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Envisioning an effective multidisciplinary sexual assault response
Published in Rachel E. Lovell, Jennifer Langhinrichsen-Rohling, Sexual Assault Kits and Reforming the Response to Rape, 2023
Kevin J. Strom, Jim Markey, Hannah Feeney, Tom Scott
Next, leadership must also establish clear standards for unit selection, onboarding, and personnel retention. Key to this is identifying agency personnel who are qualified and motivated for these positions. These selections and assignments should follow a clear and standardized agency personnel selection process. For success to be realized, personnel who investigate sexual assault must be able to understand and practice victim-centered, trauma-informed approaches in a consistent manner while simultaneously incorporating all necessary specialized investigative tools and methods. Similarly, SAU supervisors must have the knowledge and experience to oversee an investigative unit, run complex investigations, and develop their personnel.
Psychoanalytic aspects of the fitness for duty psychological evaluation 1
Published in Jed A. Yalof, Anthony D. Bram, Psychoanalytic Assessment Applications for Different Settings, 2020
The psychological FFD evaluation, also known as Occupationally Mandated Psychological Evaluation (OMPE; APA, 2018) is a type of forensic psychological evaluation. Thus, it differs from psychological and psychiatric evaluations performed in a healthcare setting. First, a forensic FFD evaluation typically serves the needs of the referring organization or entity (e.g., employer, agency, municipality, hospital, licensing board, etc.) as opposed to the individual patient. Second, the evaluation answers a psycho-legal question (i.e., fit for duty for the job) rather than, for example, informing differential diagnosis or treatment planning—although these issues may pertain to the FFD. Third, the forensic evaluation generally privileges assessor objectivity (Shuman & Zervopoulos, 2010). Furthermore, the psychological FFD evaluation differs from Industrial-Organizational (IO) psychological evaluations (Shorey, 2018). In the IO setting, psychometric assessment typically addresses personnel selection, organizational effectiveness, business performance, and similar matters.
Issues in workplace mental health law
Published in Takenori Mishiba, Workplace Mental Health Law, 2020
Trends in domestic laws, policies20 and court decisions mentioned earlier and domestic and foreign research on organizational health21 suggest that basic components of human resources and personnel management should be re-configured. Such components include: i) personnel selection, e.g. hiring and job assignments, ii) training, iii) motivation, and iv) job design in relation to the type of work.22 In addition, legislative assistance may be needed to create a system to eliminate both vertical and horizontal miscommunication in an organization,23 and to create a system in which workers receive support from supervisors and colleagues in response to abrupt changes in working conditions. Other items such as ensuring personal time (a daily rest period) between workdays or shifts (in Japan, such a period is not legally mandated for typical employees24) and preventing malicious harassment based on prejudice should be mandated as minimum standards after careful consideration of what they entail.25 Rather than mandated standards, these items could be interpreted as implied contractual obligations. Such a stance would avoid the bringing of frivolous lawsuits (cases) and allow the court to make a flexible legal determination in light of particular circumstances.
Professional Practice Guidelines for Personality Assessment
Published in Journal of Personality Assessment, 2022
Radhika Krishnamurthy, Giselle A. Hass, Adam P. Natoli, Bruce L. Smith, Paul A. Arbisi, Emily D. Gottfried
Personality assessment is also used regularly for personnel selection and to assess candidates for critical occupations in the public safety sector (e.g., police, sheriff, highway patrol officers, correctional officers, airline pilots, air traffic controllers; see Corey & Borum, 2012; King, 2014; Roberts et al., 2008) as well as for other occupations requiring astute interpersonal skills, such as candidates for the clergy and candidates for promotion to corporate management positions. Further, the military utilizes personality assessment as part of a standardized process to select soldiers and sailors for specialized highly selective training experiences. Finally, both proprietary and nonproprietary personnel selection procedures that incorporate personality assessment are used by teams to select professional athletes and by producers to screen candidates for reality television programs. The extensive range of settings in which personality assessment is applied speaks to the utility of the information derived from the assessment and its added value to the professional decision-making process.
Exploring Individual Antecedents of Performance Error: False Starts in Collegiate Football
Published in Human Performance, 2021
Joseph Patrick Graczyk, Erich C. Dierdorff, Robert S. Rubin, Grace Lemmon
Regardless of the role, performance effectiveness is essential to the success of any organization and is thought to encompass broad behavioral dimensions such as task proficiencies, written and oral communication, demonstrating effort, maintaining personal discipline, facilitating team and peer performance, supervision or leadership, and management or administration (Campbell et al., 1990). Moreover, predicting variability in effectiveness is a key purpose of several human resource activities including personnel selection, performance management, and so forth. It is interesting to note that while the taxonomic research on work performance clearly acknowledges performance variability, explicit discussion of performance errors is either absent or assumed to simply reflect the lack of performance effectiveness (e.g., Campbell & Wiernik, 2015; Motowidlo & Kell, 2013).
Introduction to the Special Issue on the Role of Personality Assessment in Consulting to Organizations
Published in Journal of Personality Assessment, 2018
This latter way of looking at personality data is elaborated on by Moyle and Hackston (this issue) and label “experiential validity.” In their contribution to this special issue, Moyle and Hackston discuss the different standards of validity that should be applied to measures used in nomothetic academic research or research to predict work outcomes in a specific company, as opposed to measures used to foster development at the level of the group, team or individual. Using the Myers Briggs Type Indicator (MBTI; Myers, 1962; Myers, McCaulley, Quenk, & Hammer, 1998) as an example, Moyle and Hackston suggest that measures used for development and that have categorical output should not be evaluated in terms of predicting outcomes, but, rather, in terms of how well they can be used by and foster growth in the individual. For use in selection, the question is, “Is this measure reliable and does it evidence discriminant and predictive validity in relation to other constructs relevant to work life and personnel selection?” For use in development, the question is, “Does this measure represent a construct in a way that it can be understood and used by the individual to effect behavioral change?”