Work in the 21st Century: An Introduction to Industrial and Organizational Psychology

Cover
Title Page
Copyright Page
About the Authors
Contents
Preface
Part 1 Fundamentals
	Chapter 1 What Is Industrial and Organizational Psychology?
		Module 1.1 The Importance of I-O Psychology
			The Importance of Work in People’s Lives
				The Concept of “Good Work”
				Authenticity: A Trend of Interest to I-O Psychologists
			What Is I-O Psychology?
				I-O Psychology’s Contributions to Society
				Evidence-Based I-O Psychology
				SIOP as a Resource
			How This Course Can Help You
			The Importance of Understanding the Younger Worker
		Module 1.2 The Past, Present, and Future of I-O Psychology
			The Past: A Brief History of I-O Psychology
				1876–1930
				1930–1964
			The Present: The Demographics of I-O Psychologists
				Pathways to a Career in I-O Psychology: A CuriousMixture
				What We Call Ourselves
			The Future: The Challenges to I-O Psychology in the 21st Century
			A Personal View of the Future: Preparing for a Career in I-O Psychology
				Education and Training
				Getting into a Graduate Program
		Module 1.3 Multicultural and Cross-Cultural Issues in I-O Psychology
			The Multicultural Nature of Life in the 21st Century
				Cross-National Issues in the Workplace
				Why Should Multiculturalism Be Important to You?
				Why Is Multiculturalism Important forI-O Psychology?
			Theories of Cultural Influence
				Hofstede’s Theory
				Other Theories of Cultural Influence
		Module 1.4 The Organization of This Book
			Themes
			Parts
			Resources
	Chapter 2 Research Methods and Statistics in I-O Psychology
		Module 2.1 Science and Research
			What Is Science?
			The Role of Science in Society
			Why Do I-O Psychologists Engage in Research?
			Research Design
			Methods of Data Collection
				Qualitative and Quantitative Research
				The Importance of Context in Interpreting Research
			Generalizability and Control in Research
				Generalizability
				Control
			Ethical Behavior in I-O Psychology
		Module 2.2 Data Analysis
			Descriptive and Inferential Statistics
				Descriptive Statistics
				Inferential Statistics
				Statistical Significance
				The Concept of Statistical Power
			Correlation and Regression
				The Concept of Correlation
				The Correlation Coefficient
				Multiple Correlation
			Correlation and Causation
			Big Data
			Meta-Analysis
			Micro-, Macro-, and Meso-Research
		Module 2.3 Interpretation through Reliability and Validity
			Reliability
				Test–Retest Reliability
				Equivalent Forms Reliability
				Internal Consistency
				Inter-Rater Reliability
			Validity
				Criterion-Related Validity
					Predictive Validity
					Concurrent Validity
				Content-Related Validity
				Construct Validity
Part 2 Industrial Psychology
	Chapter 3 Individual Differences and Assessment
		Module 3.1 An Introduction to Individual Differences
			Some Background
			Differential Psychology, Psychometrics,and I-O Psychology
			Identifying Individual Differences
			Varieties of Individual Differences
		Module 3.2 Human Attributes
			Abilities
			Cognitive Abilities
				Intelligence as “g”
				Is “g” Important at Work?
				Is “g” as Important in Other Countries as It Is in the United States?
				Specific Cognitive Abilities Beyond “g”
			Physical, Sensory, and Psychomotor Abilities
				Physical Abilities
				Sensory Abilities
				Psychomotor Abilities
			Personality and Work Behavior
				The Big Five and Other Models of Personality
				Implications of Broad Personality Models
			Additional Attributes
			Skills
			Knowledge
			Competencies
			Emotional Intelligence
		Module 3.3 Foundations of Assessment
			The Past and the Present of Testing
			What Is a Test?
				What Is the Meaning of a Test Score?
				What Is a Test Battery?
				Where to Find Tests?
