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Technological advances and rapid changes in workforce demographics pose extensive challenges to human resources program evaluators. But little has been done to document successful human resources program assessment and implementation strategies.
The Human Resources Program-Evaluation Handbook is the first book to present state-of-the-art procedures for evaluating and improving human resources programs. Editors Jack E. Edwards, John C. Scott, and Nambury S. Raju provide a user-friendly yet scientifically rigorous ‘how to’ guide to organizational program-evaluation. Integrating perspectives from a variety of human resources and organizational behavior programs, a wide array of contributing professors, consultants, and governmental personnel successfully link scientific information to practical application.
Offering authoritative guidance to both novice and experienced program evaluators, this unique guidebook includes
- New perspectives on organizational program-evaluation
- Methods to assess the efficiency of human resources programs
- Identification of potential pitfalls
- Real-life examples
- Additional references for program-evaluation best practices
The Human Resources Program-Evaluation Handbook provide program-evaluation teams with content-specific guidance. Supplying useful and accurate evaluation techniques, the editors present a manual for enhancing the effectiveness and efficiency of most major types of human resources programs.
Designed for academics and graduate students in industrial-organizational psychology, human resources management, and business, the handbook is also an essential resource for human resources professionals, consultants, and policy makers.
€154.99
Table of Content
PrefacePart I: Framework for Human Resources Program Evaluation
CHAPTER 1: OVERVIEW OF PROGRAM EVALUATION – Dale S. Rose, E. Jane Davidson
Program Evaluation in Human Resources Evaluation Myths
Key Distinctions
Who Does Program Evaluation?
Choosing Criteria for Success
Practical Design Considerations
Costs and Benefits
Utilization
CHAPTER 2: JOB ANALYSIS-THE BASIS FOR DEVELOPING CRITERIA FOR ALL HUMAN RESOURCES PROGRAMS – Peter Y. Chen, Jeanne Carsten, Autumn D. Krauss
Uses of a Proactive Job Analysis Program
Assessing the Need for a Job Analysis Program and Preparing for It
Conducting a Job Analysis Program
CHAPTER 3: CRITERIA FOR HUMAN RESOURCES PROGRAM EVALUATION – Stephen David Steinhaus, L. A. Witt
Common Approaches and Pitfalls
Characteristics of Good Criteria
Practical Steps in Criterion Development and Implementation
Part II: Staffing
CHAPTER 4: RECRUITMENT – Michael M. Harris, Elliot D. Lasson
Understanding the Recruitment Process Recruitment Sources Understanding the Recruitment Process Recruitment Sources
Evaluating the Recruitment Function
CHAPTER 5: SETTING STANDARDS – Andrew J. Falcone, Nambury S. Raju
Setting Standards for Program Evaluation
Evaluation of the Standard-Setting Programs
Standard-Setting Procedures
CHAPTER 6: EVALUATING PERSONNEL SELECTION SYSTEMS – Scott B. Morris, Russell Lobsenz
Program Evaluation Process
Reliability
Interpreting Reliability
Validity
Test Administration Practices
Fairness, Bias, and Discrimination Bias
Utility Analysis
CHAPTER 7: SELECTING MANAGERS AND EXECUTIVES: THE CHALLENGE OF MEASURING SUCCESS – Rob Silzer, Seymour Adler
Selection Context
Evaluating Selection Design
Evaluating Selection Administration
Evaluating Selection Decisions
Evaluating Selection Outcomes
Part III: Evaluating and Rewarding Employees
CHAPTER 8: PERFORMANCE APPRAISAL AND FEEDBACK PROGRAMS – Janet L. Barnes-Farrell, Angela M. Lynch
Goals of Appraisal and Feedback Systems
Functions of Performance Appraisal
Evaluating Performance Appraisal Measurement Functions
Evaluating the Communications Function of Performance Appraisal
CHAPTER 9: THE EVALUATION OF 360-DEGREE FEEDBACK PROGRAMS – John C. Scott, Manuel London
An Overview of 360-Degree Feedback
Criteria for Evaluating 360-Degree Feedback
Methods for Evaluating the Quality of the 360-Degree Program
Evaluators of the Survey Program
Evaluating the Quality and Long-term Effects of 360-Degree Feedback
Longitudinal Study
CHAPTER 10: COMPENSATION ANALYSIS – Mary D. Baker
Who Should Be Involved in the Preparation of Compensation Analysis?
Pay Elements Included in a Compensation Study
Methods of Analyzing Compensation
Complex Pay Equity Techniques-Multiple Regression Analysis
Explanatory Factors
Tainted Variables
Part IV: Employee Effectiveness
CHAPTER 11: CONDUCTING TRAINING EVALUATION – Miguel A. Quiñones, Scott Tonidandel
Overview of Training Evaluation
A 5-Step Model of Training Evaluation
CHAPTER 12: SUCCESSION MANAGEMENT – Michael M. Harris, Manuel London, William C. Byham, Marilyn Buckner
What Is Succession Management?
