You are here

Applied Psychology in Talent Management
Share

Applied Psychology in Talent Management

Eighth Edition
Additional resources:


August 2018 | 632 pages | SAGE Publications, Inc
Now with SAGE Publishing!

In Applied Psychology in Talent Management, world-renowned authors Wayne F. Cascio and Herman Aguinis provide the most comprehensive, future-oriented overview of psychological theories and how those theories impact people decisions in today’s ever-changing workplace. Taking a rigorous, evidence-based approach, the new Eighth Edition includes more than 1,000 new citations from more than 20 top-tier journal articles. The authors emphasize the latest developments in the field—all in the context of historical perspectives. Integrated coverage of technology, strategy, globalization, and social responsibility throughout the text provides students with a holistic view of the field and equips them with the practical tools to create productive, enjoyable work environments. 
 
Preface to the 8th Edition
 
Acknowledgments
 
About the Authors
 
Chapter 1: Organizations, Work, and Applied Psychology
The Pervasiveness of Organizations

 
Differences in Jobs

 
Differences in Performance

 
A Utopian Ideal

 
Point of View

 
Personnel Psychology and Talent Management in Perspective

 
Globalization of Product and Service Markets

 
Impact on Jobs and the Psychological Contract

 
Effects of Technology on Organizations and People

 
Changes in the Structure and Design of Organizations

 
Changing Roles of Managers and Workers

 
Changing Demographics

 
Implications for Organizations and Their People

 
Plan of the Book

 
 
Chapter 2: The Law and Talent Management
The U.S. Legal System

 
Legal Systems Outside the United States

 
Unfair Discrimination: What Is It?

 
Legal Framework for Civil Rights Requirements

 
The U.S. Constitution—Thirteenth and Fourteenth Amendments

 
Civil Rights Acts of 1866 and 1871

 
Equal Pay for Equal Work Regardless of Sex

 
Equal Pay Act of 1963

 
Equal Pay for Jobs of Comparable Worth

 
Equal Employment Opportunity: Title VII of the Civil Rights Act of 1964

 
Nondiscrimination on the Basis of Race, Color, Religion, Sex, or National Origin

 
Retaliation, and Employment Advertising

 
Suspension of Government Contracts and Back-Pay Awards

 
Exemptions to Title VII Coverage

 
Age Discrimination in Employment Act of 1967 (as Amended in 1986)

 
Immigration Reform and Control Act of 1986

 
Americans with Disabilities Act of 1990 (as Amended in 2008)

 
Provisions of the ADA

 
Enforcement of the ADA

 
Civil Rights Act of 1991

 
Monetary Damages and Jury Trials

 
Adverse Impact (Unintentional Discrimination) Cases

 
Protection in Foreign Countries

 
Racial Harassment

 
Challenges to Consent Decrees

 
Mixed-Motive Cases

 
Seniority Systems

 
Race Norming

 
Extension to U.S. Senate and Appointed Officials

 
Family and Medical Leave Act of 1993

 
Uniformed Services Employment and Reemployment Rights Act of 1994

 
Enforcement of the Laws—Regulatory Agencies

 
State Fair Employment Practices Agencies

 
Equal Employment Opportunity Commission

 
The Complaint Process

 
Office of Federal Contract Compliance Programs

 
Goals and Timetables

 
Employment Case Law—General Principles

 
Testing

 
Personal History

 
Sex Discrimination

 
Preventive Actions by Employers

 
Age Discrimination

 
“English Only” Rules—National Origin Discrimination?

 
Seniority

 
Preferential Selection

 
 
Chapter 3: People, Decisions, and the Systems Approach
Costs and Consequences of Decisions—A Way of Thinking

 
Organizations as Systems

 
A Systems View of the Staffing Process

 
Optimizing Staffing Investments

 
Optimizing Staffing Outcomes

 
A Systems View of the Broader Employment Process

 
Work Analysis

 
Strategic Workforce Planning

 
Recruitment

 
Initial Screening

 
Selection

 
Training and Development

 
Performance Management

 
Organizational Exit

 
 
