A Skeptic's HR Dictionary : The ultimate self-defense guide for CEOs, HR professionals, I/O students and employees

Have you ever wondered what goes on in HR departments at corporations, universities, government agencies, and the like? They claim to perform vital tasks and provide valuable resources for employees, but do they? They engage many different programs, but do they work? They claim that they do, but how do they know? In this new book, A Skeptic's HR Dictionary, you will find the answers to these questions and many more, and the discover the good, the bad and the partially true in HR programs based on what the best science tells us, rather than what anecdotes and testimonials say. Science is the best tool ever employed by humanity to determine what is real and what works, and there is no reason why HR claims should not be subjected to the same rigorous standards as any other entity and its claims. We have science-based medicine, why not science-based Human Resources? • ONE STOP. Great, comprehensive guide of the most important theories, models, practices and questionnaires in I/O psychology and human resources. This book rejoins the tradition of debunking outdated theories, fads and urban myths, but also offers sound alternatives. • BEST BUY. For the price of 125 euro, this book offers 55 (scientific) literature reviews—compare this to the price of a single systematic review, which on average costs between 10 and 35 euro! • Finally! The book behind the phenomenal TED-talk promoting science-based Human resources! The ultimate (self-defense) guide for CEO’s, HR professionals, I/O students and employees. • Promoted by academics: “incalculably important new book” (Dr. Michael Shermer), “robust evidence distilled from 15 years of amazingly wide reading” (prof. dr. James C. Coyne), “With the help of this book, the precedent for courage has been set and we must now follow it. Let’s step up and reclaim our field” (drs. Paul Kop). Table of contents Forword Biography Preface : why a skeptical attitude towards HR is a must Part i - The motivation for this book Chapter 1 Introduction Chapter 2 Why did humans invent science Chapter 3 Why using pseudoscience is immoral Chapter 4 Don't be a bystander Chapter 5 Debunking the most commonly heard self-serving rationalizations Chapter 6 Watch out for false claims about evidence-based practice Part II - The demarcation between the good, the bad and the pseudo Chapter 1 : About Champions Leagues, the structure of the natural sciences, and convergence of evidence Chapter 2 The theoretical-empirical grid Part III - Debunking myths, urban legends, fads and sheer nonsense Myth 1 Debunking the false allure of the 70-20-10 framework Myth 2 Commercial Alpha Training increases creativity, intellingence, etc Myth 3 Belbin team roles can help build complementary and well-performing teams Myth 4 Brain-scans can already predict future work performance Myth 5 Change and its many means Myth 6 Organizational Constellations help you solve problems Myth 7 DISC is a good and valid tool for understanding and adaptingwork-related behaviors Myth 8 The enneagram can teach us something about our personality Myth 9 Equicoaching : learn to lead people by learning to lead a horse Myth 10 Graphology can revealyour personality and is useful for recruitment Myth 11 The Hermann Brain Dominance Instrument (HBDI) measures your thinking styles  Myth 12 Jungian Typology and related questionaries (MBTI, Insights Discovery) Myth 13 The Leadership Circle (Profile) is a powerful, universal tool for leadership development . It helps us reach the next level of consciousness and will enable us to practice Integral Leadership Myth 14 Peaple have preferred learning styles and we should match our methods to their styles. Or they should lear to use other styles Myth 15 The logical of left-brained versus the creative right-brained people  Myth 16 Management Drives  if you know your drives, you can communicate and function more effectively Myth 17 The manager-as-a-coach helps people to always find their own solutions Myth 18 Abraham Maslow's Hierarchy of Needs is a valid model of motivation  Myth 19 : Albert Mehrabian's Rule : The effectiveness of our communication depends 55% on body language, 38% on vocal apects, and ONLY 7% on the meaning of the words used Myth 20 NLP, or neurolinguistic programming, is a bonafide approach to coaching of therapy Myth 21 Annual Performance ratings enhance performance Myth 22 Speed reading helps you read and work faster Myth 23 ;;;;;;;;