The Psychology of Personnel Selection by Chamorro-Premuzic, Tomas -- Read -- Imperial Library of Trantor

Index

Half-title Title Copyright Dedication Contents Boxes Figures Tables Prologue and acknowledgements Part 1 Methods of personnel selection

1 Early, unscientific methods

1.1 Introduction 1.2 Graphology

1.2.1 Scientific evidence for graphology 1.2.2 Graphology and job performance

1.3 Physiognomy and body build 1.4 Assessing physiognomy 1.5 Phrenology

1.5.1 Appraising phrenology

1.6 Psychognomy, characterology and chiromancy 1.7 Astrology 1.8 Other projective tests 1.9 The Barnum effect 1.10 Accepting feedback 1.11 Summary and conclusion

2 The interview

2.1 Introduction 2.2 Basic guidelines for a good selection interview 2.3 Description, types and functions of the interview 2.4 Structured vs unstructured interviews 2.5 The cognitive basis of interviews 2.6 The psychometrics of interviews 2.7 The 'acceptability of interviews’ 2.8 Fairness, bias and the law 2.9 Interviewing skills 2.10 Summary and conclusion

3 Letters of recommendation

3.1 Introduction 3.2 Structured vs unstructured references 3.3 Reliability of references 3.4 Validity of references 3.5 How to improve the validity of references 3.6 Popularity of references: an evolutionary perspective 3.7 Conclusion

4 Biodata

4.1 Introduction 4.2 Scoring of biodata 4.3 Verifiability of biodata and faking 4.4 Validity of biodata 4.5 Structure of biodata 4.6 Summary and conclusions

5 Situational judgement tests and GPA

5.1 Situational judgement tests 5.2 Validity of SJTs 5.3 What do SJTs actually measure? 5.4 Academic performance and general grade-point average (GPA) 5.5 GPA: a poor predictor of success in the real world? 5.6 Why does GPA predict occupational outcomes? 5.7 Summary and conclusions

Part 2 Constructs for personnel selection

6 General mental ability

6.1 Introduction: what is intelligence? 6.2 A brief history of GMA and Raven's Progressive Matrices 6.3 A brief history of IQ and the Wonderlic Personnel Test 6.4 Like no other: the predictive power of GMA 6.5 GMA in the UK 6.6 GMA in Europe 6.7 Longitudinal evidence 6.8 Why, then, is IQ so unpopular? 6.9 The inconvenient effects of the 'triple g’: general, genetic and group differences 6.10 Searching for mediators: GMA predicts job performance and training, but why? 6.11 GMA and counterproductive work behaviours 6.12 Retesting, practice and coaching effects 6.13 Summary and conclusions Notes

7 Personality traits

7.1 Introduction 7.2 What are personality traits? 7.3 The Big Five: emergence of the five-factor model 7.4 Validity of personality traits as predictors of job and training performance 7.5 Personality in the European Community 7.6 Conscientiousness: the most important personality predictor of work outcomes 7.7 Neuroticism: it helps if you are calm 7.8 Extraversion: positive, sociable people-people 7.9 Agreeableness: getting along, caring and sharing 7.10 Openness: intellectual, imaginative, artistic jobs 7.11 It's not all about performance: validity of the Big Five as predictors of job satisfaction 7.12 Criticisms to the Big Five (and personality inventories in general) 7.13 Faking 7.14 How to overcome the problem of faking 7.15 Low validity 7.16 Specific criteria 7.17 Integrity inventories 7.18 Criticisms of integrity inventories 7.19 Emotional intelligence (EI) 7.20 What is EI? 7.21 EI: the personality construct 7.22 Reliability of EI 7.23 Validity of EI 7.24 Self-efficacy 7.25 Core self-evaluations 7.26 Moving beyond traits: the person--environment fit 7.27 Summary and conclusions Notes

8 Creativity

8.1 Introduction 8.2 Definitions and conceptualisations of creativity 8.3 Creative people 8.4 Creative processes 8.5 Creative work environments: the press approach to creativity 8.6 Creative products 8.7 Assessing and measuring creativity 8.8 Summary and conclusions Note

9 Leadership

9.1 Introduction 9.2 The trait approach to leadership 9.3 Perceptions of leadership 9.4 Contingency and the situational determinants of leadership 9.5 Rebirth of the trait approach 9.6 Leadership styles: behavioural approaches to leadership 9.7 Charismatic leadership 9.8 Transformational leadership: leaders as mentors 9.9 Personality of transformational leaders 9.10 Transactional leadership: controlling rather than inspiring 9.11 Leadership and gender 9.12 Summary and conclusions

10 Talent

10.1 Introduction 10.2 Business reports 10.3 The psychology of giftedness 10.4 The psychology of high-flyers 10.5 The Icarus syndrome and talent derailment 10.6 Practical implications 10.7 Summary and conclusions

References Index