“This is a very important book. It is an essential text for any graduate program in applied industrial and organizational psychology. The First Edition is the best text on the market today, and the Second Edition is a huge improvement. Nice work!”
– Bill Attenweiler, Northern Kentucky University
Thoroughly updated and revised, this Second Edition is the only book currently on the market to present the most important and commonly used methods in human resource management in such detail. The authors clearly outline how organizations can create programs to improve hiring and training, make jobs safer, provide a satisfying work environment, and help employees to work smarter. Throughout, they provide practical tips on how to conduct a job analysis, often offering anecdotes from their own experiences.
New to the Second Edition: New co-author Frederick P. Morgeson's background in business management brings a valuable new perspective and balance to the presentation of material..; Expanded coverage is offered on O*NET, strategic job analysis, competencies and competency modeling, and inaccuracy in job analysis ratings.; New text boxes provide bio sketches of famous names in job analysis to put a personal face on research.; Additional examples and cases illustrate the “how-to” of job analysis in real-life settings.
A companion website, http://www.jobandworkanalysis.com, offers instructors and students supplemental materials such as course syllabi, examples of data collected as part of a job analysis, task inventory data, the opportunity to practice data analysis, and much more!
Staffing and Training
In this chapter, we describe two of the purposes that are dearest to the hearts of industrial and organizational psychologists, namely, staffing and training. Staffing concerns attracting people to the organization and placing them in jobs where they will be of benefit to the organization. In large companies, staffing also concerns plans for the future. It is important to have a pool of people that we are developing for jobs that have increasing responsibility. In staffing, the job is considered essentially fixed or given and people are chosen so as to match the job.
In training, people are given experiences that enhance their knowledge and skills. Thus, rather than being picked for their match with the job, people are changed to ...