Table Of Contents:

• Preface
• Part I: Framework for Human Resources Program Evaluation
• CHAPTER 1: OVERVIEW OF PROGRAM EVALUATION
• 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
• 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
• Common Approaches and Pitfalls
• Characteristics of Good Criteria
• Practical Steps in Criterion Development and Implementation
• Part II: Staffing
• CHAPTER 4: RECRUITMENT
• Understanding the Recruitment Process Recruitment Sources Understanding the Recruitment Process Recruitment Sources
• Evaluating the Recruitment Function
• CHAPTER 5: SETTING STANDARDS
• Setting Standards for Program Evaluation
• Evaluation of the Standard-Setting Programs
• Standard-Setting Procedures
• CHAPTER 6: EVALUATING PERSONNEL SELECTION SYSTEMS
• 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
• 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
• 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
• 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
• 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
• Overview of Training Evaluation
• A 5-Step Model of Training Evaluation
• CHAPTER 12: SUCCESSION MANAGEMENT
• 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
• Research on Coaching
• Challenges and Issues in Evaluating Coaching
• A Practical Guide to Evaluating Coaching
• Part V: Team and Organizational Effectiveness
• CHAPTER14: TEAM PERFORMANCE
• 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
• 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
• Overview of Organization Development
• A Process for Evaluating OD Interventions
• Case Examples
• CHAPTER 17: EVALUATING DIVERSITY PROGRAMS
• Evaluating Diversity Programs: Barriers and Benefits
• Evaluating Diversity Programs: A 6-Step Plan
• Part VI: Organizational Communications
• CHAPTER 18: EVALUATING ORGANIZATIONAL SURVEY PROGRAMS
• 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
• 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
• 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
• 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
• Introduction: Why Evaluate Work/Life Policies and Programs?
• Historical Overview
• Evaluating Work/Life Policies and Programs
• CHAPTER 23: EVALUATION OF HUMAN RESOURCE INFORMATION SYSTEMS
• 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
• 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
• 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
• Index
• About the Editor
• About the Contributors