Work in the 21st Century: An Introduction to Industrial and Organizational Psychology, 3rd Edition

by Frank J. Landy (Baruch College, City University, New York ); Jeff M. Conte (San Diego State University, USA )

• ISBN13: 9781405190251
• ISBN10: 1405190256
• Edition: 3rd
• Format: Hardcover
• Copyright: 2009-08-01
• Publisher: Wiley-Blackwell

Summary

"Thoroughly refreshed and updated, this new edition is even better than the last one. At the same time, it retains its wonderful historical perspective, a writing that connects with the audience by using situations and examples that readers can relate to, and a laser-like focus on the scientist-practitioner model as an underlying framework." -Wayne Cascio, University of Colorado DenverNow in its third edition, Work in the 21st Century is the most current, engaging, and highly regarded text for the industrial and organizational psychology course. Combining leading research, consulting, and teaching expertise, Frank Landy and Jeff Conte provide students with up-to-date examples and cases that link current research and theory to practical issues in the workplace. Work in the 21st Century continues to emphasize the scientist-practitioner model showing students the connection between using the tools of science and the practice of I-O psychology.The third edition retains a number of themes from the prior edition that underscore the multifaceted nature of work such as the increase in cross-cultural work, the diversification of workforces, and the increased complexity of the technical and organizational aspects of work. To this edition, the authors add authenticity as a theme with the goal of preparing students for the 21st century workplace.Frank J. Landy is a Professor Emeritus in Industrial and Organizational Psychology at Penn State University. He has also been a Visiting Lecturer or Researcher at Stanford University, The University of California at Berkeley, Stockholm University, Gothenburg University, Cluj-Napoca University (Romania) and Ljubljana University (Slovenia). He received his Ph.D. in Industrial and Organizational Psychology at Bowling Green State University. He has served as an Editor of various I-O psychology journals as well as President of SIOP. His career has been divided among research, teaching, text and journal writing, and consulting. Frank's research has been funded by federal agencies including the Department of Justice, the Department of Labor, the Equal Employment Opportunity Commission (EEOC), the Nuclear Regulatory Commission, and the Department of Agriculture. He has received numerous awards and national recognition for his research on I-O psychology topics. Frank is also a much-sought-after expert witness in State and Federal cases that involve charges of race, gender and age discrimination as well as human factors issues such as product warning signs and labels, accidents, and product defects. He currently is CEO and Senior Testifying Expert of Landy Litigation Support Group, an expert services firm that provides assistance to private and public sector organizations, law firms, and government agencies on issues related to employment discrimination and human behavior. In his capacity as an expert witness, he has been retained by the Department of Justice, EEOC, and many private employers and has also been part of policy level groups responsible for drafting, revising, and interpreting Federal statutes (Americans with Disabilities Act, Age Discrimination in Employment Act, Civil Rights Act of 1991) as well as professional guidelines on fair employment (SIOP Principles and APA Standards). He remains active in the employment and human factors litigation arena today.Jeffrey M. Conte is an Associate Professor in the Department of Psychology at San Diego State University. He received his B.A. from the University of Virginia and his Ph.D. in Industrial and Organizational Psychology from Penn State University. He teaches courses in introductory I-O psychology, advanced personnel psychology, and psychological testing and measurement. His research int

Author Biography

Frank J. Landy of Baruch College of the City University of New York and Landy Litigation Support Group has been a teacher, published scholar, textbook author, and consultant in Organizational Psychology to government and business in Organizational Psychology both domestically and internationally for 35 years. He has received numerous awards from scientific societies for that body of work. He is also frequently called upon to present expert testimony in employment discrimination cases.

Jeffrey M. Conte is an Associate Professor in the Department of Psychology at San Diego State University. He received his Ph.D. in Industrial and Organizational Psychology from Penn State University. His research interests include personnel selection, personality predictors of job performance, and factors associated with health and stress in the workplace.  He has worked with a variety of organizations in addressing such issues as human resource selection, stress, training evaluation, and organizational factors related to safety.

