Applied psychology in human resource management:
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Boston [u.a.]
Pearson/Prentice Hall
2011
|
| Ausgabe: | 7. ed., international ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018858806&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | Includes bibliographical references and index |
| Umfang: | XX, 531 S. Ill., graph. Darst. |
| ISBN: | 9780135125663 0135125669 |
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| 245 | 1 | 0 | |a Applied psychology in human resource management |c Wayne F. Cascio ; Herman Aguinis |
| 250 | |a 7. ed., international ed. | ||
| 264 | 1 | |a Boston [u.a.] |b Pearson/Prentice Hall |c 2011 | |
| 300 | |a XX, 531 S. |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1819339971807412224 |
|---|---|
| adam_text | CONTENTS
Preface
xvii
Chapter
1
Organizations, Work, and Applied Psychology
1
At a Glance
1
The Pervasiveness of Organizations
1
Differences in Jobs
2
Differences in Performance
2
A Utopian Ideal
3
Point of View
3
Personnel Psychology in Perspective
3
The Changing Nature of Product and Service Markets
5
Effects of Technology on Organizations and People
б
Changes in the Structure and Design of Organizations
6
The Changing Role of the Manager
7
The Empowered Worker
—
No Passing Fad
8
Implications for Organizations and Their People
9
Plan of the Book
10
■
Evidence-Based Implications for Practice
12
Discussion Questions
12
Chapter
2
The Law and Human Resource Management
13
At a Glance
13
The Legal System
14
Unfair Discrimination: What Is It?
16
Legal Framework for Civil Rights Requirements
17
The U.S. Constitution—Thirteenth and Fourteenth Amendments
18
The Civil Rights Acts of
1866
and
1871 18
Equal Pay for Equal Work Regardless of Sex
18
Equal Pay Act of
1963 18
Equal Pay for Jobs of Comparable Worth
19
Equal Employment Opportunity
19
Title
VII
of the Civil Rights Act of
1964 19
Nondiscrimination on the Basis of Race,
Color, Religion, Sex, or National Origin
20
Apprenticeship Programs, Retaliation, and Employment
Advertising
20
Suspension of Government Contracts and Back-Pay Awards
21
Bona Fide
Occupational Qualifications
21
Seniority Systems
21
Preemployment Inquiries
21
Testing
21
iii
iv Contents
Preferential Treatment
21
Veterans Preference Rights
21
National Security
22
Age Discrimination in Employment Act of
1967 22
The Immigration Reform and Control Act of
1986 23
The Americans with Disabilities Act (ADA) of
1990 23
Enforcement
24
The Civil Rights Act of
1991 25
Monetary Damages and Jury Trials
25
Adverse Impact (Unintentional Discrimination) Cases
25
Protection in Foreign Countries
25
Racial Harassment
26
Challenges to Consent Decrees
26
Mixed-Motive Cases
26
Seniority Systems
26
Race-Norming and Affirmative Action
26
Extension to U.S. Senate and Appointed Officials
26
The Family and Medical Leave Act of
1993 26
Executive Orders
11246, 11375,
and
11478 27
Enforcement of Executive Orders
27
The Rehabilitation Act of
1973 28
The Vietnam Era Veterans Readjustment Act of
1974 28
Uniformed Services Employment and Reemployment
Rights Act of
1994 28
Enforcement of the Laws
—
Regulatory Agencies
28
State Fair Employment-Practices Commissions
28
Equal Employment Opportunity Commission
28
The Complaint Process
29
Office of Federal Contract Compliance
Programs
29
Goals and Timetables
30
Employment Case Law
—
General Principles
30
Testing
30
Personal History
32
Sex Discrimination
32
Preventive Actions by Employers
34
Age Discrimination
34
English Only Rules
—
National Origin Discrimination?
