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Preface xv
Part 1 Fundamentals
1 What Is Industrial and Organizational Psychology? 1
Module 1.1 The Importance of I-O Psychology 2
The Importance of Work in People’s Lives 2
What Is I-O Psychology? 4
How This Course Can Help You 10
The Importance of Understanding the Younger Worker 12
Module 1.2 The Past, Present, and Future of I-O Psychology 15
The Past: A Brief History of I-O Psychology 15
The Present: The Demographics of I-O Psychologists 22
The Future: The Challenges to I-O
Psychology in the 21st Century 24
A Personal View of the Future: Preparing for a Career in I-O Psychology 25
Module 1.3 Multicultural and Cross-Cultural Issues in I-O Psychology 28
The Multicultural Nature of Life in the 21st Century 28
Theories of Cultural Influence 34
Module 1.4 The Organization of This Book 39
Themes 39
Parts 40
Resources 40
2 Methods and Statistics in I-O Psychology 47
Module 2.1 Science and Research 48
What Is Science? 48
The Role of Science in Society 49
Why Do I-O Psychologists Engage in Research? 50
Research Design 51
Methods of Data Collection 53
Generalizability and Control in Research 54
Ethical Behavior in I-O Psychology 57
Module 2.2 Data Analysis 59
Descriptive and Inferential Statistics 59
Correlation and Regression 62
Correlation and Causation 65
Big Data 66
Meta-Analysis 67
Micro-, Macro-, and Meso-Research 69
Module 2.3 Interpretation 71
Reliability 71
Validity 74
Part 2 Industrial Psychology
3 Individual Differences and Assessment 81
Module 3.1 An Introduction to Individual Differences 82
Some Background 82
Differential Psychology, Psychometrics, and I-O Psychology 83
Identifying Individual Differences 84
Varieties of Individual Differences 85
Module 3.2 Human Attributes 87
Abilities 87
Cognitive Abilities 87
Physical, Sensory, and Psychomotor Abilities 92
Personality and Work Behavior 94
Skills 99
Knowledge 99
Competencies 100
Emotional Intelligence 101
Module 3.3 Foundations of Assessment 104
The Past and the Present of Testing 104
What Is a Test? 106
Testing and Culture 109
Module 3.4 Assessment Procedures 113
Assessment Content versus Process 113
Assessment Procedures: Content 113
Tests of Physical Abilities 115
Personality 117
Emotional Intelligence 122
Individual Assessment 122
Interviews 123
Assessment Centers 125
Work Samples and Situational Judgment Tests 128
Module 3.5 Special Topics in Assessment 132
Incremental Validity 132
Measuring Implicit Variables at Work 133
Biographical Data 133
Grades and Letters of Recommendation 135
Minimum Qualifications 136
Controversial Assessment Practices: Graphology and the Polygraph 137
Drug and Alcohol Testing 137
Computer-Based and Internet Assessment 138
4 Job Analysis and Performance 143
Module 4.1 A Basic Model of Performance 144
Campbell’s Model of Job Performance 144
Criterion Deficiency and Contamination 149
Module 4.2 Extensions of the Basic Performance Model 151
Task Performance versus Organizational Citizenship Behavior 151
The Dark Side of Performance: Counterproductive Work Behaviors 154
Adaptive Performance 157
A Brief Recap 159
Expert Performance 159
Types of Performance Measures 160
Module 4.3 Job Analysis: Fundamental Properties and Practices 162
The Uses of Job Analysis Information 162
Types of Job Analysis 166
How Job Analysis Is Done 167
Work Analysis 169
Module 4.4 Job Analysis: Newer Developments 170
Electronic Performance Monitoring as Part of a Job Analysis 170
Cognitive Task Analysis 171
Personality-Based Job Analysis 172
A Summary of the Job Analysis Process 172
Computer-Based Job Analysis 173
O*NET 173
Competency Modeling 175
Module 4.5 Job Evaluation and the Law 178
Job Evaluation 178
The Concept of Comparable Worth 179
Job Analysis and Employment Litigation 180
5 Performance Measurement 183
Module 5.1 Basic Concepts in Performance Measurement 184
Uses for Performance Information 184
Module 5.2 Performance Rating—Substance 192
Theories of Performance Rating 192
Focus on Performance Ratings 193
Rating Formats 195
Employee Comparison Methods 199
Module 5.3 Performance Rating—Process 203
Rating Sources 203
Rating Distortions 207
Rater Training 208
Module 5.4 The Social and Legal Context of Performance Evaluation 211
The Motivation to Rate 211
Goal Conflict 213
Performance Feedback 214
Performance Evaluation and Culture 217
Performance Evaluation and the Law 218
6 Staffing Decisions 225
Module 6.1 Conceptual Issues in Staffing 226
An Introduction to the Staffing Process 226
The Impact of Staffing Practices on Firm Performance 227
Stakeholders in the Staffing Process 228
Staffing from the International Perspective 230
Module 6.2 Evaluation of Staffing Outcomes 233
Validity 233
Utility 237
Fairness 238
Module 6.3 Practical Issues in Staffing 240
A Staffing Model 240
Deselection 244
Number of Decisions to Be Made 244
21st-Century Staffing 247
Module 6.4 Legal Issues in Staffing Decisions 249
Charges of Employment Discrimination 249
Employment Discrimination outside of the United States 250
Theories of Discrimination 251
7 Training and Development 257
Module 7.1 Foundations of Training and Learning 258
Training, Learning, and Performance 259
Training Needs Analysis 260
The Learning Process in Training 262
Learning Organizations 269
Module 7.2 Content and Methods of Training 272
Training Methods 272
Training “Critical Thinking” 276
