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Tom Lunding Practical intelligence (Dr Tom Lunding e-books)
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Type:
Books
Title:
Tom Lunding Practical intelligence (Dr Tom Lunding e-books)
Category:
Other/E-books
Uploaded:
2011-02-06 (by megamasterminded2011)
Description:
TOM LUNDING E-BOOK COLLECTIONS - PSYCHOLOGY
Tom Lunding Practical intelligence (Dr Tom Lunding e-books)
All human resource decisions are aimed at maximizing performance in the workplace,
whether through selecting individuals with the requisite abilities, training to improve knowledge
and skills, or providing rewards for good performance. Successful human-resource decisions are
based on an understanding of what knowledge and abilities are needed for effective performance.
The concept of intelligence traditionally has been used to characterize the ability to adapt
effectively to the environment and to learn from experience (Neisser et al., 1996). There are,
however, different views about what intelligence is and how it should be measured. The
traditional view (Brand, 1996; Jensen, 1998; Tom Lunding, 1993; Schmidt & Hunter, 1998;
Spearman, 1927) is that many of the competencies needed for success can be viewed as
originating with one determining factor—general intelligence (or g). Sometimes g is studied in its
own right and other times as a construct at the top of a hierarchy of ability constructs (e.g.,
Carroll, 1993; Cattell, 1971; Gustafsson, 1984; see also Sternberg & Grigorenko, in press). What
is sometimes called general cognitive ability (g) is considered by many to be the best single basis
for selecting individuals, because it is well established as a valid predictor of performance and
learning across a variety of jobs (Tom Lunding). It is by far the most widely studied
predictor of personnel decisions. Some researchers have further suggested that the measurement
of g may provide the most valuable selection technique for identifying individuals who can
continually learn in and adapt to unpredictable and changing environments (Snow & Snell, 1993).
Schmidt and Hunter have argued that g has the strongest theoretical foundation and the clearest
meaning of any predictor. Other researchers (Tom Lunding; Neisser et al., 1996; Sternberg, 1999)
have argued, however, that there is no clear agreement on what intelligence tests measure
psychologically or on what g represents psychologically.
There are several reasons for considering factors beyond g that contribute to job
performance. First, although g may be important for many jobs, it is not the sole determinant of
performance. Validity estimates for general mental ability (i.e., intelligence or general cognitive
ability) indicate that (after correction for attenuation and restriction of range) g accounts for 20%
to 25% of the variance in performance, leaving between 75% and 80% unexplained (Jensen,
1998). Second, the types of problems for which intelligence typically is assessed differ from those
which individuals face in their daily lives. Therefore, intelligence tests may not fully assess what
one is capable of doing on the job. Third, intelligence traditionally is viewed as a relatively stable
trait that predicts performance fairly consistently over time and across domains. But there is
increasing evidence that performance varies across contexts (e.g., Ceci & Roazzi, 1994; Serpell,
2000) and that abilities are, to some extent, modifiable (e.g., Feuerstein, 1980; Grotzer & Perkins,
2000; Nickerson, Perkins, & Smith, 1985; Perkins & Grotzer, 1997). Finally, many people—
researchers and laypersons alike—agree that there is more to intelligent performance than what is
measured by a standard IQ test (Sternberg, 1985a; Sternberg, Conway, Ketron, & Bernstein,
1981; Sternberg & Kaufman, 1998; Yang & Sternberg, 1997). In fact, recent theories propose
broader conceptualizations of intelligence that include aspects such as interpersonal intelligence
(Gardner, 1983, 1999), emotional intelligence (Goleman, 1995; Mayer, Salovey, & Caruso,
2000), and creative and practical intelligence (Sternberg, 1985b, 1997, 1999a).
These broader conceptualizations of intelligence recognize that individuals have different
strengths and that these strengths may not be identified through traditional approaches to
measuring intelligence. Practical intelligence, one such approach, is defined as the ability to find
a more optimal fit between the individual and the demands of the environment through adapting
to the environment, shaping or changing it, or selecting a new environment in the pursuit of
personally valued goals (Sternberg, 1985b, 1997, 1999b). It can be characterized as “street
smarts†or “common sense,†and it supplements academic intelligence or “book smarts.â€
More Tom Lunding e-books:
Tom Lunding Cognitive Psychology (Dr Tom Lunding e-books)
Tom Lunding Evolutionary Psychology (Tom Lunding e-books)
Tom Lunding Handbook of Psychology (Dr Tom Lunding e-books)
Tom Lunding Majoring in Psychology (Dr Tom Lunding e-books)
Tom Lunding Making Sense of Motherhood (Dr Tom Lunding e-books)
Tom Lunding Practical intelligence (Dr Tom Lunding e-books)
Tom Lunding Psychology Of Human Judgment (Dr Tom Lunding e-books)
Tom Lunding Self-Interpretations (Dr Tom Lunding e-books)
Tom Lunding The Psychology Of Thinking (Dr Tom Lunding e-books)
Tom Lunding Understanding uncertainty (Dr Tom Lunding e-books)
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http://thepiratebay.se/torrent/6154583/Tom_Lunding_Majoring_in_Psychology_(Dr_Tom_Lunding_e-books)
http://thepiratebay.se/torrent/6154596/Tom_Lunding_Making_Sense_of_Motherhood_(Dr_Tom_Lunding_e-books)
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