Chapter 4: Criteria: Definitions, Measures, and Evaluation
Definition

 
Job Performance as a Criterion

 
Dimensionality of Criteria

 
Static Dimensionality

 
Dynamic or Temporal Dimensionality

 
Individual Dimensionality

 
Challenges in Criterion Development

 
Challenge #1: Job Performance (Un)Reliability

 
Challenge #2: Reliability of Job Performance Observation

 
Challenge #3: Dimensionality of Job Performance

 
Performance and Situational Characteristics

 
Environmental and Organizational Characteristics

 
Environmental Safety

 
Lifespace Variables

 
Job and Location

 
Extraindividual Differences and Sales Performance

 
Leadership

 
Steps in Criterion Development

 
Evaluating Criteria

 
Relevance

 
Sensitivity or Discriminability

 
Practicality

 
Criterion Deficiency

 
Criterion Contamination

 
Bias Due to Knowledge of Predictor Information

 
Bias Due to Group Membership

 
Bias in Ratings

 
Composite Criterion Versus Multiple Criteria

 
Composite Criterion

 
Multiple Criteria

 
Differing Assumptions

 
Resolving the Dilemma

 
Research Design and Criterion Theory

 
Distribution of Performance and Star Performers

 
 
Chapter 5: Performance Appraisal and Management
Purposes Served

 
Realities and Challenges of Performance Management Systems

 
Fundamental Requirements of Successful Performance Management Systems

 
Benefits of State-of-the-Science Performance Management Systems

 
Who Shall Rate?

 
Immediate Supervisor

 
Peers

 
Subordinates

 
Self

 
Clients Served

 
Appraising Performance: Individual Versus Group Tasks

 
Putting It All Together: 360-Degree Systems

 
Agreement and Equivalence of Ratings Across Sources

 
Judgmental Biases in Rating

 
Leniency and Severity

 
Central Tendency

 
Halo

 
Types of Performance Measures

 
Objective Measures

 
Subjective Measures

 
Rating Systems: Relative and Absolute

 
Relative Rating Systems (Employee Comparisons)

 
Rank Ordering

 
Paired Comparisons

 
Forced Distribution

 
Absolute Rating Systems

 
Essays

 
Behavioral Checklists

 
Forced-Choice System

 
Critical Incidents

 
Graphic Rating Scales

 
Behaviorally Anchored Rating Scales

 
Summary Comments on Rating Formats and Rating Process

 
Factors Affecting Subjective Appraisals

 
Evaluating the Performance of Teams

 
Rater Training

 
The Social, Emotional, and Interpersonal Context of Performance Management Systems

 
Performance Feedback: Appraisal and Goal-Setting Interviews

 
Communicate Frequently

 
Get Training in Appraisal

 
Judge Your Own Performance First

 
Encourage Subordinate Preparation

 
Use “Priming” Information

 
Warm Up and Encourage Participation

 
Judge Performance, Not Personality or Self-Concept

 
Be Specific

 
Be an Active Listener

 
Avoid Destructive Criticism and Threats to the Employee’s Ego

 
Set Mutually Agreeable and Formal Goals

 
Continue to Communicate and Assess Progress Toward Goals Regularly

 
Make Organizational Rewards Contingent on Performance

 
 
Chapter 6: Measuring and Interpreting Individual Differences
What Is Measurement?

 
Scales of Measurement

 
Nominal Scales

 
Ordinal Scales

 
Interval Scales

 
Ratio Scales

 
Scales Used in Applied Psychological Measurement

 
Selecting and Creating the Right Measure

 
Steps for Selecting and Creating Measures

 
Determining a Measure’s Purpose

 
Defining the Attribute

 
Developing a Measure Plan

 
Writing Items

 
Conducting a Pilot Study and Traditional Item Analysis

 
Conducting an Item Analysis Using Item Response Theory

 
Selecting Items

 
Determining Reliability and Gathering Evidence for Validity

 
Revising and Updating Items

 
Selecting an Appropriate Measure: Test-Classification Methods

 
Content

 
Administration

 
Standardized and Nonstandardized Tests

 
Scoring

 
Further Considerations in Selecting a Test

 
Reliability as Consistency

 
Estimation of Reliability

 
Test—Retest

 
Parallel (or Alternate) Forms

 
Internal Consistency

 
Kuder-Richardson Reliability Estimates

 
Split-Half Reliability Estimates

 
Stability and Equivalence

 
Interrater Reliability

 
Summary

 
Interpretation of Reliability

 
Range of Individual Differences

 
Difficulty of the Measurement Procedure

 
Size and Representativeness of Sample

 
Standard Error of Measurement

 
Scale Coarseness

 
Generalizability Theory

 
Interpreting the Results of Measurement Procedures

 
Looking to the Future: Anticipated Innovations in Applied Psychological Measurement

