The Handbook of Employee Selection summarizes the state of science and practice in the field of employee selection. Chapters in this book cover issues associated with measurement such as validity and reliability as well as practical concerns around the development of appropriate selection procedures and implementation of selection programs. Several chapters discuss the measurement of various constructs commonly used as predictors, and other chapters confront criterion measures that are used in test validation. Ethical and legal concerns are dealt with in another set of chapters and highlight the concerns of the employer as well as the test taker and the psychologist responsible for the testing program. Final sections of the book include chapters that focus on testing for certain types of jobs (e.g., blue collar jobs, supervisory jobs) and describe important milestones in the development of selection programs.
"SIOP emphasizes the scientist-practitioner model. Who exemplifies this model more in the field of selection than Drs Farr and Tippins? The new Alliance of Organizational Psychology includes EAWOP, Division 1 of IAAP, and SIOP members . This book includes the perspectives of authors with a global view of selection. There is simply no more authoritative text on the planet than this one for members of the Alliance." - Gary Latham, Secretary of State Professor of Organizational Psychology, Rotman School of Management, University of Toronto, and Past President of the Canadian Psychological Association and the Society for Industrial-Organizational Psychology
"Farr and Tippins have assembled an impressive line-up of leading scholars in the field to present a comprehensive and up-to-date treatment of employee selection. Broad in scope and rich in content, the Handbook of Employee Selection offers an evidence-based perspective on the design, implementation, and evaluation of selection systems in organizational contexts. The handbook also offers an in-depth treatment of criterion development, important legal and ethical issues in employee selection, and an in-depth discussion of the unique selection associated with various organizational contexts, including the military, blue collar occupations, and multinational corporations. This book is a must-read for practitioners and academics alike, and is positioned to have a major impact on the field of employee selection." - Lillian T. Eby, Professor of Psychology, Associate Editor, Personnel Psychology, University of Georgia, USA
"James L. Farr and Nancy T. Tippins have produced a ‘must have’ Handbook on employee selection for anybody engaged in the selection and recruitment of talent at work, and for all students and academics in HR and personnel/occupational psychology. It contains most of the international leading lights in the field. It not only includes the state of the art research in this arena, but also how this can be translated into effective practice. A book shelf in HR is not complete without this volume." - Cary L. Cooper, CBE, distinguished professor of organizational psychology and health at Lancaster University Management School, UK
"Farr and Tippins’ Handbook of Employee Selection is an impressive compilation of chapters written by leaders in the field covering a) psychometric issues b)design, implementation, and evaluation issues, and c) historical and legal contexts relating to selection of employees in organizations. Chapters are, at the same time, sophisticated and readable. They summarize the state of the science and practice to date, and provide signposts to the future of employee selection. Many of the handbook’s chapters will be citation classics well into the 21st century. It’s on my bookshelf and should be on yours too!" - Charles E. Lance, Associate Editor, Organizational Research Methods, University of Georgia, USA
"Farr and Tippins have assembled the definitive who’s who in employee selection." -Milton D. Hakel, Bowling Green State University, USA
