Personnel Selection – Adding Value Through People – A Changing Picture 6e

<p>Preface to the sixth edition vii</p>
<p>Preface to the first edition ix</p>
<p>1 Old and new selection methods 1</p>
<p>We ve always done it this way</p>
<p>2 Validity of selection methods 25</p>
<p>How do you know it works?</p>
<p>3 Job description, work analysis and competences 55</p>
<p>If you don t know where you re going, you ll end up somewhere else</p>
<p>4 The interview 71</p>
<p> I know one when I see one </p>
<p>5 References and ratings 94</p>
<p>The eye of the beholder</p>
<p>6 Tests of mental ability 110</p>
<p> a man of paralysing stupidity </p>
<p>7 Assessing personality by questionnaire 138</p>
<p>Do you worry about awful things that might happen?</p>
<p>8 Alternative ways of assessing personality 173</p>
<p>What year was the Bataan death march?</p>
<p>9 Biodata and weighted application blanks 192</p>
<p>How old were you when you learned to swim?</p>
<p>10 Assessment centres 207</p>
<p>Does your face fit?</p>
<p>11 Emotional intelligence and other methods 227</p>
<p> Success in work is 80% dependent on emotional intelligence </p>
<p>12 Criteria of work performance 246</p>
<p> the successful employee does more work, does it better, with less supervision </p>
<p>13 Minorities, fairness and the law 268</p>
<p>Getting the numbers right</p>
<p>14 The value of good employees 289</p>
<p>The best is twice as good as the worst</p>
<p>15 Conclusions 307</p>
<p>Calculating the cost of smugness</p>
<p>References 319</p>
<p>Index 348</p>