By John W. Jones, Brian Steffy, Douglas Bray

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The Individual in the Oganization Psychologists have paid most attention to individuals in organizations, including selecting and training them, appraising and motivating them, and assessing their work attitudes and work commitment. All of this is done with the goal of strengthening individuals' contributions to organizational effectiveness. These contributions can be in the form of raw productivity, lower levels of turnover, higher levels of quality, and/or better levels of cooperation among individuals.

Other chapters outline an array of employment selection practices, including forms of assessing management potential, mental abilities testing, biographical information, structured interviewing, and screening for substance abuse. Part V, Assessment, Advancement, and Reward, focuses on issues of performance appraisal, promotion decisions, assessment centers, compensation, and reward. Particular attention is paid to designing assessment and appraisal programs in the light of measurement principles and tested procedures for implementation.

Apparently managers in organizations are anxious to discover what does and does not work! As the reader of the Handbook will see, applied psychologists invariably check out their practices and procedures in real organizations against real world problems prior to promoting them as solutions. In this way, for example, applied psychologists have shown how useful appropriately developed selection and training programs can be (they save organizations huge sums of money through improved productivity and lowered turnover, for example).

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