Download Tag: book chapters

Ones, D. S., Dilchert, S., Viswesvaran, C. & Salgado, J. F.
In J. L. Farr & N. T. Tippins (Eds.),
Handbook of employee selection (pp. 255-275).
New York: Routledge.
(2010)

Intelligence affects individuals’ lives in countless ways. As such, it is an exceedingly precious trait to include in employee selection systems. In this chapter, we provide an overview of cognitive ability’s key role in staffing organizations and provide evidence-based practice recommendations. We first present a brief synopsis of the history, current usage, and acceptance of cognitive ability tests in employee selection. Second, we highlight the theoretical underpinnings of cognitive ability as a construct. Third, we discuss developments in its measurement. Fourth, we present an overview of the criterion-related validity of cognitive ability tests in predicting valued work behaviors and outcomes. Fifth, we discuss the issue of group differences in cognitive ability test scores both within the United States and internationally. We conclude by discussing future research and practice challenges.

Van Rooy, D. L., Viswesvaran, C., Dilchert, S., & Ones, D. S.
In J. H. Greenhaus & G. A. Callanan (Eds.),
Encyclopedia of career development (vol. 1, pp. 259-265).
Thousand Oaks, CA: Sage.
(2006)

Emotional intelligence (EI) is a concept that has caught the attention of researchers, practitioners, and the general public over the last decade. The idea that career development involves not only a cognitive but also an affective component has been promoted in recent years. Popular books discuss the importance of EI for success in academic and occupational settings, as well as how it determines success in current jobs, promotions, and other important life outcomes. Claims abound that successful negotiation of relationships in a career depends on the perceptions and management of emotions in oneself and others. This entry covers three areas associated EI. First, there is a review of the competing conceptualizations (and associated measurements) of EI. Second, there is an overview of empirical studies that attempt to link EI to successful career development. Finally, there is an identification of some critical future research needs and potential applications.

Van Rooy, D. L., Dilchert, S., Viswesvaran, C., & Ones, D. S.
In K. R. Murphy (Ed.), A critique of emotional intelligence:
What are the problems and how can they be fixed? (pp. 235-262).
Mahwah, NJ: Lawrence Erlbaum Associates.

A wide range of measures have been used to help make decisions in personnel selection, and an extensive research base exists on the criterion-related validity of these measures. Across different jobs, general mental ability (GMA) has been found to be the best predictor of overall performance and task performance. Even if organizations value additional criteria, the prediction of task performance is central to personnel selection. In a fast-changing competitive environment, organizations will generally strive to select individuals high on intelligence in an attempt to maximize performance. On the downside, selecting individuals based on GMA often results in adverse impact for minority groups and can lead to costly litigation for organizations in the United States. Furthermore, there is the competing demand for a diverse workforce as an advantage in a multicultural society and global economy. These two conflicting demands (the need to hire individuals high on general cognitive ability and to obtain a diverse workforce) have contributed to interest in the development of measures of alternate or multiple intelligences. In this chapter, we discuss the three intelligences that have received the most attention in the personnel selection arena. The “Big 3” intelligences consist of general, emotional, and practical intelligence. In this chapter, we provide an overview of each of these and discuss the main merits of each. We conclude by relating the three intelligences together and discuss if there is a “best” intelligence to rely on in personnel selection.

Ones, D. S., Viswesvaran, C., & Dilchert, S.
In A. Evers, N. Anderson, & O. Voskuijl (Eds.),
Handbook of personnel selection (pp. 143-173).
Oxford, UK: Blackwell.
(2005)

Our main objective in this chapter is to provide an overview of the vast literature on CA tests in selection contexts. We first discuss the unique status of CA in selection, and clarify its psychometric and psychological meaning. We then review information on the prevalence of CA test use in personnel selection from around the world. We also discuss acceptability of ability testing and applicant reactions. Next, we review the evidence supporting the use of CA tests for selection by summarizing results from meta-analyses examining their criterion-related validity in occupational settings, across national boundaries. The overwhelming evidence suggests that CA tests are predictive of job performance across jobs and cultures. Given this conclusion, we explore the causal mechanisms through which CA comes to influence job performance. Next, we briefly note research on race, ethnic group, gender, and age differences on CA tests and their implications for adverse impact. We conclude our chapter with a discussion of current and new directions for research on CA, including the assessment of CA using various selection methods such as interviews, assessment centers, situational judgment tests (SJTs), and newly proposed intelligences (such as practical intelligence, emotional intelligence, etc.).

Dilchert, S., Ones, D. S., Van Rooy, D. L., & Viswesvaran, C.
In F. Avallone, H. K. Sinangil, & A. Caetano (Eds.),
Convivence in organizations and society (pp. 161-168).
Milan, Italy: Guerini Studio.
(2005)

Emotional intelligence (EI) has dramatically gained in popularity over the last ten years. In recent years, the construct bas seen increased numbers of applications in diverse domains (Matthews, Zeidner, & Roberts, 2002) and has been touted as an essential ingredient for success in school, higher education, and the workplace (see, for example, Gibbs, 1995; Goleman. 1995). claims have been made that EI is an essential ingredient for successful relationships in all walks of life. Several recent works (see Murphy, in press; Van Rooy, Dilchert. Viswesvaran, & Ones, in press; Van Rooy & Viswesvaran, 2004) have evaluated the numerous claims regarding the utility of EI in applied contexts. The aim of this paper is to revisit validity and measurement issues, but to outline different conceptualizations of EI, and sketch its role in navigating through relationships in organizational contexts. The paper is organized into two main sections. In the first section, we review the different conceptualizations of the construct found in the scientific literature and summarize the differences between them. In the second section, we discuss potential process mechanisms through which EI relates to interpersonal behaviors in organizations.