The Human Resources Program-Evaluation Handbook - Edwards, Jack E.

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Résumé :
Preface
Part 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
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. Qui?ones, 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...

Biographie:
Preface
Part 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
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. Qui?ones, 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...

Sommaire:
Preface
Part 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
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. Qui?ones, 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...