 
 
Chapter 7: Validation and Use of Individual-Differences Measures
Relationship Between Reliability and Validity

 
Evidence of Validity

 
Content-Related Evidence

 
Criterion-Related Evidence

 
Predictive Studies

 
Concurrent Studies

 
Requirements of Criterion Measures in Predictive and Concurrent Studies

 
Factors Affecting the Size of Obtained Validity Coefficients

 
Range Enhancement

 
Range Restriction

 
Position in the Employment Process

 
Form of the Predictor–Criterion Relationship

 
Retesting

 
Construct-Related Evidence

 
Construct Validation Process

 
An Illustration of Construct Validation

 
Cross-Validation

 
Empirical Cross-Validation

 
Statistical Cross-Validation

 
Comparison of Empirical and Statistical Strategies

 
Gathering Validity Evidence When Local Validation Is Not Feasible

 
Synthetic Validity

 
Test Transportability

 
Validity Generalization

 
How to Conduct a VG Study

 
Refinements to VG Techniques

 
Challenges in Conducting a VG Study

 
Empirical Bayesian Analysis

 
Application of Alternative Validation Strategies: Illustration

 
 
Chapter 8: Fairness in Employment Decisions
Assessing Differential Validity

 
Differential Validity and Adverse Impact

 
Differential Validity: The Evidence

 
Assessing Differential Prediction and Moderator Variables

 
Differential Prediction: The Evidence

 
Problems in Testing for Differential Prediction

 
Using Meta-Analysis to Assess Differential Prediction

 
Suggestions for Improving the Accuracy of Slope-Based Differential Prediction Assessment

 
Further Considerations Regarding Adverse Impact, Differential Validity, and Differential Prediction

 
Minimizing Adverse Impact Through Test-Score Banding

 
Fairness and the Interpersonal Context of Employment Testing

 
Fair Employment and Public Policy

 
 
Chapter 9: Analyzing Jobs and Work
Definition, Professional Standards

 
Terminology

 
Aligning Method With Purpose

 
Choices

 
Defining the Job

 
Job Specifications

 
Reliability and Validity of Work Analysis Information

 
Obtaining Information About Jobs and Work

 
Direct Observation and Job Performance

 
Interview

 
SME Panels

 
Questionnaires

 
The Position Analysis Questionnaire

 
Fleishman Job Analysis Survey

 
Critical Incidents

 
Other Sources of Job Information and Job Analysis Methods

 
The Job Analysis Wizard

 
Incorporating Personality Dimensions Into Job Analysis

 
Strategic or Future-Oriented Work Analyses

 
Competency Models

 
Work Analysis for Star Performers

 
Cognitive Task Analysis

 
Occupational Information—From the Dictionary of Occupational Titles to O*NET®

 
Multiple Windows

 
Common Language

 
Taxonomies and Hierarchies of Occupational Descriptors

 
The O*NET® Content Model

 
 
Chapter 10: Strategic Workforce Planning
What Is Strategic Workforce Planning?

 
Strategic Business and Workforce Plans

 
Levels of Planning

 
The Strategic Planning Process

 
An Alternative Approach

 
Payoffs From Strategic Planning

 
Relationship of HR Strategy to Business Strategy

 
Talent Inventory

 
Information Type

 
Uses

 
Forecasts of Workforce Supply and Demand

 
External Workforce Supply

 
Internal Workforce Supply

 
From Predictable to Unpredictable Supplies of Labor

 
Leadership-Succession Planning

 
Chief Executive Officer (CEO) Succession

 
Workforce Demand

 
Pivotal Jobs

 
Assessing Future Workforce Demand

 
How Accurate Must Demand Forecasts Be?

