Assessment, Measurement, and Prediction for Personnel Decisions

Assessment, Measurement, and Prediction for Personnel Decisions

Assessment, Measurement, and Prediction for Personnel Decisions

Assessment, Measurement, and Prediction for Personnel Decisions

Synopsis

Robert Guion's best seller is now available in this new second edition. This noted book offers a comprehensive and practical view of assessment -based personnel decisions not available elsewhere in a single source. This edition more frankly evaluates the current research and practice and presents challenges that will change the basic thinking about staffing systems.

This new edition suggests new directions for research and practice, includes emphasis on modern computers and technology useful in assessment, and pays more attention to prediction of individual growth and globalization challenges in the assessment process. The book will be of interest to faculty and students in Industrial Organizational psychology, human resource management and business. IO psychologists in private business and public sector organizations who have responsibilities for staffing and an interest in measurement and statistics will find this book useful.

Excerpt

This is my third book on the topic of using assessments in the selection of employees. The first, published in 1965, was (looking back) pretty much limited to what is now called classical test theory and descriptions of tests and inventories developed in that tradition and mostly available from test publishers. The second effort, the 1998 edition of the present book, abandoned the test descriptions and offered in their place descriptions of what I called “modern test theory” as extensions of or replacements for traditional or “classical” psychometric theory and practice. It also was strongly influenced by my experiences in various phases of the aftermath of the passage of the Civil Rights Act of 1964—at least of its Title VII dealing with discriminatory employment matters. It included my personal recollection of participation in drafting regulatory documents and interpretations of major court decisions. The third effort—this one—continues to include developments in psychometric theories unimagined in 1965. Discussions of these developments may represent more mature and less wide-eyed points of view (it’s high time I got more mature, in view of the time span covered by these books). Between these two editions, another one (shorter and somewhat simplified for undergraduate audiences) was instigated by Scott Highhouse as an abridgement of the 1998 edition. In joining him in that effort, I learned a great deal about the growing literature during the distractions in the early years of my retirement. And what Scott quietly taught me instigated the return to updating what I have called “the BIG book.” Here it is.

I have written this one with three different audiences in mind. One consists of students. After all, this is a textbook. It is a book, and it is filled with text, so it is a textbook—and textbooks are for students. The students I have in mind are primarily graduate students in industrial and organizational (I-O) psychology. Others might be graduate students in human resource management. I would be happy if some undergraduate students found it useful for independent study of some sections. I expect that students in any of these categories, whether in classes or independent study, would have their reading enriched by the knowledge and experience of their classroom teachers or supervising professors.

Another audience is smaller but very important to me. It consists of people educated in other fields or specialties but who now, by choice or by circumstances, are relatively new I-O psychologists with specialties in organizational staffing. I have kept these people in mind throughout the time I’ve been writing for this edition. I have become increasingly aware that this small group is becoming larger. These are bright, well-educated people, and many of them can take the field of personnel assessment in new and broader directions simply by adding psychometrics and decision making to their existing knowledge and experience. I hope this book will help them acquire the factual and theoretical information they need.

This second kind of audience is not an entirely new creation. When I entered graduate school in the 1940s, most of the leaders of the field had received their degrees in other . . .

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