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Seite 421
assessed job - related abilities and aptitudes , whereas previous studies focused mainly on applicant demographics ( with little theoretical justification ) . Using a series of partial and semipartial correlations , Conard and Ashworth ...
assessed job - related abilities and aptitudes , whereas previous studies focused mainly on applicant demographics ( with little theoretical justification ) . Using a series of partial and semipartial correlations , Conard and Ashworth ...
Seite 596
These studies were included in Burke and Day's ( 1986 ) meta - analysis , which supported management training . hours and is best completed over several days to obtain maximum benefit . The first part of the program is designed to ...
These studies were included in Burke and Day's ( 1986 ) meta - analysis , which supported management training . hours and is best completed over several days to obtain maximum benefit . The first part of the program is designed to ...
Seite 656
To test this logic , the authors reviewed studies reporting empirical data on productivity levels measured in units of output . Their review indicated that for studies examining non - piece - rate situations the average ratio of SD to ...
To test this logic , the authors reviewed studies reporting empirical data on productivity levels measured in units of output . Their review indicated that for studies examining non - piece - rate situations the average ratio of SD to ...
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ability activities actual Applied Psychology approach assessment attributes behavior chapter characteristics cognitive concept concern considered constructs correlation costs criteria criterion decision defined described determine dimensions discussed effects empirical employees estimates evaluation examined example exist expected factors Figure force function human human factors identify important increase individual industrial influence involved issues job analysis Journal of Applied judgments knowledge learning less managers mean measures memory ment methods needs noted observed operations organization organizational outcomes percent performance person Personnel positive possible practice predict predictor presented problem procedures produce question ratings recruitment refers reflect reported represent responses role sample scale Schmidt scores selection similar situations skills social sources specific standard structure studies suggests task theory tion training program types utility validity variables