			Administrative Test Categories
				Speed versus Power Tests
				Group versus Individual Tests
				Paper-and-Pencil versus Performance Tests
			Testing and Culture
				International Assessment Practices
		Module 3.4 Assessment Procedures
			Assessment Content versus Process
			Assessment Procedures: Content
				Cognitive Ability Tests
					Tests That Produce a Single Score
					Tests of Specific Abilities
					Cognitive Test Batteries
				Knowledge Tests
			Tests of Physical Abilities
				Psychomotor Abilities
			Personality
				Practical Issues Associated with Personality Measures
					Faking
				Integrity Testing
			Emotional Intelligence
			Individual Assessment
			Interviews
			Assessment Centers
			Work Samples and Situational Judgment Tests
				Work Sample Tests
				Situational Judgment Tests
		Module 3.5 Special Topics in Assessment
			Incremental Validity
				Measuring Implicit Variables at Work
			Biographical Data
			Grades and Letters of Recommendation
			Minimum Qualifications
				Controversial Assessment Practices: Graphology and the Polygraph
			Drug and Alcohol Testing
			Computer-Based and Internet Assessment
				Unproctored Internet Testing
				Mobile Assessment
				Computer Adaptive Testing
	Chapter 4 Job Analysis and Performance
		Module 4.1 A Basic Model of Performance
			Campbell’s Model of Job Performance
				Typical versus Maximum Performance
			Criterion Deficiency and Contamination
		Module 4.2 Extensions of the Basic Performance Model
			Task Performance versus Organizational Citizenship Behavior
				Causes and Correlates of OCB
			The Dark Side of Performance:Counter productive Work Behaviors
				Dishonesty
				Absenteeism
				Sabotage
				Causes of and Treatments for CWB
				OCB and CWB: Two Ends of the Same Continuum?
			Adaptive Performance
			A Brief Recap
			Expert Performance
			Types of Performance Measures
		Module 4.3 Job Analysis: Fundamental Properties and Practices
			The Uses of Job Analysis Information
				Job Description
				Recruiting
				Selection
				Training
				Compensation
				Promotion/Job Assignment
				Job Design
				Workforce Reduction/Restructuring
				Criterion Development
				Performance Evaluation
				Litigation
			Types of Job Analysis
			How Job Analysis Is Done
			Work Analysis
		Module 4.4 Job Analysis: Newer Developments
			Electronic Performance Monitoring as Part of a Job Analysis
			Cognitive Task Analysis
			Personality-Based Job Analysis
			A Summary of the Job Analysis Process
			Computer-Based Job Analysis
			O*NET
			Competency Modeling
		Module 4.5 Job Evaluation and the Law
			Job Evaluation
			The Concept of Comparable Worth
			Job Analysis and Employment Litigation
	Chapter 5 Performance Measurement
		Module 5.1 Basic Concepts in Performance Measurement
			Uses for Performance Information
				Relationships among Performance Measures
				Hands-On Performance Measures
				Electronic Performance Monitoring
				Performance Management
		Module 5.2 Performance Rating—Substance
			Theories of Performance Rating
			Focus on Performance Ratings
				Overall Performance Ratings
				Trait Ratings
				Task-Based Ratings
				Critical Incidents Methods
				OCB and Adaptive Performance Ratings
				Structural Characteristics of a Performance Rating Scale
			Rating Formats
				Graphic Ratings Scales
				Checklists
				Behavioral Ratings
					Behaviorally Anchored Rating Scales
					Behavioral Observation Scales
			Employee Comparison Methods
				A New Variation on the Paired Comparison Method: CARS
				Concluding Thoughts on Performance Rating Formats
		Module 5.3 Performance Rating—Process
			Rating Sources
				Supervisors
				Peers
				Self-Ratings
				Subordinate Ratings
				Customer and Supplier Ratings
				360-Degree Systems
			Rating Distortions
				Central Tendency Error
				Leniency/Severity Error
				Halo Error
			Rater Training
				Administrative Training
				Psychometric Training
				Frame-of-Reference Training
			Reliability and Validity of Performance Ratings
