Wayne F. Cascio is a Distinguished University Professor Emeritus at the University of Colorado Denver. He is past chair of the Society for Human Resource Management Foundation and the Human Resources Division of the Academy of Management, past president of the Society for Industrial and Organizational Psychology, and a past member of the Academy of Management's Board of Governors. He is a Fellow of the National Academy of Human Resources, the Academy of Management, the American Psychological Association, and the Australian Human Resources Institute. Professor Cascio received the Distinguished Career Award from the HR Division of the Academy of Management; an honorary doctorate from the University of Geneva, Switzerland; the Michael R. Losey Human Resources Research Award from the Society for Human Resource Management; the Distinguished Scientific Contributions Award from the Society for Industrial and Organizational Psychology; and, by a vote of 90 countries, the George Petitpas [Lifetime Achievement] Award from the World Federation of People Management Associations. In 2020 he received the inaugural Ulrich Impact Award from the HR Division of the Academy of Management for his research that links theory to practical applications, and he was also inducted into the Australian HR Institute's Hall of Fame. In 2022 he received the Distinguished Service Award from the University of Colorado Board of Regents for his service to the state and to the nation. He is a former area and consulting editor of the Journal of International Business Studies (JIBS) and he also served as a senior editor of the Journal of World Business. He served as chair of the SHRM Certification Commission and a member of the Australian HR Institute's National Certification Council, each for 8 years. He has consulted with various private- and public-sector organizations on six continents and periodically testifies as an expert witness in employment discrimination cases. Professor Cascio is an active researcher, writer, and speaker. He has published more than 200 articles and book chapters, and 33 books and delivered more than 800 presentations to professional and business audiences worldwide. His work is regularly cited in the business press. Professor Cascio earned his B.A. from Holy Cross College, his M.A. from Emory University, and his Ph.D. in industrial/organizational psychology from the University of Rochester.

Preface to the 8th Edition
Acknowledgments
About the Authors
Chapter 1: Organizations, Work, and Applied Psychology
The Pervasiveness of Organizations
Differences in Jobs
Differences in Performance
A Utopian Ideal
Point of View
Personnel Psychology and Talent Management in Perspective
Globalization of Product and Service Markets
Impact on Jobs and the Psychological Contract
Effects of Technology on Organizations and People
Changes in the Structure and Design of Organizations
Changing Roles of Managers and Workers
Changing Demographics
Implications for Organizations and Their People
Plan of the Book
Chapter 2: The Law and Talent Management
The U.S. Legal System
Legal Systems Outside the United States
Unfair Discrimination: What Is It?
Legal Framework for Civil Rights Requirements
The U.S. Constitution-Thirteenth and Fourteenth Amendments
Civil Rights Acts of 1866 and 1871
Equal Pay for Equal Work Regardless of Sex
Equal Pay Act of 1963
Equal Pay for Jobs of Comparable Worth
Equal Employment Opportunity: Title VII of the Civil Rights Act of 1964
Nondiscrimination on the Basis of Race, Color, Religion, Sex, or National Origin
Retaliation, and Employment Advertising
Suspension of Government Contracts and Back-Pay Awards
Exemptions to Title VII Coverage
Age Discrimination in Employment Act of 1967 (as Amended in 1986)
Immigration Reform and Control Act of 1986
Americans with Disabilities Act of 1990 (as Amended in 2008)
Provisions of the ADA
Enforcement of the ADA
Civil Rights Act of 1991
Monetary Damages and Jury Trials
Adverse Impact (Unintentional Discrimination) Cases
Protection in Foreign Countries
Racial Harassment
Challenges to Consent Decrees
Mixed-Motive Cases
Seniority Systems
Race Norming
Extension to U.S. Senate and Appointed Officials
Family and Medical Leave Act of 1993
Uniformed Services Employment and Reemployment Rights Act of 1994
Enforcement of the Laws-Regulatory Agencies
State Fair Employment Practices Agencies
Equal Employment Opportunity Commission
The Complaint Process
Office of Federal Contract Compliance Programs
Goals and Timetables
Employment Case Law-General Principles
Testing
Personal History
Sex Discrimination
Preventive Actions by Employers
Age Discrimination
"English Only" Rules-National Origin Discrimination?
Seniority
Preferential Selection
Chapter 3: People, Decisions, and the Systems Approach
Costs and Consequences of Decisions-A Way of Thinking
Organizations as Systems
A Systems View of the Staffing Process
Optimizing Staffing Investments
Optimizing Staffing Outcomes
A Systems View of the Broader Employment Process
Work Analysis
Strategic Workforce Planning
Recruitment
Initial Screening
Selection
Training and Development
Performance Management
Organizational Exit
Chapter 4: Criteria: Definitions, Measures, and Evaluation
Definition
Job Performance as a Criterion
Dimensionality of Criteria
Static Dimensionality
Dynamic or Temporal Dimensionality
Individual Dimensionality
Challenges in Criterion Development
Challenge #1: Job Performance (Un)Reliability
Challenge #2: Reliability of Job Performance Observation
Challenge #3: Dimensionality of Job Performance
Performance and Situational Characteristics
Environmental and Organizational Characteristics
Environmental Safety
Lifespace Variables
Job and Location
Extraindividual Differences and Sales Performance
Leadership
Steps in Criterion Development
Evaluating Criteria
Relevance
Sensitivity or Discriminability
Practicality
Criterion Deficiency
Criterion Contamination
Bias Due to Knowledge of Predictor Information
Bias Due to Group Membership
Bias in Ratings
Composite Criterion Versus Multiple Criteria
Composite Criterion
Multiple Criteria
Differing Assumptions
Resolving the Dilemma
Research Design and Criterion Theory
Distribution of Performance and Star Performers
Chapter 5: Performance Appraisal and Management
Purposes Served
Realities and Challenges of Performance Management Systems
Fundamental Requirements of Successful Performance Management Systems
Benefits of State-of-the-Science Performance Management Systems
Who Shall Rate?