35
Seniority
35
Preferential Selection
36
■
Evidence-Based Implications for Practice
37
Discussion Questions
38
Contents
Chapter
3
People, Decisions, and the Systems Approach
39
At a Glance
39
Utility Theory
—
A Way of Thinking
39
Organizations as Systems
41
A Systems View of the Employment Process
43
Job Analysis and Job Evaluation
43
Workforce Planning
45
Recruitment
45
Initial Screening
46
Selection
46
Training and Development
47
Performance Management
48
Organizational Exit
48
■
Evidence-Based Implications for Practice
49
Discussion Questions
50
Chapter
4
Criteria: Concepts, Measurement, and Evaluation
51
At a Glance
51
Definition
52
Job Performance as a Criterion
54
Dimensionality of Criteria
54
Static Dimensionality
54
Dynamic or Temporal Dimensionality
56
Individual Dimensionality
58
Challenges in Criterion Development
59
Challenge
#1 :
Job Performance (Un)Reliability
59
Challenge
#2:
Job Performance Observation
60
Challenge
#3:
Dimensionality of Job Performance
61
Performance and Situational Characteristics
61
Environmental and Organizational Characteristics
62
Environmental Safety
62
Lifespace
Variables
62
Job and Location
62
Extraindividual Differences and Sales Performance
63
Leadership
63
Steps in Criterion Development
63
Evaluating Criteria
63
Relevance
64
Sensitivity or Discriminability
64
Practicality
64
Criterion Deficiency
65
Criterion Contamination
65
Bias Due to Knowledge of Predictor Information
66
vi
Contents
Bias Due to
Group
Membership
66
Bias in Ratings
66
Criterion Equivalence
67
Composite Criterion Versus Multiple Criteria
67
Composite Criterion
67
Multiple Criteria
68
Differing Assumptions
68
Resolving the Dilemma
69
Research Design and Criterion Theory
69
■
Evidence-Based Implications for Practice
71
Discussion Questions
72
Chapter
5
Performance Management
73
At a Glance
73
Purposes Served
74
Realities of Performance Management Systems
75
Barriers to Implementing Effective Performance
Management Systems
75
Organizational Barriers
75
Political Barriers
76
Interpersonal Barriers
76
Fundamental Requirements of Successful Performance
Management Systems
76
Behavioral Basis for Performance Appraisal
77
Who Shall Rate?
79
Immediate Supervisor
79
Peers
79
Subordinates
80
Self
81
Clients Served
82
Appraising Performance: Individual Versus Group Tasks
82
Agreement and Equivalence of Ratings Across Sources
83
Judgmental Biases in Rating
85
Leniency and Severity
85
Central Tendency
86
Halo
86
Types of Performance Measures
87
Objective Measures
87
Subjective Measures
87
Rating Systems: Relative and Absolute
88
Relative Rating Systems (Employee Comparisons)
88
Absolute Rating Systems
89
Summary Comments on Rating Formats and Rating Process
95
Contents
vii
Factors Affecting Subjective Appraisals
96
Evaluating the Performance of Teams
99
Rater Training
101
The Social and Interpersonal Context of Performance
Managementsystems 102
Performance Feedback: Appraisal and Goal-Setting Interviews
104
Communicate Frequently
105
Get Training in Appraisal
105
Judge Your Own Performance First
105
Encourage Subordinate Preparation
106
Use Priming Information
106
Warm Up and Encourage Participation
106
Judge Performance, Not Personality or Self-Concept
106
Be Specific
106
Be an Active Listener
107
Avoid Destructive Criticism and Threats
to the Employee s Ego
107
Set Mutually Agreeable and Formal Goals
107
Continue to Communicate and Assess Progress
Toward Goals Regularly
108
Make Organizational Rewards Contingent on Performance
108
■
Evidence-Based Implications for Practice
108
Discussion Questions
109
Chapter
6
Measuring and Interpreting Individual Differences
110
At a Glance
110
What Is Measurement?