Methods for Evaluating Competencies
Determining Appropriate Developmental Activities
Role of the CEO
Line Manager Involvement
Identifying the Organizational Level to Be the Target of the Succession
Management Process and the Current and Future Requirements
Selection Decisions
Evaluating Succession Management
A Case Example
CHAPTER 13: A PRACTICAL GUIDE TO EVALUATING COACHING: TRANSLATING STATE-OF-THE-ART TECHNIQUES TO THE REAL WORLD – David B. Peterson, Kurt Kraiger
Research on Coaching
Challenges and Issues in Evaluating Coaching
A Practical Guide to Evaluating Coaching
Part V: Team and Organizational Effectiveness
CHAPTER14: TEAM PERFORMANCE – Wendy S. Becker, John E. Mathieu
Performance Evaluation as a General Process
Measurement Framework for Understanding Team Performance
Getting Started: How to Develop Team Performance Measures
Sources of Measurement in Teams
The Future of Team Performance Evaluation
CHAPTER 15: THE EVALUATION OF JOB REDESIGN PROCESSES – Steven F. Cronshaw, Sidney A. Fine
Five Principles of Job Redesign Evaluation
Worker Criteria for the Evaluation of Job Redesign Programs
Management Criteria for the Evaluation of Job Redesign Programs
The Summative Evaluation of Job Redesign
Bringing Together Worker and Management Criteria in Successful Job Redesign
CHAPTER 16: ORGANIZATION DEVELOPMENT – Allan H. Church
Overview of Organization Development
A Process for Evaluating OD Interventions
Case Examples
CHAPTER 17: EVALUATING DIVERSITY PROGRAMS – Paul Rosenfeld, Dan Landis, David Dalsky
Evaluating Diversity Programs: Barriers and Benefits
Evaluating Diversity Programs: A 6-Step Plan
Part VI: Organizational Communications
CHAPTER 18: EVALUATING ORGANIZATIONAL SURVEY PROGRAMS – Jack E. Edwards, Bruce M. Fisher
Methods for Gathering Evaluation Data
Evaluators of the Survey Program
Criteria for Judging Survey Program Quality
CHAPTER 19: A PRACTICAL GUIDE TO EVALUATING COMPUTER-ENABLED COMMUNICATIONS – J. Philip Craiger, Virginia Collins, Alex Nicoll
Dimensions of Communication Technologies
Evaluating Corporate Needs
Strategies for Selecting Among a Set of Alternatives
Prevalent Communication Technologies
Computer-Enabled Communication: Impact and Policies
CHAPTER 20: CUSTOMER SERVICE PROGRAMS – L. A. Witt, Paulette Henry, Margareta Emberger
The Role of Human Resources in Customer Service
Identifying Stakeholders (Who)
Selecting the Evaluation Criteria (What)
Linking HR Programs with Customer Service Outcomes (Why)
Part VII: Health and Work/Life Balance
CHAPTER 21: HEALTH AND SAFETY TRAINING PROGRAMS – Michael J. Burke, Jill Bradley, Harold N. Bowers
A Systems Approach to Health and Safety Training
Measures of Health and Safety Training Program Effectiveness
Guidelines for Assessing On-the-Job Behavior (STEP-3) Associated with Health and Safety Training
Issues Concerning the Transfer of Health and Safety Training
CHAPTER 22: WORK/LIFE BALANCE POLICIES AND PROGRAMS – E. Jeffrey Hill, Sara P. Weiner
Introduction: Why Evaluate Work/Life Policies and Programs?
Historical Overview
Evaluating Work/Life Policies and Programs
CHAPTER 23: EVALUATION OF HUMAN RESOURCE INFORMATION SYSTEMS – Jeffrey M. Stanton, Timothy V. Nolan, John R. Dale
Brief Historical Overview of HRISs
Primary Research Strategies for Evaluating an HRIS
Assessors Who Can Conduct HRIS Evaluations
Criteria for Judging HRIS Quality
Integrating Criteria and Reporting Evaluation Results
CHAPTER 24: GLOBAL HUMAN RESOURCE METRICS – Helen De Cieri, John Boudreau
Talentship: A Decision Science for HR
A Strategic Approach to the Measurement of Global HR
A Model for Global HR Metrics
CHAPTER 25: STRATEGIC PLANNING FOR HUMAN RESOURCES – Edward J. Kelleher, F. Stephen Cobe
Key Strategic Planning Issues for HR
The Strategic Planning-HR Interface
HR Roles in the Strategic Management Process
Evaluation of HR Strategy
Glossary: Definitions of Technical and Statistical Terms Commonly Used in HR Program Evaluations – Chet Robie and Nambury S. Raju
Index
About the Editor
About the Contributors
About the author
Dr. Raju, 68, of Burr Ridge, a psychometrician and professor at the Illinois Institute of Technology, died of a heart attack during a stress test Thursday, Oct. 27, in Rush University Medical Center. Nambury S. Raju was a brilliant man, family and friends said. With a slew of degrees, his name attached to hundreds of publications and a handful of honorary titles, Dr. Raju didn′t stray far from the office or the halls of academia.He taught, he learned and he taught some more, his family said. He liked it that way.
‘He was a lifelong learner, ‘ said his wife, Marijke. ‘He was known for his work. That′s what he wanted.’
Dr. Raju′s field of study–psychometric research and test development–is complex, his family said. But to Dr. Raju, psychometrics–a combination of psychology, statistics and mathematics–was his specialty and trademark.
Language English ● Format EPUB ● Pages 600 ● ISBN 9781544342900 ● File size 24.2 MB ● Editor Jack Edwards & John C Scott ● Publisher SAGE Publications ● City Thousand Oaks ● Country US ● Published 2003 ● Edition 1 ● Downloadable 24 months ● Currency EUR ● ID 6211959 ● Copy protection Adobe DRM
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