Immediate Supervisor
Peers
Subordinates
Self
Clients Served
Appraising Performance: Individual Versus Group Tasks
Putting It All Together: 360-Degree Systems
Agreement and Equivalence of Ratings Across Sources
Judgmental Biases in Rating
Leniency and Severity
Central Tendency
Halo
Types of Performance Measures
Objective Measures
Subjective Measures
Rating Systems: Relative and Absolute
Relative Rating Systems (Employee Comparisons)
Rank Ordering
Paired Comparisons
Forced Distribution
Absolute Rating Systems
Essays
Behavioral Checklists
Forced-Choice System
Critical Incidents
Graphic Rating Scales
Behaviorally Anchored Rating Scales
Summary Comments on Rating Formats and Rating Process
Factors Affecting Subjective Appraisals
Evaluating the Performance of Teams
Rater Training
The Social, Emotional, and Interpersonal Context of Performance Management Systems
Performance Feedback: Appraisal and Goal-Setting Interviews
Communicate Frequently
Get Training in Appraisal
Judge Your Own Performance First
Encourage Subordinate Preparation
Use "Priming" Information
Warm Up and Encourage Participation
Judge Performance, Not Personality or Self-Concept
Be Specific
Be an Active Listener
Avoid Destructive Criticism and Threats to the Employee's Ego
Set Mutually Agreeable and Formal Goals
Continue to Communicate and Assess Progress Toward Goals Regularly
Make Organizational Rewards Contingent on Performance
Chapter 6: Measuring and Interpreting Individual Differences
What Is Measurement?
Scales of Measurement
Nominal Scales
Ordinal Scales
Interval Scales
Ratio Scales
Scales Used in Applied Psychological Measurement
Selecting and Creating the Right Measure
Steps for Selecting and Creating Measures
Determining a Measure's Purpose
Defining the Attribute
Developing a Measure Plan
Writing Items
Conducting a Pilot Study and Traditional Item Analysis
Conducting an Item Analysis Using Item Response Theory
Selecting Items
Determining Reliability and Gathering Evidence for Validity
Revising and Updating Items
Selecting an Appropriate Measure: Test-Classification Methods
Content
Administration
Standardized and Nonstandardized Tests
Scoring
Further Considerations in Selecting a Test
Reliability as Consistency
Estimation of Reliability
Test-Retest
Parallel (or Alternate) Forms
Internal Consistency
Kuder-Richardson Reliability Estimates
Split-Half Reliability Estimates
Stability and Equivalence
Interrater Reliability
Summary
Interpretation of Reliability
Range of Individual Differences
Difficulty of the Measurement Procedure
Size and Representativeness of Sample
Standard Error of Measurement
Scale Coarseness
Generalizability Theory
Interpreting the Results of Measurement Procedures
Looking to the Future: Anticipated Innovations in Applied Psychological Measurement
Chapter 7: Validation and Use of Individual-Differences Measures
Relationship Between Reliability and Validity
Evidence of Validity
Content-Related Evidence
Criterion-Related Evidence
Predictive Studies
Concurrent Studies
Requirements of Criterion Measures in Predictive and Concurrent Studies
Factors Affecting the Size of Obtained Validity Coefficients
Range Enhancement
Range Restriction
Position in the Employment Process
Form of the Predictor-Criterion Relationship
Retesting
Construct-Related Evidence
Construct Validation Process
An Illustration of Construct Validation
Cross-Validation
Empirical Cross-Validation
Statistical Cross-Validation
Comparison of Empirical and Statistical Strategies
Gathering Validity Evidence When Local Validation Is Not Feasible
Synthetic Validity
Test Transportability
Validity Generalization
How to Conduct a VG Study
Refinements to VG Techniques
Challenges in Conducting a VG Study
Empirical Bayesian Analysis
Application of Alternative Validation Strategies: Illustration
Chapter 8: Fairness in Employment Decisions
Assessing Differential Validity
Differential Validity and Adverse Impact
Differential Validity: The Evidence
Assessing Differential Prediction and Moderator Variables
Differential Prediction: The Evidence
Problems in Testing for Differential Prediction
Using Meta-Analysis to Assess Differential Prediction
Suggestions for Improving the Accuracy of Slope-Based Differential Prediction Assessment
Further Considerations Regarding Adverse Impact, Differential Validity, and Differential Prediction
Minimizing Adverse Impact Through Test-Score Banding
Fairness and the Interpersonal Context of Employment Testing
Fair Employment and Public Policy
Chapter 9: Analyzing Jobs and Work
Definition, Professional Standards
Terminology
Aligning Method With Purpose
Choices
Defining the Job
Job Specifications
Reliability and Validity of Work Analysis Information
Obtaining Information About Jobs and Work
Direct Observation and Job Performance
Interview
SME Panels
Questionnaires
The Position Analysis Questionnaire
...