111
Scales of Measurement
111
Nominal Scales
112
Ordinal Scales
112
Interval Scales
113
Ratio Scales
114
Scales Used in Psychological Measurement
114
Consideration of Social Utility in the Evaluation
of Psychological Measurement
115
Selecting and Creating the Right Measure
115
Steps for Selecting and Creating Tests
116
Selecting an Appropriate Test: Test-Classification Methods
118
Further Considerations in Selecting a Test
120
Reliability as Consistency
121
Estimation of Reliability
121
Test-Retest
122
Parallel (or Alternate) Forms
123
viii Contents
Internal Consistency
124
Stability and Equivalence
127
Interrater
Reliability
128
Summary
129
Interpretation of Reliability
130
Range of Individual Differences
130
Difficulty of the Measurement Procedure
131
Size and Representativeness of Sample
131
Standard Error of Measurement
131
Sea le Coa rseness
132
Generalizability Theory
134
Interpreting the Results of Measurement Procedures
135
■
Evidence-Based Implications for Practice
138
Discussion Questions
138
Chapter
7
Validation and Use of Individual-Differences
Measures
139
At a Glance
139
Relationship between Reliability and Validity
139
Evidence of Validity
141
Content-Related Evidence
142
Criterion-Related Evidence
145
Predictive Studies
146
Concurrent Studies
148
Requirements of Criterion Measures in Predictive
and Concurrent Studies
149
Factors Affecting the Size of Obtained Validity
Coefficients
149
Range Enhancement
149
Range Restriction
150
Position in the Employment Process
153
Form of the Predictor-Criterion Relationship
153
Construct-Related Evidence
153
Illustration
156
Cross-Validation
157
Gathering Validity Evidence When Local Validation
Is Not Feasible
158
Synthetic Validity
159
Test Transportability
159
Validity Generalization
160
Empirical
Bayes
Analysis
165
Application of Alternative Validation Strategies:
Illustration
165
■
Evidence-Based Implications for Practice
166
Discussion Questions
166
Contents ix
Chapter
8
Fairness in Employment Decisions
167
At a Glance
167
Assessing Differential Validity
168
Differential Validity and Adverse Impact
169
Differential Validity: The Evidence
173
Assessing Differential Prediction and Moderator
Variables
174
Differential Prediction: The Evidence
176
Problems in Testing for Differential Prediction
177
Suggestions for Improving the Accuracy of Slope-based
Differential Prediction Assessment
179
Further Considerations Regarding Adverse Impact, Differential
Validity, and Differential Prediction
180
Minimizing Adverse Impact Through Test-Score
Banding
184
Fairness and the Interpersonal Context
of Employment Testing
189
Fair Employment and Public Policy
190
■
Evidence-Based Implications for Practice
191
Discussion Questions
192
Chapter
9
Analyzing Jobs and Work
193
At a Glance
193
Terminology
195
Aligning Method with Purpose
196
Choices
196
Defining the Job
197
Job Specif ¡cations
197
Establishing Minimum Qualifications
199
Reliability and Validity of Job-Analysis Information
200
Obtaining Job Information
201
Direct Observation and Job Performance
202
Interview
205
SME
Panels
205
Questionnaires
206
The Position Analysis Questionnaire
206
Fleishman Job Analysis Survey (F-JAS)
208
Critical Incidents
209
Other Sources of Job Information and Job-Analysis
Methods
210
The Job Analysis Wizard
211
Incorporating Personality Dimensions into Job Analysis
211
Strategic or Future-Oriented Job Analyses
212
Competency Models
213
Contents
Interrelationships among Jobs, Occupational Groups,
and Business Segments
213
Occupational Information
—
From the Dictionary
of Occupational Titles to the O*Net
214
■
Evidence-Based Implications for Practice
216
Discussion Questions
216
Chapter
10
Strategic Workforce Planning
217
At a Glance
217
What Is Workforce Planning?
218
Strategic Business and Workforce Plans
219
An Alternative Approach
220
Payoffs from Strategic Planning
221
Relationship of HR Strategy to Business Strategy
222
Talent Inventory
224
Information Type
224
Uses
225
Forecasting Workforce Supply and Demand
225
External Workforce Supply
225
Internal Workforce Supply
226
Leadership-Succession Planning
226
Chief Executive Officer (CEO) Succession
228
Workforce Demand
229
Pivotal Jobs
229
Assessing Future Workforce Demand
230
How Accurate Must Demand Forecasts Be?