				Reliability
				Validity
		Module 5.4 The Social and Legal Context of Performance Evaluation
			The Motivation to Rate
			Goal Conflict
			Performance Feedback
				Destructive Criticism
				360-Degree Feedback
			Performance Evaluation and Culture
			Performance Evaluation and the Law
				Performance Evaluation and Protected Groups
	Chapter 6 Staffing Decisions
		Module 6.1 Conceptual Issues in Staffing
			An Introduction to the Staffing Process
			The Impact of Staffing Practices on Firm Performance
			Stakeholders in the Staffing Process
				Line Managers
				Coworkers
				Applicants
			Staffing from the International Perspective
		Module 6.2 Evaluation of Staffing Outcomes
			Validity
				Selection Ratios
				Prediction Errors and Cut Scores
				Establishing Cut Scores
			Utility
			Fairness
		Module 6.3 Practical Issues in Staffing
			A Staffing Model
				Comprehensive Selection Systems
				Compensatory Selection Systems
			Combining Information
				Statistical versus Clinical Decision Making
				The Hurdle System of Combining Scores
				Combining Scores by Regression (the Compensatory Approach)
			Deselection
			Number of Decisions to Be Made
				Large Staffing Projects
				Small Staffing Projects
			21st-Century Staffing
		Module 6.4 Legal Issues in Staffing Decisions
			Charges of Employment Discrimination
			Employment Discrimination Outside of the United States
			Theories of Discrimination
				Intentional Discrimination or Adverse Treatment
				Unintentional Discrimination or Adverse Impact
				Adverse Impact Determination
	Chapter 7 Training and Development
		Module 7.1 Foundations of Training and Learning
			Training, Learning, and Performance
			Training Needs Analysis
			The Learning Process in Training
				Trainee Characteristics
				Learning and Motivational Theories Applied to Training
					Reinforcement Theory
					Cognitive and Social Learning Theories
				Principles of Learning
					Practice and Overlearning
					Whole versus Part Learning
					Massed versus Distributed Practice
			Learning Organizations
		Module 7.2 Content and Methods of Training
			Training Methods
				On-Site Training Methods
					Apprenticeship
					Job Rotation
				Off-Site Training Methods
				Distance Learning and Computer-Based Training
			Training “Critical Thinking”
			Transfer of Training
		Module 7.3 Evaluating Training Programs
			Training Evaluation
			Training Criteria
			Utility Analysis
			Training Evaluation Designs
			Equal Employment Opportunity Issues in Training
		Module 7.4 Specialized Training Programs
			Management and Leadership Development
				Assessment Centers
				360-Degree Feedback
				Coaching
				Informal Training
			Sexual Harassment Awareness Training
			Ethics Training
			Cross-Cultural Training
Part 3 Organizational Psychology
	Chapter 8 The Motivation to Work
		Module 8.1 An Introduction to Motivation
			The Central Position of Motivation in Psychology
			A Brief History of Motivation Theory in I-O Psychology
			Metaphors for Motivation
				Person as Machine
				Person as Scientist
			The Meaning and Importance ofMotivation in the Workplace
				Motivation and Performance
				Motivation and Work–Life Balance
				Motivation and Personality
		Module 8.2 Classic Approaches to Work Motivation
			Person-as-Machine Theories
				An Internal Mechanical Theory: Maslow’sNeed Theory
					Variations on Maslow’s Theory
				An External Mechanical Theory: Reinforcement Theory
			Person-as-Scientist Theories
				Vroom’s VIE Theory
				Equity Theory
		Module 8.3 Modern Approaches to Work Motivation
			Person-as-Intentional Approaches
				Goal-Setting Theory
					Challenges for Goal-Setting Theory
					Levels of Explanation in Goal Setting
				Control Theories and the Concept of Self-Regulation
			The Concept of Self-Efficacy in Modern Motivation Theory
			Common Themes in Modern Motivation Approaches
			A New Motivational Topic: The Entrepreneur
		Module 8.4 Practical Issues in Motivation
			Can Motivation Be Measured?