 
Integrating Supply and Demand Forecasts

 
Matching Forecast Results to Action Plans

 
Control and Evaluation

 
Sampling and Measuring Performance

 
Identifying an Appropriate Strategy for Evaluation

 
Responsibility for Workforce Planning

 
 
Chapter 11: Recruitment
Recruitment Planning

 
Internal Recruitment

 
External Recruitment

 
Staffing Requirements and Cost Analyses

 
Source Analysis

 
Operations

 
External Sources for Recruiting Applicants

 
Managing Recruiting Operations

 
Measurement, Evaluation, and Control

 
Job Search From the Applicant’s Perspective

 
Realistic Job Previews

 
 
Chapter 12: Selection Methods
Personal History Data

 
Weighted Application Blanks

 
Biographical Information Blanks

 
Résumés

 
Credit History

 
Response Distortion in Personal History Data

 
Validity of Personal History Data

 
Bias and Adverse Impact

 
What Do Biodata Mean?

 
Recommendations and Reference Checks

 
Polygraph Tests

 
Honesty Tests

 
Evaluation of Training and Experience

 
Drug Screening

 
Computer-Based Screening

 
Employment Interviews

 
Response Distortion in the Interview

 
Reliability and Validity

 
Factors Affecting the Decision-Making Process

 
Social/Interpersonal Factors

 
Cognitive Factors

 
Individual Differences

 
Effects of Structure

 
Summary of Evidence-Based Suggestions for Improving the Interview Process and Outcome

 
The Future Is Now: Technology and Big Data

 
Social Media

 
Mobile and Web-Based Selection

 
Computer Scoring of Text

 
Remote Interviewing

 
Virtual Reality Technology

 
 
Chapter 13: Managerial Selection Methods
Criteria of Managerial Success

 
Global Criterion Measures

 
The Importance of Context

 
Instruments of Prediction

 
Cognitive Ability Tests

 
Controversial Issues in the Use of Cognitive Ability Tests

 
A Recommendation to Address the Controversy

 
Objective Personality Inventories

 
Why and When Does Personality Predict Performance?

 
Response Distortion in Personality Inventories

 
Strategies to Mitigate Response Distortion

 
Leadership Ability Tests

 
Motivation to Manage

 
Personal History Data

 
Peer Assessment

 
Work Samples of Managerial Performance

 
Leaderless Group Discussion

 
Reliability

 
Validity

 
Effects of Training and Experience

 
The In-Basket Test

 
The Business Game

 
Situational Judgment Tests

 
Assessment Centers

 
Assessment Center: The Beginnings

 
Level and Purpose of Assessment

 
Duration and Size

 
Assessors and Their Training

 
Performance Feedback

 
Reliability of the Assessment Process

 
Validity

 
Fairness and Adverse Impact

 
Assessment Center Utility

 
Potential Problems

 
Combining Predictors

 
 
Chapter 14: Decision Making for Selection
Personnel Selection in Perspective

 
Classical Approach to Personnel Selection

 
Efficiency of Linear Models in Job-Success Prediction

 
Unit Weighting

 
Suppressor Variables

 
Data-Combination Strategies

 
Types of Strategies

 
Effectiveness of Alternative Data-Combination Strategies

 
The Role of Subjective Judgment

 
Alternative Prediction Models

 
Multiple-Regression Approach

 
Multiple-Cutoff Approach

 
Setting a Cutoff

 
Angoff Method

 
Expectancy Charts

 
Multiple-Hurdle Approach

 
Extending the Classical Validity Approach to Selection Decisions: Decision-Theory Approach

 
The Selection Ratio

 
The Base Rate

 
Utility Considerations

 
Evaluation of the Decision-Theory Approach

 
Understanding Outcomes of Selection Decisions: Utility Analysis

 
The Naylor–Shine Model

 
The Brogden–Cronbach–Gleser Model

 
Further Developments of the Brogden–Cronbach–Gleser Model

 
Alternative Methods of Estimating SDy

 
Integration of Selection Utility With Capital-Budgeting Models

 
Application of the Brogden–Cronbach–Gleser Model and the Need to Scrutinize Utility Estimates

 
Top Scorers May Turn Down the Offer

 
There Is a Discrepancy Between Expected and Actual Performance Scores

 
Economic Factors Affect Utility Estimates

 
Top Management May Not Believe the Results

 
Utility and Usefulness

 
The Strategic Context of Personnel Selection Decisions

 
 
Chapter 15: Training and Development: Considerations in Design
Factors Driving the Increasing Demand for Workplace Training

 
Training and Development Activities: What Are They?