230
Integrating Supply and Demand Forecasts
230
Matching Forecast Results to Action Plans
230
Control and Evaluation
232
Monitoring Performance
232
Identifying an Appropriate Strategy for Evaluation
233
Responsibility for Workforce Planning
233
■
Evidence-Based Implications for Practice
234
Discussion Questions
234
Chapter
11
Recruitment
235
At a Glance
235
Recruitment Planning
237
Staffing Requirements and Cost Analyses
239
Source Analysis
241
Operations
242
External Sources for Recruiting Applicants
242
Managing Recruiting Operations
245
Contents xi
Measurement,
Evaluation,
and Control
247
Job Search from the Applicant s Perspective
248
Realistic Job Previews
249
■
Evidence-Based Implications for Practice
252
Discussion Questions
252
Chapter
12
Selection Methods: Part I
253
At a Glance
253
Recommendations and Reference Checks
253
Personal History Data
255
Weighted Application Blanks (WABs)
256
Biographical Information Blanks (BIBs)
256
Response Distortion in Application Forms
and Biographical Data
257
Validity of Application Forms and Biographical Data
259
Bias and Adverse Impact
260
What Do
Biodata
Mean?
260
Honesty Tests
261
Evaluation of Training and Experience
263
Computer-Based Screening
264
Drug Screening
265
Polygraph Tests
267
Employment Interviews
268
Response Distortion in the Interview
268
Reliability and Validity
269
Factors Affecting the Decision-Making Process
270
Social/Interpersonal Factors
270
Cognitive Factors
271
Individual Differences
273
Effects of Structure
275
Use of Alternative Media
278
Needed Improvements
278
Toward the Future: Virtual-Reality Screening
(VRT)
280
■
Evidence-Based Implications for Practice
280
Discussion Questions
281
Chapter
13
Selection Methods: Part II
282
At a Glance
282
Criteria of Managerial Success
283
The Importance of Context
284
Instruments of Prediction
285
Cognitive Ability Tests
285
Objective Personality Inventories
287
xii Contents
Leadership-Ability
Tests 291
Projective
Techniques
293
Motivation to Manage
293
Personal-History Data
297
Peer Assessment
297
Work Samples of Managerial Performance
298
Leaderless Group Discussion (LGD)
300
The In-Basket Test
300
The Business Game
302
Situational Judgment Tests (SJT)
302
Assessment Centers (AC)
303
Assessment Center: The Beginnings
304
Level and Purpose of Assessment
305
Duration and Size
305
Assessors and Their Training
306
Performance Feedback
307
Reliability of the Assessment Process
307
Validity
308
Fairness and Adverse Impact
309
Assessment Center Utility
309
Potential Problems
310
Combining Predictors
311
■
Evidence-Based Implications for Practice
313
Discussion Questions
314
Chapter
14
Decision Making for Selection
315
At a Glance
315
Personnel Selection in Perspective
315
Classical Approach to Personnel Selection
316
Efficiency of Linear Models in Job-Success Prediction
318
Unit Weighting
318
Suppressor Variables
319
Data-Combination Strategies
320
Effectiveness of Alternative Data-Combination
Strategies
321
Alternative Prediction Models
322
Multiple-Regression Approach
322
Multiple-Cutoff Approach
323
Multiple-Hurdle Approach
326
Extending the Classical Validity Approach to Selection
Decisions: Decision-Theory Approach
328
The Selection Ratio
328
Contents xiii
The Base Rate
330
Uti I ¡ty
Considerations
331
Evaluation of the Decision-Theory Approach
331
Speaking the Language of Business: Utility Analysis
332
The Naylor-Shine Model
333
The Brogden-Cronbach-Gleser Model
334
Further Developments of the
Brogden-Cronbach-Gleser Model
335
Application of the Brogden-Cronbach-Gleser Model
and the Need to Scrutinize Utility Estimates
337
The Strategic Context of Personnel Selection
341
■
Evidence-Based Implications for Practice
342
Discussion Questions
342
Chapter
15
Training and Development: Considerations in Design
343
At a Glance
343
Training Design
345
Characteristics of Effective Training
345
Additional Determinants of Effective Training
346
Fundamental Requirements of Sound Training Practice
346
Defining What Is to Be Learned
349
The Training and Development Subsystem
349
Assessing Training Needs
350
Organization Analysis
351
Demographic Analysis
351
Operations Analysis
351
Person Analysis
353
Individual Development Plans (IDPs)
353
Training Objectives
353
Creating an Optimal Environment for Training and Learning
354
Team Training
355
Theoretical Models to Guide Training and Development Efforts
357
Trainability and Individual Differences
357
Principles that Enhance Learning
358
Knowledge of Results (Feedback)
358
Transfer of Training
359
Self-Regulation to Maintain Changes in Behavior
360
Adaptive Guidance
361
Reinforcement
361
Practice
362
Active Practice
362
Overlearning
362
xiv Contents
Length of the Practice Session
362
Motivation
363
Goal Setting
364
Behavior Modeling
365
■
Evidence-Based Implications for Practice
366
Discussion Questions
367
Chapter
16
Training and Development: Implementation
and the Measurement of Outcomes
368
At a Glance
368
Computer-Based Training
370
Selection of Technique
371
Measuring Training and Development Outcomes
371
Why Measure Training Outcomes?
