Download Applied Psychology in Human Resource Management (6th by Wayne F Cascio PDF

By Wayne F Cascio

Interdisciplinary and research-based in strategy, this quantity integrates mental conception with instruments and techniques for facing human source difficulties in firms and for making agencies more suitable and extra pleasing as locations to paintings. It displays the state-of-the-art in team of workers psychology and the dramatic alterations that experience lately characterised the sector, and descriptions a forward-looking, revolutionary version towards which HR experts should still objective. The authors research agencies, paintings, and utilized psychology, the legislation and human source administration, the structures procedure, standards, functionality administration, measuring and analyzing person adjustments, equity in employment judgements, examining jobs and paintings, strategic crew making plans, recruitment and preliminary screening, managerial choice, education and improvement, issues in layout and foreign dimensions of utilized psychology. For human source execs and others considering group of workers judgements.

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Additional resources for Applied Psychology in Human Resource Management (6th Edition)

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In 1 965, President Johnson issued Executive Order 1 1246, prohibiting discrimination on the basis of race, color, religion, or national origin as a condition of employment by federal agencies, contractors, and subcontractors with contracts of $ 1 0,000 or more. Those covered are required to establish and maintain an affirmative action plan in every facility of 50 or more people. Such plans are to include employment, upgrading, demo­ tion, transfer, recruitment or recruitment advertising, layoff or termination, pay rates, and selection for training.

Drug-testing rules remain intact. An employer can still prohibit the use of alcohol and ille­ gal drugs at the workplace and can continue to give alcohol and drug tests. t}rCell1l'llt The EEOC. the Department of Justice. and the Department of Transportation all have a hand in enforcing the ADA ( Wells, 2001 a). In cases of intentional discrimination, the Supreme Court has ruled thaL individuals with disabilities may be awarded both com­ pensatory and punitive damages up to $300,000 if it can be shown that an employer engaged in discriminatory practices "'with malice or with reckless indifference" (Kolstad v.

The state supreme court decision is final. Equal employment opportunity complaints may take any one of several alter­ native routes (see Figure 2-2). By far the simplest and least costly alternative is to arrive at an informal. out-of-court settlement with the employer. Often. however. the employer does not have an established mechanism for dealing with such prob­ lems. Or, if such a mechanism does exist, em ployees or other complainants are unaware of it or are not encouraged to use it. So the complainant must choose more formal legal means.

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