			Cross-Cultural Issues in Motivation
			Generational Differences and Work Motivation
			Motivational Interventions
				Contingent Rewards
					Job Enrichment
				ProMES
	Chapter 9 Attitudes, Emotions, and Work
		Module 9.1 Work Attitudes
			The Experience of Emotion at Work
			Job Satisfaction: Some History
				The Early Period of Job Satisfaction Research
				Antecedents and Consequences of Job Satisfaction
			The Measurement of Job Satisfaction
				Overall versus Facet Satisfaction
				Satisfaction Questionnaires
			The Concept of Commitment
				Forms of Commitment
			Organizational Identification
			Employee Engagement
		Module 9.2 Moods, Emotions, Attitudes, and Behavior
			Is Everybody Happy? Does It Matter If They Are?
			Satisfaction versus Mood versus Emotion
				Dispositions and Affectivity
				The Time Course of Emotional Experience
				Genetics and Job Satisfaction
				Core Self-Evaluations
			Withdrawal Behaviors
		Module 9.3 Special Topics Related to Attitudes and Emotions
			Job Loss
			Telecommuting
			Work–Family Balance
			Psychological Contracts
			Job Embeddedness
			Job Crafting
			Work-Related Attitudes and Emotions from a Cross-Cultural Perspective
	Chapter 10 Stress and Worker Well-Being
		Module 10.1 The Problem of Stress
			Studying Workplace Stress
			What Is a Stressor?
			Common Stressors at Work
				Physical/Task Stressors
				Psychological Stressors
					Lack of Control/Predictability
					Interpersonal Conflict
					Incivility at Work
					Role Stressors
					Work–Family Conflict
					Emotional Labor
					Challenge and Hindrance Stressors
			Consequences of Stress
				Behavioral Consequences of Stress
					Information Processing
					Performance
					Counterproductive Work Behavior
				Psychological Consequences of Stress
				Physiological Consequences of Stress
			Work Schedules
				Shift Work
				Flexible and Compressed Workweek Schedules
					Flextime
					Compressed Workweek
					Consequences of Flextime and Compressed Workweek Schedules
		Module 10.2 Theories of Stress
			Demand–Control Model
			Person–Environment Fit Model
			Individual Differences in Resistance to Stress
				The Type A Behavior Pattern
					Achievement Striving and Impatience/Irritability
					Time Urgency
		Module 10.3 Reducing and Managing Stress
			Primary Prevention Strategies
				Work and Job Design
				Cognitive Restructuring
			Secondary Prevention Strategies
				Stress Management Training
					Cognitive-Behavioral Skills Training
				Mindfulness Interventions
				Relaxation and Biofeedback Techniques
				Social Support
			Tertiary Prevention Strategies
			Summary of Stress Intervention Strategies
		Module 10.4 Violence at Work
			Stress and Workplace Violence
			The “Typical” Violent Worker
			Theories of Workplace Violence
				Frustration–Aggression Hypothesis
				The Justice Hypothesis
			A Special Type of Violence: Bullying
			What Can We Conclude about Workplace Violence?
	Chapter 11 Fairness, Justice, and Diversity in the Workplace
		Module 11.1 Justice and Fairness
			The Concept of Justice
			Justice, Fairness, and Trust
			Approaches to Organizational Justice
				Distributive Justice
				Procedural Justice
				Interactional Justice
				Justice versus Injustice
		Module 11.2 The Practical Implications of Justice Perceptions
			Performance Evaluation
			Applicant Reactions to Selection Procedures
			Affirmative Action
				Culture and Affirmative Action Programs
		Module 11.3 Diversity
			What Does Diversity Mean?