372
Essential Elements for Measuring Training Outcomes
372
Criteria
373
Additional Considerations in Measuring the Outcomes
of Training
375
Strategies for Measuring the Outcomes of Training in Terms
of Financial Impact
376
Influencing Managerial Decisions with Program-Evaluation
Data
378
Classical Experimental Design
379
Design A
381
Design
В
381
Design
С
382
Design
D
382
Limitations of Experimental Designs
384
Quasi-Experimental Designs
385
Design
E
386
Design
F
387
Design
G
388
Design
H
388
Statistical, Practical, and Theoretical Significance
389
Logical Analysis
390
■
Evidence-Based Implications for Practice
391
Discussion Questions
391
Chapter
17
International Dimensions of Applied Psychology
392
At a Glance
392
Globalization, Culture, and Psychological Measurement
392
Globalization and Culture
393
Country-Level Cultural Differences
394
Contents xv
The Globalization of Psychological Measurement
396
Transporting Psychological Measures across Cultures
396
Terminology
397
Identification of Potential for International Management
397
Selection for International Assignments
399
General Mental Ability
399
Personality
400
Other Characteristics Related to Success in International
Assignments
401
Cross-cultural Training
403
Performance Management
405
Performance Criteria
405
Repatriation
408
Planning
408
Career Management
409
Compensation
409
■
Evidence-Based Implications for Practice
409
Discussion Questions
410
Chapter
18
Organizational Responsibility and Ethical Issues
in Human Resource Management
411
At a Glance
411
Organizational Responsibility: Definition and General Framework
412
Organizational Responsibility: Benefits
414
Organizational Responsibility: Implementation and
the Role of HRM Research and Practice
416
Employee Privacy
419
Safeguarding Employee Privacy
420
Fair Information Practice in the Information Age
421
Employee Searches and Other Workplace Investigations
422
Testing and Evaluation
423
Obligations to One s Profession
424
Obligations to Those Who Are Evaluated
425
Obligationsto
Employers
426
Individual Differences Serving as Antecedents
of Ethical Behavior
427
Ethical Issues in Organizational Research
428
Ethical Issues at the Research-Planning Stage
428
Ethical Issues in Recruiting and Selecting Research
Participants
429
Ethical Issues in Conducting Research: Protecting Research
Participants Rights
429
Ethical Issues in Reporting Research Results
431
xvi Contents
Strategies for Addressing Ethical Issues in Organizational
Research
432
Science, Advocacy, and Values in Organizational Research
434
■
Evidence-Based Implications for Practice
436
Discussion Questions
436
Appendix A Scientific and Legal Guidelines on Employee Selection
Procedures—Checklists for Compliance
437
Scientific Guidelines
—
Summary Checklist
437
Sources of Validity Evidence
437
Choice of Predictors
438
Choice of Participants
438
Data Analysis for Criterion-Related Validity
439
Generalizing Validity Evidence
440
Fairness and Bias
441
Operational Considerations
441
Requirements
441
Communicating the Effectiveness of Selection Procedures
443
Appropriate Use of Selection Procedures
443
Legal Guidelines on Employee Selection Procedures
445
1.
Adverse Impact
445
2.
Validation
446
3.
Criterion-Related Validity
447
4.
Content Validity
449
5.
Construct Validity
450
6.