 
Training Design

 
Characteristics of Effective Training

 
Additional Determinants of Effective Training

 
Fundamental Requirements of Sound Training Practice

 
Defining What Is to Be Learned

 
Interactions of Training and Development With Other Systems

 
Assessing Training Needs

 
Organization Analysis

 
Demographic Analysis

 
Operations Analysis

 
Individual Analysis

 
Rapid Prototyping

 
Specifying Training Objectives

 
Creating an Optimal Environment for Training and Learning

 
Team Training

 
Learning and Individual Differences

 
Trainability and Individual Differences

 
Principles That Enhance Learning

 
Goal Setting

 
Behavior Modeling

 
Meaningfulness of the Material

 
Practice

 
Active Practice

 
Overlearning

 
Length of the Practice Session

 
Feedback

 
Transfer of Training

 
 
Chapter 16: Training and Development: Implementation and the Measurement of Outcomes
Categories of Training and Development Methods

 
Presentation Methods

 
Hands-On Methods

 
Group-Building Methods

 
Technology-Based Training

 
Technique Selection

 
Measuring Training and Development Outcomes

 
Why Measure Training Outcomes?

 
Essential Elements of Measuring Training Outcomes

 
Criteria

 
Time

 
Types of Criteria

 
Levels of Criteria

 
Additional Considerations in Measuring Training Outcomes

 
Strategies for Measuring Training Outcomes in Terms of Financial Impact

 
An Illustration of Utility Analysis

 
Why Not Hold All Training Programs Accountable Strictly in Economic Terms?

 
Influencing Managerial Decisions With Program-Evaluation Data

 
Classical Experimental Designs

 
Design A

 
Design B

 
Design C

 
Design D

 
Limitations of Experimental Designs

 
Quasi-Experimental Designs

 
Design E

 
Design F

 
Design G

 
Design H

 
Statistical, Practical, and Theoretical Significance

 
Logical Analysis

 
 
Chapter 17: International Dimensions of Talent Management
Capitalism in the 21st Century

 
Globalization and Culture

 
Vertical and Horizontal Individualism and Collectivism

 
Country-Level Cultural Differences

 
Theoretical and Methodological Developments in the Study of Culture

 
The Globalization of Psychological Measurement

 
Transporting Psychological Measures Across Cultures

 
Terminology

 
Identification of Potential for International Management and Cultural Competence

 
Selection for International Assignments

 
General Mental Ability

 
Personality Characteristics and Expatriate Success

 
Other Characteristics Related to Success in International Assignments

 
Cross-Cultural Training

 
Performance Management

 
Performance Criteria

 
Who Should Assess Expatriate Performance?

 
Performance Feedback

 
Repatriation

 
Planning

 
Career Management

 
Compensation

 
Chapter 18: Organizational Responsibility and Ethical Issues in Talent Management

 
Organizational Responsibility: Definition and General Framework

 
Organizational Responsibility: Benefits

 
Organizational Responsibility: Implementation and the Role of Human Resource Management Research and Practice

 
Employee Privacy

 
Safeguarding Employee Privacy

 
Fair Information Practice in the Information Age

 
Employee Searches and Other Workplace Investigations

 
Testing and Evaluation

 
Obligations to One’s Profession

 
Obligations to Those Who Are Evaluated

 
Obligations to Employers

 
Individual Differences Serving as Antecedents of Ethical Behavior

 
Ethical Issues in Organizational Research

 
Ethical Issues at the Research-Planning Stage

 
Ethical Issues in Recruiting and Selecting Research Participants

 
Ethical Issues in Conducting Research: Protecting Research Participants’ Rights

 
Ethical Issues in Reporting Research Results

 
Strategies for Addressing Ethical Issues in Organizational Research

 
Science, Advocacy, and Values in Organizational Research

 
 
Appendix A: Scientific and Legal Guidelines on Employee Selection Procedures— Checklists for Compliance
Scientific Guidelines—Summary Checklist

 
Premise

 
Sources of Validity Evidence

 
Planning the Validation Effort and Analysis of Work

 
Criterion-Related Evidence of Validity

 
Feasibility

 
Criterion Development

 
Choice of Predictors

 
Choice of Participants

 
Data Analysis for Criterion-Related Validity

 
Evidence for Validity Based on Content

 
Evidence of Validity Based on Internal Structure

 
Generalizing Validity Evidence

 
Fairness and Bias

 
Operational Considerations

 
Initiating a Validation Effort

 
Selecting Assessment Procedures for the Validation Effort

 
Selecting the Validation Strategy

 
Selecting Criterion Measures

 
Data Collection

 
Data Analyses

 
Communicating the Effectiveness of Selection Procedures

 
Appropriate Use of Selection Procedures

 
Technical Validation Report

 
Administration Guide

 
Other Circumstances Regarding the Validation Effort and Use of Selection Procedures