			The Dynamics of Diversity
				Group and Multicultural Diversity
				Managing Diversity from the Organizational Perspective
					Diversity Training
				Leadership and Diversity
	Chapter 12 Leadership in Organizations
		Module 12.1 The Concept of Leadership
			Some Conceptual Distinctions
				Leader Emergence versus Leadership Effectiveness
				Leader Emergence
			The Problem of Defining Leadership Outcomes
			Negative Leadership Outcomes: The Destructive Leader
				Tyrannical
				Derailed
				Supportive-Disloyal
				Abusive Supervision
			Leader versus Manager or Supervisor
				The Blending of Managerial and Leadership Roles
			Leader Development versus Leadership Development
			The Motivation to Lead
		Module 12.2 Traditional Theories of Leadership
			The “Great Man” Theories
			The Trait Approach
			The Power Approach to Leadership
			The Behavioral Approach
				The Ohio State University Studies
				The University of Michigan Studies
			The Contingency Approach
			The Consequences of Participation:The Vroom–Yetton Model
		Module 12.3 New Approaches to Leadership
			Leader–Member Exchange (LMX)
			Transformational Leadership
			Authentic Leadership
			The Charismatic Leader
		Module 12.4 Emerging Topics and Challenges in Leadership Research
			Leadership in a Changing Workplace
				Knowledge-Oriented Organizations
				Teams/Groups
				Telecommuting
				Temporary Workers
				Fuzzy Job Boundaries
			Male and Female Leaders: Are They Different?
				The Demographics of Leadership
				The Leadership Styles of Men and Women
			Personality and Leadership
			Leadership and Neuroscience
			Cross-Cultural Studies of Leadership
			Leadership in a Diverse Environment
			Guidelines for Effective Leadership
	Chapter 13 Teams in Organizations
		Module 13.1 Types of Teams
			Groups and Teams: Definitions
			Types of Teams
				Quality Circles
				Project Teams
				Production Teams
				Virtual Teams
		Module 13.2 Input–Process–Output Model of Team Effectiveness
			Team Inputs
				Organizational Context
				Team Task
				Team Composition
				Team Diversity
			Team Processes
				Norms
				Communication and Coordination
				Cohesion
				Decision Making
			Team Outputs
		Module 13.3 Special Issues in Teams
			Team Appraisal and Feedback
				ProMES
			Team Roles
			Team Development
			Team Training
			Cultural Issues in Teams
	Chapter 14 Organizational Theory, Dynamics, and Change
		Module 14.1 Conceptual and Theoretical Foundations of Organizations
			Organizations and People
			Organization as Integration
			Theories of Organization
				Classic Organizational Theory
				Human Relations Theory
					McGregor’s Theory X and Theory Y
					The Growth Perspective of Argyris
				Contingency Theories
					Woodward
					Lawrence and Lorsch
					Mintzberg
				Systems Theory
					Katz and Kahn
		Module 14.2 Social Dynamics of Organizations
			Climate and Culture
				A Brief History of Climate and Culture
			Climate and Culture from the Multicultural Perspective
				When Cultures Clash
			An Application of Culture and Climate: Safety
			Socialization and the Concept of Person–Organization (P–O) and Person–Job (P–J) Fit
				Organizational Socialization
					Recruitment as Socialization
					Orientation as Socialization
				Positive Consequences of Socialization
				Socialization and National Culture
				Models of Socialization and Person–Organization Fit
					Schneider’s Attraction–Selection–Attrition Model
		Module 14.3 Organizational Development and Change
			Organizational Change
				Episodic Change
				Continuous Change
				Resistance to Change
			Examples of Large-Scale Organizational Change Initiatives
				Total Quality Management
				Six Sigma Systems
				Lean Production Manufacturing
			Emerging Commonalities amongOrganizational Interventions
Glossary
References
Name Index
Subject Index
Additional Resources
EULA