriate Performance? Performance Feedback Repatriation 447 448 448 449 Planning 449 Career Management Compensation 450 450 Chapter 18 · Organizational Responsibility and Ethicallssues in Talent Management 452 Organizational Responsibility: Definition and General Framework 453 Organizational Responsibility: Benefits 456 Organizational Responsibility: Implementation and the Role of Human Resource Management Research and Practice 457 Employee Privacy 461 Safeguarding Employee Privacy 463 Fair Information Practice in the Information Age 464 Employee Searches and Other Workplace Investigations 465 Testing and Evaluation 466 Obligations to One s Profession 467 Obligations to Those Who Are Evaluated Obligations to Employers Individual Differences Serving as Antecedents of Ethical Behavior 469 470 471 Ethical Issues in Organizational Research Ethical Issues at the Research-Planning Stage Ethicat Issues in Recruiting and Selecting Research Participants Ethical Issues in Conducting Research: Protecting Research Participants Rights Ethical Issues in Reporting Research Results Strategies for Addressing Ethical Issues in Organizational Research Science, Advocacy, and Values in Organizational Research 472 473
473 474 476 478 480 Appendix A: Scientific and Legal Guidelines on Employee Selection Procedures— Checklists for Compliance 483 Scientific Guidelines—Summary Checklist Premise Sources of Validity Evidence Planning the Validation Effort and Analysis of Work Criterion-Related Evidence of Validity Feasibility Criterion Development 483 483 483 483 484 484 484
Choice of Predictors 485 Choice of Participants 485 Data Analysis for Criterion-Related Validity 485 Evidence for VaLidity Based on Content 486 Evidence of Vatidity Based on Internat Structure Generatizing Validity Evidence Fairness and Bias 487 487 488 Operationat Considerations 489 initiating a Validation Effort 489 Selecting Assessment Procedures for the Validation Effort 490 Selecting the Validation Strategy 490 Selecting Criterion Measures 490 Data Collection 490 Data Analyses 491 Communicating the Effectiveness of Selection Procedures Appropriate Use of Setection Procedures Technical· Vatidation Report Administration Guide Other Circumstances Regarding the Validation Effort and Use of Setection Procedures Legat Guidetines on EmpLoyee Setection Procedures 1. Adverse Impact 491 491 492 492 494 494 494 A. Records Relating to Adverse Impact 494 B. Special Record-Keeping Provisions 495 C. Four-Fifths Rule 495 D. Adverse Impact When User Meets Four-Fifths Rule 495 E. Qualifying Circumstances Relating to Adverse impact 2. Vatidation 495 496 A. General Information Regarding Validity 496 B. Identifying information 496 C. Job Analysis 496 D. Professional Control 497 3. Criterion-Retated Vatidity 497 A. Sample 497 B. Criterion Measures 497 C. Fairness of Criterion Measures 498 D. Results 498 E Corrections and Categorization 499 F. Concurrent Validity 499 G. Prediction of Performance on Higher-Level Jobs 499 H. Fairness 4. Content Vatidity 499 500 A. Relevance of a Content Validity Strategy 500 B. Relation Between Selection Procedure and Work Behaviors 500 C. Knowledge, Skills,
and Abilities D. Adequacy of Simulation 500 500 E. Training 501 5. Construct Vatidity 501 6. Vatidity Generatization 7. Apptication 501 502
A. Use of Selection Procedures 502 B. Test Administration 502 C. Selection Decisions 502 D. Reduction of Adverse Impact 503 E. Currency, Interim Use 503 Appendix B: An Overview of Correlation and Linear Regression The Concept of Correlation 504 504 The Concept of Regression 505 Making Predictions Based on Multiple Predictors 508 Predictive Accuracy of Multiple Regression 510 Appendix C: Decision Trees for Statistical Methods 512 References R-1 Author Index И Subject Index 1-17
|
| any_adam_object | 1 |
| author | Cascio, Wayne F. 1946- Aguinis, Herman 1966- |
| author_GND | (DE-588)131570870 (DE-588)131831356 |
| author_facet | Cascio, Wayne F. 1946- Aguinis, Herman 1966- |
| author_role | aut aut |
| author_sort | Cascio, Wayne F. 1946- |
| author_variant | w f c wf wfc h a ha |
| building | Verbundindex |
| bvnumber | BV045353667 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5549 |
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| callnumber-search | HF5549 |
| callnumber-sort | HF 45549 |
| callnumber-subject | HF - Commerce |
| classification_rvk | QV 578 |
| ctrlnum | (OCoLC)1026407121 (DE-599)GBV101274664X |
| discipline | Wirtschaftswissenschaften |
| edition | 8th edition |
| format | Book |
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| id | DE-604.BV045353667 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T18:24:54Z |
| institution | BVB |
| isbn | 9781506375915 |
| language | English |
| lccn | 2018002749 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-030740299 |
| oclc_num | 1026407121 |
| open_access_boolean | |
| owner | DE-1050 DE-473 DE-BY-UBG |
| owner_facet | DE-1050 DE-473 DE-BY-UBG |
| physical | xxxi, 514, [83] Seiten Diagramme 26 cm |
| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | SAGE |
| record_format | marc |
| spellingShingle | Cascio, Wayne F. 1946- Aguinis, Herman 1966- Applied psychology in talent management Personnel management Psychology, Industrial Psychologie (DE-588)4047704-6 gnd Humanvermögen (DE-588)4240300-5 gnd Personalentwicklung (DE-588)4121465-1 gnd |
| subject_GND | (DE-588)4047704-6 (DE-588)4240300-5 (DE-588)4121465-1 |
| title | Applied psychology in talent management |
| title_auth | Applied psychology in talent management |
| title_exact_search | Applied psychology in talent management |
| title_full | Applied psychology in talent management Wayne F. Cascio, University of Colorado Denver, Herman Aguinis, George Washington University |
| title_fullStr | Applied psychology in talent management Wayne F. Cascio, University of Colorado Denver, Herman Aguinis, George Washington University |
| title_full_unstemmed | Applied psychology in talent management Wayne F. Cascio, University of Colorado Denver, Herman Aguinis, George Washington University |
| title_short | Applied psychology in talent management |
| title_sort | applied psychology in talent management |
| topic | Personnel management Psychology, Industrial Psychologie (DE-588)4047704-6 gnd Humanvermögen (DE-588)4240300-5 gnd Personalentwicklung (DE-588)4121465-1 gnd |
| topic_facet | Personnel management Psychology, Industrial Psychologie Humanvermögen Personalentwicklung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030740299&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT casciowaynef appliedpsychologyintalentmanagement AT aguinisherman appliedpsychologyintalentmanagement |