J.L. Farr, N.T. Tippins, Employee Selection in Work Organizations: Introduction and Overview. Part 1. Foundations of Psychological Measurement and Evaluation Applied to Employee Selection. D.J. Putka, P.R. Sackett, Reliability and Validity. N. Schmitt, J. Arnold, L. Nieminen, Validation Strategies for Primary Studies. K. Pearlman, J. Sanchez, Work Analysis. J.F. Kehoe, K.R. Murphy, Making Decisions about Selection Procedures: Validity, Validation, and Generalizability. Part 2. Implementation and Management of Employee Selection Systems in Work Organizations. A.M. Ryan, T. Delany, Attracting Job Candidates to Organizations. J.W. Johnson, F.L. Oswald, Test Administration and the Use of Test Scores. D. Reynolds, D. Dickter, Technology and Employee Selection. R.E. Ployhart, J.A. Weekley, Strategy, Selection and Sustained Competitive Advantage. J.F. Kehoe, S.T. Mol, N. Anderson, Managing Sustainable Selection Programs. W.F. Cascio, L. Fogli, The Business Value of Employee Selection. Part 3. Predictor Constructs in Employee Selection. Part 3A. Categories of Individual Difference Constructs. D.S. Ones, S. Dilchert, C. Viswesvaran, J.F. Salgado, Cognitive Abilities. D.L. Gebhardt, T.A. Baker, Physical Performance Tests. L. Hough, S. Dilchert, Personality. D. Chan, Values, Styles, and Motivational Constructs. F. Lievens, D. Chan, Practical Intelligence, Emotional Intelligence, and Social Intelligence. Part 3B. Assessing Work-Related Predictor Constructs. N. Tippins, J. Papinchock, E. Solberg, Decisions in Developing and Selecting Assessment Tools. R.S. Wunder, L.L. Thomas, Z. Luo, Scoring and Administering Assessments. M.J. Zickar, J.M. Cortina, N.T. Carter, Evaluation of Measures: Sources of Error, Sufficiency, and Contamination. M. London, L.A. McFarland, Assessment Feedback. Part 4. Criterion Constructs in Employee Selection. W.C. Borman, R.H. Bryant, J. Dorio, The Measurement of Task Performance as Criteria in Selection Research. D. Dorsey, J.M. Cortina, J. Luchman, Adaptive and Citizenship-Related Behaviors at Work. M. Rotundo, P.E. Spector, Counterproductive Work Behavior and Withdrawal. E.D. Pulakos, R.S. O’Leary, Defining and Measuring Results of Workplace Behavior. L.E. Tetrick, P.L. Perrewe, M. Griffin, Employee Work-Related Health, Stress, and Safety. J.N. Cleveland, A.J. Colella, WhoDdefines Performance, Contribution, and Value? Part 5. Legal and Ethical Issues in Employee Selection. J. Lefkowitz, R.L. Lowman, Ethics of Employee Selection. R. Jeanneret, S. Zedeck, Professional Guidelines/Standards. F.J. Landy, A. Gutman, J.L. Outtz, A Sampler of Legal Principles in Employment Selection. P.R. Sackett, W. Shen, B. Myors, Perspectives from Twenty-Two Countries on the Legal Environment for Selection. Part 6. Employee Selection in Specific Organizational Contexts. W.S. Sellman, D.H. Born, W.J. Strickland, J.J. Ross, Selection and Classification in the U.S. Military. R. Jacobs, D. Denning, Public Sector Employment. S.C. Erker, C.J. Cosentino, K.B. Tamanini, Selection Methods and Desired Outcomes: Integrating Assessment Content and Technology to Improve Entry- and Mid-Level Leadership Performance. W.J. Campbell, R. A. Ramos, Blue-collar selection in private sector organizations. J. Hausknecht, A. Langevin, Selection for Service and Sales Jobs. P. Caligiuri, K.B. Paul, Selection in Multinational Organizations. S. Mohammed, J. Cannon-Bowers, S.C. Foo, Selection for Team Membership: A Contingency and Multilevel Perspective. G. Thornton, G. Hollenbeck, S. Johnson, Leadership and Executive Selection/High Potentials. Part 7. Milestones in Employee Selection. A. Howard, The Management Progress Study and Its Legacy for Selection. D. Knapp, J.P. Campbell, Project A: 12 Years of R & D. N. Peterson, C. Sager, The Dictionary of Occupational Titles and the Occupational Information Network. L.R. James, H.H. McIntyre, Situational Specificity and Validity Generalization. J.F. Salgado, U. Hulsheger, N. Anderson, European Milestones in Employee Selection. Epilogue: R.M. Guion, Employee Selection: Contemporary Status and Musings about Its Future.