Revised and updated to reflect current thinking on science and practice in employee selection, this volume features a diverse group of scholars who balance theory, research, and practice in their chapters, often taking a global perspective.

Part I: Foundations of Psychological Measurement and Evaluation Applied to Employee Selection 1. Reliability 2. Validation Strategies for Primary Studies Neal Schmitt 3. Validity Considerations in the Design and Implementation of Selection Systems 4. Situational Specificity, Validity Generalization, and the Future of Psychometric Meta-Analysis 5. Strategy, Selection, and Sustained Competitive Advantage 6. Work Analysis Part II: Implementation and Management of Employee Selection Systems in Work Organizations 7. Attracting Job Candidates to Organizations 8. Test Administration and the Use of Test Scores 9. Managing Sustainable Selection Programs 10. The Business Value of Employee Selection Part III: Categories of Individual Difference Constructs for Employee Selection 11. Cognitive Ability: Measurement and Validity for Employee Selection 12. Physical Performance Tests 13. Personality: Its Measurement and Validity for Employee Selection 14. Values, Styles, and Motivational Constructs 15. Practical Intelligence, Emotional Intelligence, and Social Intelligence Part IV: Decisions in Developing, Selecting, Using, and Evaluating Predictors 16. Decisions in the Operational Use of Employee Selection Procedures: Choosing, Evaluating, and Administering Assessment Tools 17. The Sum of the Parts: Methods of Combining Assessments for Employment Decisions 18: Choosing a Psychological Assessment: Reliability, Validity, and More 19. Assessment Feedback Part V: Criterion Constructs in Employee Selection 20: The Measurement of Task Performance as Criteria in Selection Research 21: Adaptive and Citizenship-Related Behaviors at Work 22. New Perspectives on Counterproductive Work Behavior Including Withdrawal 23. Defining and Measuring Results of Workplace Behavior 24. Employee Work-Related Health, Stress, and Safety 25. The Deficiency of Our Criteria: Who Defines Performance, Contribution, and Value? Part VI: Legal and Ethical Issues in Employee Selection 26. Ethics of Employee Selection 27. Professional Guidelines/Standards 28. An Updated Sampler of Legal Principles in Employment Selection 29. Updated Perspectives on the International Legal Environment for Selection 30. A Consideration of International Differences in the Legal Context of Employment Selection Part VII: Employee Selection in Specific Organizational Contexts 31. Selection and Classification in the U.S. Military Teresa L. Russell, and 32. Public Sector Employment 33. Selection Methods and Desired Outcomes: Improving Entry- and Mid-Level Leadership Performance Through the Use of Assessment Technologies 34. Blue-Collar Selection in Private Sector Organizations 35. Selection for Service and Sales Jobs 36. Selection in Multinational Organizations 37. Selection for Team Membership: Complexity, Contingency, and Dynamism across Multiple Levels 38. Selecting Leaders: Executives and High-potentials Part VIII: Technology and Employee Selection t 39. Technology and Employee Selection: An Overview 40. Advancing O*NET: Data, Application, and Uses 41. Cybersecurity Issues in Selection 42: Modern Psychometric Theory to Support Personnel Assessment and Selection 43. Using Big Data to Enhance Staffing: Vast Untapped Resources or Tempting Honeypot? 44. The Impact of Emerging Technologies on Selection Models and Research: Mobile Devices and Gamification as Exemplars.