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dc.contributor.authorBoudreau, John W.
dc.date.accessioned2020-11-25T14:54:51Z
dc.date.available2020-11-25T14:54:51Z
dc.date.issued1988-12-30
dc.identifier.other200456
dc.identifier.urihttps://hdl.handle.net/1813/77325
dc.description.abstract[Excerpt] This chapter will discuss utility analysis (VA), which attempts to answer such questions by focusing on decisions about human resources. Utility analysis refers to the process that describes, predicts and/or explains what determines the usefulness or desirability of decision options, and examines how that information affects decisions. In HRM and I/O psychology, the focus lies on decisions involving employment relationships and employee behaviors. Thus, I/O psychologists use the term utility analysis to refer to a specific set of models that reflect the consequences, usually performance-related, of programs designed to enhance the value of the work force to the employing organization.
dc.language.isoen_US
dc.subjectCAHRS
dc.subjectILR
dc.subjectcenter
dc.subjecthuman resource
dc.subjectjob
dc.subjectworker
dc.subjectadvanced
dc.subjectlabor market
dc.subjectsatisfaction
dc.subjectemployee
dc.subjectwork
dc.subjectmanage
dc.subjectmanagement
dc.subjectrecruitment
dc.subjectjob choice
dc.subjectpost-hire
dc.subjectemployee
dc.subjectqualification
dc.subjectperformance
dc.subjectanalysis
dc.titleUtility Analysis for Decisions in Human Resource Management
dc.typepreprint
dc.description.legacydownloads88_21Utility_analysis_for_decisions.pdf: 20780 downloads, before Oct. 1, 2020.
local.authorAffiliationBoudreau, John W.: Cornell University


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