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Interpersonal sensitivity refers to the accuracy and/or appropriateness of perceptions, judgments, and responses we have with respect to one another. It is relevant to nearly all aspects of social relations and has long been studied by social, personality, and clinical psychologists. Until now, however, no systematic or comprehensive treatment of this complex concept has been attempted. In this volume the major theorists and researchers of interpersonal sensitivity describe their approaches both critically and integratively. Specific tests and methods are presented and evaluated. The authors address issues ranging from the practical to the broadly theoretical and discuss future challenges. Topics include sensitivity to deception, emotion, personality, and other personal characteristics; empathy; the status of self-reports; dyadic interaction procedures; lens model approaches; correlational and categorical measurement approaches; thin-slice and variance partitioning methodologies; and others. This volume offers the single most comprehensive treatment to date of this widely acknowledged but often vaguely operationalized and communicated social competency.
Written by experts in comparative, developmental, social, cognitive and cultural psychology, this book introduces the novel concept of affective social learning to help explain why what matters to us, matters to us. In the same way that social learning describes how we observe other people's behaviour to learn how to use a particular object, affective social learning describes how we observe other people's emotions to learn how to value a particular object, person or event. As such, affective social learning conceptualises the transmission of value from a given culture to a given person and reveals why the things that are so important to us can be of no consequence at all to others.
The routine jobs of yesterday are being replaced by technology and/or shipped off-shore. In their place, job categories that require knowledge management, abstract reasoning, and personal services seem to be growing. The modern workplace requires workers to have broad cognitive and affective skills. Often referred to as "21st century skills," these skills include being able to solve complex problems, to think critically about tasks, to effectively communicate with people from a variety of different cultures and using a variety of different techniques, to work in collaboration with others, to adapt to rapidly changing environments and conditions for performing tasks, to effectively manage one's work, and to acquire new skills and information on one's own. The National Research Council (NRC) has convened two prior workshops on the topic of 21st century skills. The first, held in 2007, was designed to examine research on the skills required for the 21st century workplace and the extent to which they are meaningfully different from earlier eras and require corresponding changes in educational experiences. The second workshop, held in 2009, was designed to explore demand for these types of skills, consider intersections between science education reform goals and 21st century skills, examine models of high-quality science instruction that may develop the skills, and consider science teacher readiness for 21st century skills. The third workshop was intended to delve more deeply into the topic of assessment. The goal for this workshop was to capitalize on the prior efforts and explore strategies for assessing the five skills identified earlier. The Committee on the Assessment of 21st Century Skills was asked to organize a workshop that reviewed the assessments and related research for each of the five skills identified at the previous workshops, with special attention to recent developments in technology-enabled assessment of critical thinking and problem-solving skills. In designing the workshop, the committee collapsed the five skills into three broad clusters as shown below: Cognitive skills: nonroutine problem solving, critical thinking, systems thinking Interpersonal skills: complex communication, social skills, team-work, cultural sensitivity, dealing with diversity Intrapersonal skills: self-management, time management, self-development, self-regulation, adaptability, executive functioning Assessing 21st Century Skills provides an integrated summary of the presentations and discussions from both parts of the third workshop.
Employee selection has long stood at the practical forefront of industrial/organizational psychology. Today's social, business, and economic climates require ongoing adaptations by those who select organizations' personnel, and research on the topic helps gauge the impact of these adaptations and their implications for human performance and potential. The Oxford Handbook of Personnel Assessment and Selection codifies the wealth of new research surrounding employee selection (web-based assessments, social networking, globalization of organizations), situating them alongside more traditional practices to establish the best and most relevant research for both professionals and academics. Comprising chapters from authors in both the private sector and academia, this volume is organized into seven parts: (1) historical and social context of the field of assessment and selection; (2) research strategies; (3) individual difference constructs that underlie effective performance; (4) measures of predictor constructs; (5) employee performance and outcome assessment; (6) societal and organizational constraints on selection practice; and (7) implementation and sustainability of selection systems. While providing a comprehensive review of current research and practice, the purpose of this handbook is to provide an up-to-date profile of each of the areas addressed and highlight current questions that deserve additional attention from researchers and practitioners. This compendium is essential reading for industrial/organizational psychologists and human resource managers.
Interpersonal sensitivity refers to the accuracy and/or appropriateness of perceptions, judgments, and responses we have with respect to one another. It is relevant to nearly all aspects of social relations and has long been studied by social, personality, and clinical psychologists. Until now, however, no systematic or comprehensive treatment of this complex concept has been attempted. In this volume the major theorists and researchers of interpersonal sensitivity describe their approaches both critically and integratively. Specific tests and methods are presented and evaluated. The authors address issues ranging from the practical to the broadly theoretical and discuss future challenges. Topics include sensitivity to deception, emotion, personality, and other personal characteristics; empathy; the status of self-reports; dyadic interaction procedures; lens model approaches; correlational and categorical measurement approaches; thin-slice and variance partitioning methodologies; and others. This volume offers the single most comprehensive treatment to date of this widely acknowledged but often vaguely operationalized and communicated social competency.
Originally published in 1952 by a towering figure in nursing history, this book stresses the then novel theory of interpersonal relations as it was relevant to the work of nurses. Her framework suggested that interaction phenomena that occur during patient-nurse relationships have qualitative impact on patient outcomes. While the past four decades have seen a substantial expansion in the use and understanding of interpersonal theory, such as cognitive development and general systems theory, this classic book remains a useful foundation for all nurses as so much subsequent work used this work as its starting point. Springer Publishing Company is delighted to make this book available again.
The New Police Officer During the past twenty years the tasks required of police officers have expanded and changed with dramatic rapidi ty. The tradi tional roles of the police had been those of law enforcement and the maintenance of public order. As a consequence police officers were typically large-bodied males, selected for their physical abilities and trained to accept orders and enforce the law. Over the past two decades, however, the industrialized nations have placed a variety of new demands on police officers. To traditional law enforcement and public order tasks have been added social work, mental health duties, and cORllluni ty relations work. For example, domestic disputes, violence between husbands and wives, lovers, relatives, etc. , have increased in frequency and severity (or at least there has been a dramatic increase in reporting the occurence of domestic violence). Our societies have no formal system to deal with domestic disputes and the responsibility to do so, in most countries, has fallen to the police. In fact, in some areas as many as 607. of calls for service to the police are related to domestic disputes (see the chapter in this text by Dutton). As a result the police officer has had to become a skilled social worker, able to intervene with sensi ti vi ty in domestic situations. Alternatively, in the case of West Germany, the officer has had to learn to work co-operatively with social workers (see the chapter by Steinhilper).