Validity Generalization
450
7.
Application
451
Appendix
В
An Overview of Correlation and Linear Regression
453
The Concept of Correlation
453
The Concept of Regression
454
Making Predictions Based on Multiple Predictors
457
Predictive Accuracy of Multiple Regression
459
Appendix
С
Decision Trees for Statistical Methods
461
References
464
Subject Index
517
Author Index
522
|
| 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 | BV035964682 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5549 |
| callnumber-raw | HF5549 |
| callnumber-search | HF5549 |
| callnumber-sort | HF 45549 |
| callnumber-subject | HF - Commerce |
| classification_rvk | CW 4500 QV 570 QV 578 |
| ctrlnum | (OCoLC)457772214 (DE-599)BVBBV035964682 |
| dewey-full | 658.3001/9 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3001/9 |
| dewey-search | 658.3001/9 |
| dewey-sort | 3658.3001 19 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Psychologie Wirtschaftswissenschaften |
| edition | 7. ed., international ed. |
| format | Book |
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| geographic | USA |
| geographic_facet | USA |
| id | DE-604.BV035964682 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T14:04:06Z |
| institution | BVB |
| isbn | 9780135125663 0135125669 |
| language | English |
| lccn | 2009043551 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-018858806 |
| oclc_num | 457772214 |
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| owner_facet | DE-92 DE-526 DE-1050 DE-11 DE-703 DE-898 DE-BY-UBR |
| physical | XX, 531 S. Ill., graph. Darst. |
| publishDate | 2011 |
| publishDateSearch | 2011 |
| publishDateSort | 2011 |
| publisher | Pearson/Prentice Hall |
| record_format | marc |
| spellingShingle | Cascio, Wayne F. 1946- Aguinis, Herman 1966- Applied psychology in human resource management Psychologie Personnel management Psychological aspects Psychology, Industrial Personnel management United States Psychology, Industrial United States Angewandte Psychologie (DE-588)4002028-9 gnd Personalentwicklung (DE-588)4121465-1 gnd Psychologie (DE-588)4047704-6 gnd Führungspsychologie (DE-588)4155575-2 gnd Humanvermögen (DE-588)4240300-5 gnd Personalpsychologie (DE-588)4784219-2 gnd Personalwesen (DE-588)4076000-5 gnd Betriebspsychologie (DE-588)4135098-4 gnd Personalpolitik (DE-588)4045269-4 gnd |
| subject_GND | (DE-588)4002028-9 (DE-588)4121465-1 (DE-588)4047704-6 (DE-588)4155575-2 (DE-588)4240300-5 (DE-588)4784219-2 (DE-588)4076000-5 (DE-588)4135098-4 (DE-588)4045269-4 |
| title | Applied psychology in human resource management |
| title_auth | Applied psychology in human resource management |
| title_exact_search | Applied psychology in human resource management |
| title_full | Applied psychology in human resource management Wayne F. Cascio ; Herman Aguinis |
| title_fullStr | Applied psychology in human resource management Wayne F. Cascio ; Herman Aguinis |
| title_full_unstemmed | Applied psychology in human resource management Wayne F. Cascio ; Herman Aguinis |
| title_short | Applied psychology in human resource management |
| title_sort | applied psychology in human resource management |
| topic | Psychologie Personnel management Psychological aspects Psychology, Industrial Personnel management United States Psychology, Industrial United States Angewandte Psychologie (DE-588)4002028-9 gnd Personalentwicklung (DE-588)4121465-1 gnd Psychologie (DE-588)4047704-6 gnd Führungspsychologie (DE-588)4155575-2 gnd Humanvermögen (DE-588)4240300-5 gnd Personalpsychologie (DE-588)4784219-2 gnd Personalwesen (DE-588)4076000-5 gnd Betriebspsychologie (DE-588)4135098-4 gnd Personalpolitik (DE-588)4045269-4 gnd |
| topic_facet | Psychologie Personnel management Psychological aspects Psychology, Industrial Personnel management United States Psychology, Industrial United States Angewandte Psychologie Personalentwicklung Führungspsychologie Humanvermögen Personalpsychologie Personalwesen Betriebspsychologie Personalpolitik USA |
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