 
Legal Guidelines on Employee Selection Procedures

 
1. Adverse Impact

 
A. Records Relating to Adverse Impact

 
B. Special Record-Keeping Provisions

 
C. Four-Fifths Rule

 
D. Adverse Impact When User Meets Four-Fifths Rule

 
E. Qualifying Circumstances Relating to Adverse Impact

 
2. Validation

 
A. General Information Regarding Validity

 
B. Identifying Information

 
C. Job Analysis

 
D. Professional Control

 
3. Criterion-Related Validity

 
A. Sample

 
B. Criterion Measures

 
C. Fairness of Criterion Measures

 
D. Results

 
E. Corrections and Categorization

 
F. Concurrent Validity

 
G. Prediction of Performance on Higher-Level Jobs

 
H. Fairness

 
4. Content Validity

 
A. Relevance of a Content Validity Strategy

 
B. Relation Between Selection Procedure and Work Behaviors

 
C. Knowledge, Skills, and Abilities

 
D. Adequacy of Simulation

 
E. Training

 
5. Construct Validity

 
6. Validity Generalization

 
7. Application

 
A. Use of Selection Procedures

 
B. Test Administration

 
C. Selection Decisions

 
D. Reduction of Adverse Impact

 
E. Currency, Interim Use

 
 
Appendix B: An Overview of Correlation and Linear Regression
The Concept of Correlation

 
The Concept of Regression

 
Making Predictions Based on Multiple Predictors

 
Predictive Accuracy of Multiple Regression

 
 
Appendix C: Decision Trees for Statistical Methods
 
References
 
Author Index
 
Subject Index

Supplements

Instructor Teaching Site

Password-protected Instructor Resources include the following:

 

  • Test banks with a diverse range of prewritten options and the opportunity to edit any question and/or insert your own personalized questions to effectively assess students’ progress and understanding.
  • Instructor Manual linking chapter objectives to key concepts and suggested teaching strategies, as well as suggested exercises and projects.
  • Editable, chapter-specific PowerPoint® slides that offer complete flexibility for creating a multimedia presentation for your course.
  • Multimedia content that includes videos and audio files.

Applied Psychology in Talent Management contains a great breadth of really solid coverage of fundamental concepts and great examples.” 

Frank Igou
Louisiana Tech University

“This book has always been the most substantive coverage of applied psychology on the market.” 

John F. Binning
Illinois State University

“I think the book’s biggest strength is its comprehensive integration and review of HR processes, psychological theory, and applied examples. It is a great resource for both individuals new to the field and individuals interested in refreshing on topics they have studied for years. This text is a reliable source of information, in that researchers and practitioners alike feel secure in turning to this source for detailed information on a number of topics. It is a good multipurpose resource that holds up well over time.” 

Rebecca J. Thompson
University of Baltimore

“Cascio and Aguinis’s text is the gold standard for applied psychology in HRM and industrial psychology. It provides extensive research support and covers topics with a detailed empirical analysis unparalleled in rival texts. It is a MUST-read for graduate students in I/O psychology.” 

Brian W. Schrader
Emporia State University

“Theory based but practical, this book provides a useful resource for researchers and practitioners alike with concrete examples and illustrations.” 

Margaret Beier
Rice University

“An excellent introduction to personnel psychology that follows the principles of the scientist-practitioner model well.” 

Joseph J. Mazzola
Roosevelt University

“The book is very detail oriented and includes relevant research findings to corroborate key HRM concepts. I especially like the use of headings and bullet points in each chapter. Thus the organization of the chapter becomes clearer and easily understandable.” 

Neelam Rattan
San Jose State University

I'll be using this in my Personnel Selection graduate course, thanks!

Afra Ahmad
Psychology Dept, George Mason University
August 8, 2019

For instructors

This book is not available as an inspection copy. For more information contact your local sales representative.

Select a Purchasing Option


Hardcover
ISBN: 9781506375915
£120.00