Transfer of Training 277
Module 7.3 Evaluating Training Programs 280
Training Evaluation 280
Training Criteria 280
Utility Analysis 282
Training Evaluation Designs 282
Equal Employment Opportunity Issues in Training 284
Module 7.4 Specialized Training Programs 286
Management and Leadership Development 286
Sexual Harassment Awareness Training 290
Ethics Training 291
Cross‐Cultural Training 292
Part 3 Organizational Psychology
8 The Motivation to Work 297
Module 8.1 An Introduction to Motivation 298
The Central Position of Motivation in Psychology 298
A Brief History of Motivation Theory in I‐O Psychology 299
Metaphors for Motivation 300
The Meaning and Importance of Motivation in the Workplace 302
Module 8.2 Motivational Theories—Classic Approaches 306
Person‐as‐Machine Theories 306
Person‐as‐Scientist Theories 309
Module 8.3 Modern Approaches to Work Motivation 313
Person‐as‐Intentional Approaches 313
The Concept of Self‐Efficacy in Modern Motivation Theory 317
Common Themes in Modern Motivation Approaches 318
A New Motivational Topic: The Entrepreneur 319
Module 8.4 Practical Issues in Motivation 323
Can Motivation Be Measured? 323
Cross‐Cultural Issues in Motivation 324
Generational Differences and Work Motivation 325
Motivational Interventions 328
9 Attitudes, Emotions, and Work 333
Module 9.1 Work Attitudes 334
The Experience of Emotion at Work 334
Job Satisfaction: Some History 335
The Measurement of Job Satisfaction 340
The Concept of Commitment 343
Organizational Identification 345
Employee Engagement 348
Module 9.2 Moods, Emotions, Attitudes, and Behavior 350
Is Everybody Happy? Does It Matter If They Are? 350
Satisfaction versus Mood versus Emotion 350
Withdrawal Behaviors 357
Module 9.3 Special Topics Related to Attitudes and Emotions 359
Job Loss 359
Telecommuting 361
Work–Family Balance 363
Psychological Contracts 365
Work‐Related Attitudes and Emotions from a Cross‐Cultural Perspective 366
10 Stress and Worker Well‐Being 369
Module 10.1 The Problem of Stress 370
Studying Workplace Stress 370
What Is a Stressor? 372
Common Stressors at Work 373
Work Schedules 382
Module 10.2 Theories of Stress 387 Demand–Control Model 387
Person–Environment Fit Model 388
Individual Differences in Resistance to Stress 389
Module 10.3 Reducing and Managing Stress 395
Primary Prevention Strategies 395
Secondary Prevention Strategies 397
Tertiary Prevention Strategies 399
Summary of Stress Intervention Strategies 400
Module 10.4 Violence at Work 402
Stress and Workplace Violence 402
The “Typical” Violent Worker 403
Theories of Workplace Violence 404
A Special Type of Violence: Bullying 408
What Can We Conclude about Workplace Violence? 410
11 Fairness, Justice, and Diversity in the Workplace 413
Module 11.1 Justice and Fairness 414
The Concept of Justice 414
Justice, Fairness, and Trust 415
Approaches to Organizational Justice 417
Module 11.2 T he Practical Implications of Justice Perceptions 424
Performance Evaluation 425
Applicant Reactions to Selection Procedures 426
Affirmative Action 429
Module 11.3 Diversity 433
What Does Diversity Mean? 433
The Dynamics of Diversity 434
12 Leadership 441
Module 12.1 The Concept of Leadership 442
Some Conceptual Distinctions 442
The Problem of Defining Leadership Outcomes 444
Negative Leadership Outcomes: The Destructive Leader 445
Leader versus Manager or Supervisor 446
Leader Development versus
Leadership Development 449
The Motivation to Lead 450
Module 12.2 Traditional Theories of Leadership 453
The “Great Man” Theories 453
The Trait Approach 454
The Power Approach to Leadership 454
The Behavioral Approach 455
The University of Michigan Studies 456
The Contingency Approach 457
The Consequences of Participation: The Vroom–Yetton Model 457
Module 12.3 New Approaches to Leadership 460
Leader–Member Exchange (LMX) 460
Transformational Leadership 462
Authentic Leadership 465
The Charismatic Leader 466
Module 12.4 Emerging Topics and Challenges in Leadership Research 469
Leadership in a Changing Workplace 469
Male and Female Leaders: Are They Different? 471
Personality and Leadership 475
Leadership and Neuroscience 476
Cross‐Cultural Studies of Leadership 477
Leadership in a Diverse Environment 479
Guidelines for Effective Leadership 480
13 Teams in Organizations 483
Module 13.1 Types of Teams 484
Groups and Teams: Definitions 485
Types of Teams 485
Module 13.2 Input–Process–Output Model of Team Effectiveness 492
Team Inputs 493
Team Processes 496
Team Outputs 500
Module 13.3 Special Issues in Teams 503
Team Appraisal and Feedback 503
Team Roles 505
Team Development 506
Team Training 506
Cultural Issues in Teams 507
14 Organizational Theory, Dynamics, and Change 511
Module 14.1 Conceptual and Theoretical Foundations of Organizations 512
Organizations and People 512
Organization as Integration 515
Theories of Organization 516
Module 14.2 Social Dynamics of Organizations 524
Climate and Culture 524
Climate and Culture from the Multicultural Perspective 526
An Application of Culture and Climate: Safety 528
Socialization and the Concept of Person–Organization (P–O) and Person–Job (P–J) Fit 530
Module 14.3 Organizational Development and Change 539
Organizational Change 539
Examples of Large‐Scale
Organizational Change Initiatives 543
Emerging Commonalities among Organizational Interventions 547
Glossary G-1
References R-1
Name Index I-1
Subject Index I-16
