Page 13 - Psychological Management of Individual Performance

About the Contributors xiii
of Nottingham (1993) and Ph.D. in Psychology from the University of Marburg (1998), and,
since 1999, is the human resources manager for personnel development and recruitment with
PASS Consulting Group. She was a lecturer at the University of Marburg (1996–1999) and at the
University of Applied Sciences in Frankfurt since 1999.
Dr Douglas S. Newburg, Thoracic Surgery Department, Medical School, University of Virginia,
Charlottesville, Virginia, 22908–0395, U.S.A.
Doug Newburg is the associate director of education for the General Surgery Department at
the University of Virginia Medical Center. He has a doctorate in sports psychology and works as
a performance counselor for high-level performers. Doug Newburg’s experience in Final Four
level NCAA basketball and his interest in healthy life styles led him to the research presented in
the chapter written for this volume. He currently works at the medical center and manages his
own firm, giving seminars and workshops on the resonance principle. He has written Resonance:
Desire Over Fear and co-authored several articles on this topic.
Dr Frederik L. Oswald, Michigan State University, 129 Psychology Research Bldg, East Lansing,
MI 48824-1117, U.S.A.
Fred Oswald received his Ph.D. degree (1999) in psychology from the University of Minnesota
and is currently an assistant professor in industrial/organizational psychology at Michigan State
University. His general research interests and current projects are both psychological and statisti-
cal/methodological in nature: personnel selection; theory, modeling, and measurement of job per-
formance; differential prediction and adverse impact, particularly by racial and gender subgroups;
measurement and analysis of ability, personality, and vocational interests; web-based testing in
employment and research settings; meta-analysis and mixed-effects models; and profile-matching
and profile-clustering techniques.
Dr Sharon K. Parker, Australian Graduate School of Management, UNSW Sydney, NSW 2052,
Australia.
Sharon K. Parker is a faculty member at the Australian Graduate School of Management, The
University of New South Wales, in Sydney, Australia. She was previously at the Institute of Work
Psychology, the University of Sheffield, U.K. Her current research interests concern how work
design and related practices affect the development of flexible role orientations, proactivity, role
breadth self-efficacy, and perspective-taking among employees. Other research interests include
stress, safety, performance, and equal opportunities. She has published on these topics in tier
one journals such as the Journal of Applied Psychology and Academy of Management Journal.
She recently co-authored a book published by Sage on work design called Job and Work Design:
Organizing Work To Promote Well-being and Effectiveness.
Narda Quigley, 218C Van Munching Hall, University of Maryland, Department of Organizational
Behavior College Park, MD 20472, U.S.A.
Narda Quigley is a doctoral student in Management and Organization at the Robert H. Smith
School of Business at the University of Maryland. As an undergraduate, she double-majored in
Economics and International Relations at the University of Pennsylania. In her doctoral program,
she is majoring in Organizational Behavior and minoring in Human Resources Management. Her
research interests include organizational culture, the effects of incentives on knowledge-sharing,
and the effects of personality and individual differences on workplace outcomes.
Prof. Dr Sabine Remdisch, University of Applied Sciences, Department of Business Psychology,
Wilschenbrucher Weg 69, D-21335 Lueneburg, Germany.
Sabine Remdisch is professor of business psychology at the University of Applied Sciences in
Lueneburg, Germany. She received her doctorate in Work and Organizational Psychology from
the University of Giessen in 1998. From 1996 to 1998 she was guest researcher at the University
of Amsterdam. Her research has focused on teamwork in the production area, team performance
measurement, team development, and the aspect of leadership.
Her professional career began in 1994 at General Motors (Opel Germany). There she has
focused on Human Resource Management and evaluation studies and worked as an organizational
consultant in that field. Areas of her present work are competency management and feedback
processes.