Neil Anderson – författare

This book brings together top recruitment and selection scholars to discuss recent challenges in employee recruitment and selection underpinned by research evidence from different European countries.

Broadly speaking, recruitment and selection are concerned with attracting qualified candidates to apply for available jobs and selecting the best ones from the pool of available candidates. As such, they are critical to any business. Numerous toolkits and best practice guides exist to help recruiters navigate different stages of recruitment and selection. However, traditional recruitment and selection practices should be adjusted to respond to diverse challenges in the current and future world of work related with increased volatility, uncertainty, complexity, and ambiguity. Specific examples of these challenges are related with the accelerated use of technology and artificial intelligence, as well as more flexible work practices, such as hybrid and platform-based work. The chapters in this volume cover the use of technology and gamification, applicant discrimination and stigmatization, and applicant reactions to technology-mediated selection methods, among others. This book is the ideal text for students, scholars and researchers of HRM, Business and Management and Organizational Psychology. It will also interest practitioners and professionals in the field.

The chapters in this book were originally published as a special issue of European Journal of Work and Organizational Psychology.

This book brings together top recruitment and selection scholars to discuss recent challenges in employee recruitment and selection underpinned by research evidence from different European countries.

Broadly speaking, recruitment and selection are concerned with attracting qualified candidates to apply for available jobs and selecting the best ones from the pool of available candidates. As such, they are critical to any business. Numerous toolkits and best practice guides exist to help recruiters navigate different stages of recruitment and selection. However, traditional recruitment and selection practices should be adjusted to respond to diverse challenges in the current and future world of work related with increased volatility, uncertainty, complexity, and ambiguity. Specific examples of these challenges are related with the accelerated use of technology and artificial intelligence, as well as more flexible work practices, such as hybrid and platform-based work. The chapters in this volume cover the use of technology and gamification, applicant discrimination and stigmatization, and applicant reactions to technology-mediated selection methods, among others. This book is the ideal text for students, scholars and researchers of HRM, Business and Management and Organizational Psychology. It will also interest practitioners and professionals in the field.

The chapters in this book were originally published as a special issue of European Journal of Work and Organizational Psychology.

First published in 1992. Organisational change and innovation has been at the centre of much management literature, which has been informed by debates in organizational behaviour and strategic management. The psychology of how people in organizations adapt to and manage change is key to our understanding of the processes by which such changes can occur successfully.

Organizational Change and Innovation brings together the recent research findings of leading European work and organization psychologists, who take stock of existing theories about organizational change in the light of new case material. Their findings, from a range of cultural and national contexts, challenge some previously accepted models and set a new agenda for future research. In particular, the volume provides new perspectives on the person organization relationship; the political qualities of organizational change; the input-output model of organizations as entities; and finally on research methodology.

First published in 1992. Organisational change and innovation has been at the centre of much management literature, which has been informed by debates in organizational behaviour and strategic management. The psychology of how people in organizations adapt to and manage change is key to our understanding of the processes by which such changes can occur successfully.

Organizational Change and Innovation brings together the recent research findings of leading European work and organization psychologists, who take stock of existing theories about organizational change in the light of new case material. Their findings, from a range of cultural and national contexts, challenge some previously accepted models and set a new agenda for future research. In particular, the volume provides new perspectives on the person organization relationship; the political qualities of organizational change; the input-output model of organizations as entities; and finally on research methodology.

This book reflects on the increasing variety of perspectives in organizational innovation research, paying attention to the antecedents, but also to the outcomes, of innovation. Some chapters analyze the ‘dark side’ of innovation, including the potential negative consequences of innovative behaviors, or of defying the innovation maximization fallacy. Others explicitly consider affective responses after innovation efforts, and assume that positive or negative effects rely on the context in which innovations occur, and on the way in which people manage the process of innovation.

Several contributions adopt the dialectic approach by considering the multiple pathways and mechanisms that could lead to innovation at organizations. Most of the chapters include the interaction of actors’ characteristics (from employees or teams) together with situational constraints from the task or the social context, and outline the relevance of processes like team learning; motivation variables like basic need satisfaction; congruence of motives or meaningfulness at work; dynamics of communication networks; and affective variables.

This edited collection offers a rich picture of current research and management trends in the field and contributes constructively toward promoting the dialectic perspective on creativity and innovation in the workplace. This book was originally published as a special issue of the European Journal of Work and Organizational Psychology.

This book reflects on the increasing variety of perspectives in organizational innovation research, paying attention to the antecedents, but also to the outcomes, of innovation. Some chapters analyze the ‘dark side’ of innovation, including the potential negative consequences of innovative behaviors, or of defying the innovation maximization fallacy. Others explicitly consider affective responses after innovation efforts, and assume that positive or negative effects rely on the context in which innovations occur, and on the way in which people manage the process of innovation.

Several contributions adopt the dialectic approach by considering the multiple pathways and mechanisms that could lead to innovation at organizations. Most of the chapters include the interaction of actors’ characteristics (from employees or teams) together with situational constraints from the task or the social context, and outline the relevance of processes like team learning; motivation variables like basic need satisfaction; congruence of motives or meaningfulness at work; dynamics of communication networks; and affective variables.

This edited collection offers a rich picture of current research and management trends in the field and contributes constructively toward promoting the dialectic perspective on creativity and innovation in the workplace. This book was originally published as a special issue of the European Journal of Work and Organizational Psychology.

The first volume in The SAGE Handbook of Industrial, Organizational and Work Psychology introduces key concepts in personnel and employee performance from cognitive ability and the psychological predictors used in assessments to employee and team values. The editor and contributors present a clear overview of key research in the areas of behaviour change and how to assess individual job performance – making Volume I indispensable for anyone working in or studying Human Resource Management.