Cover -- 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.

An engaging and thought-provoking textbook which introduces and reviews the main methods and constructs used to assess people at work.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.