Table of Contents

Preface	p. xx
Fundamentals
What Is Industrial and Organizational Psychology?	p. 3
The Importance of I-O Psychology	p. 4
The Importance of Work in People's Lives	p. 4
The Concept of "Good Work"	p. 5
Authenticity: A Trend of Interest to I-O Psychologists	p. 7
How Does I-O Psychology Contribute to Society?	p. 8
What Is I-O Psychology?	p. 8
SIOP as a Resource	p. 12
How This Course Can Help You	p. 12
The Importance of Understanding the Younger Worker	p. 14
The Past, Present, and Future of I-O Psychology	p. 17
The Past: A Brief History of I-O Psychology	p. 17
1876-1930	p. 18
1930-1964	p. 20
The Present: The Demographics of I-O Psychologists	p. 24
Pathways to a Career in I-O Psychology: A Curious Mixture	p. 24
What We Call Ourselves	p. 25
The Future: The Challenges to I-O Psychology in the 21st Century	p. 25
A Personal View of the Future: Preparing for a Career in I-O Psychology	p. 26
Education and Training	p. 27
Getting into a Graduate Program	p. 27
Multicultural and Cross-Cultural Issues in I-O Psychology	p. 30
The Multicultural Nature of Life in the 21st Century	p. 30
Cross-National Issues at the Workplace	p. 32
Why Should Multiculturalism Be Important to You?	p. 34
Why Is Multiculturalism Important for I-O Psychology?	p. 35
Some Theories of Cultural Influence	p. 36
Hofstede's Theory	p. 36
Some Thoughts on Theories of Cultural Influence	p. 40
The Organization of This Book	p. 43
Themes	p. 43
Parts	p. 44
Resources	p. 44
Case Study 1.1	p. 47
Methods and Statistics in I-O Psychology	p. 53
Science	p. 54
What Is Science?	p. 54
The Role of Science in Society	p. 55
Why Do I-O Psychologists Engage in Research?	p. 56
Research	p. 58
Research Design	p. 58
Methods of Data Collection	p. 61
Qualitative and Quantitative Research	p. 61
The Importance of Context in Interpreting Research	p. 61
Generalizability and Control in Research	p. 62
Generalizability	p. 62
Case Study 2.1	p. 63
Control	p. 64
Ethical Behavior in I-O Psychology	p. 65
Data Analysis	p. 68
Descriptive and Inferential Statistics	p. 68
Descriptive Statistics	p. 68
Inferential Statistics	p. 70
Statistical Significance	p. 70
The Concept of Statistical Power	p. 71
Correlation and Regression	p. 71
The Concept of Correlation	p. 72
The Correlation Coefficient	p. 72
Multiple Correlation	p. 74
Correlation and Causation	p. 74
Meta-Analysis	p. 75
Micro-, Macro-, and Meso-Research	p. 77
Interpretation	p. 79
Reliability	p. 79
Test-Retest Reliability	p. 80
Equivalent Forms Reliability	p. 80
Internal Consistency	p. 81
Inter-Rater Reliability	p. 81
Validity	p. 82
Criterion-Related Validity	p. 83
Content-Related Validity	p. 85
Construct-Related Validity	p. 86
Validity and the Law: A Mixed Blessing	p. 88
Industrial Psychology
Individual Differences and Assessment	p. 93
An Introduction to Individual Differences	p. 94
Some Background	p. 94
Differential Psychology, Psychometrics, and I-O Psychology	p. 95
Identifying Individual Differences	p. 96
Varieties of Individual Differences	p. 97
Human Attributes	p. 100
Abilities	p. 100
Cognitive Abilities	p. 100
Intelligence as "g"	p. 100
Is "g" Important at Work?	p. 101
Is "g" as Important in Other Countries as It Is in the United States?	p. 102
Can Your Level of "g" Change?	p. 102
The Issue of Retesting and Cognitive Ability	p. 103
Specific Cognitive Abilities beyond "g"	p. 103
Physical, Sensory, and Psychomotor Abilities	p. 106
Physical Abilities	p. 106
Sensory Abilities	p. 108
Psychomotor Abilities	p. 108
Personality and Work Behavior	p. 108
The Big Five and Other Models of Personality	p. 110
Case Study 3.1	p. 113
Implications of Broad Personality Models	p. 113
Personality Change over the Life Span	p. 114
Additional Attributes	p. 115
Skills	p. 115
Knowledge	p. 115
Competencies	p. 118
Emotional Intelligence	p. 118
Foundations of Assessment	p. 121
The Past and the Present of Testing	p. 121
What Is a Test?	p. 123
What Is the Meaning of a Test Score?	p. 123
Test Users and Test Interpretation	p. 124
What Is a Test Battery?	p. 126
Where to Find Tests	p. 126
Administrative Test Categories	p. 126
Speed versus Power Tests	p. 126
Group versus Individual Tests	p. 128
Paper and Pencil versus Performance Tests	p. 128
Testing and Culture	p. 128
International Assessment Practices	p. 131
Assessment Procedures	p. 133
Assessment Content versus Process	p. 133
Assessment Procedures: Content	p. 133
Cognitive Ability Tests	p. 133
Knowledge Tests	p. 136
Tests of Physical Abilities	p. 136
Psychomotor Abilities	p. 137
Personality	p. 138
Practical Issues Associated with Personality Measures	p. 138
Integrity Testing	p. 142
Emotional Intelligence	p. 144
Individual Assessment	p. 145
Interviews	p. 145
Interview Content	p. 145
Interview Process	p. 148
Assessment Centers	p. 148
Work Samples and Situational Tests	p. 151
Work Sample Tests	p. 151
Situational Judgment Tests	p. 152
Special Topics in Assessment	p. 157
Incremental Validity	p. 157
Biographical Data	p. 158
Grades and Letters of Recommendation	p. 161
Minimum Qualifications	p. 162
Useless Assessment Practices: Graphology and the Polygraph	p. 162
Drug and Alcohol Testing	p. 163
Computer-Based and Internet Assessment	p. 165
Unproctored Internet Testing	p. 167
Who Is a Candidate?	p. 168
Computer Adaptive Testing	p. 168
Testing and Demographic Differences	p. 169
Job Analysis and Performance	p. 173
A Basic Model of Performance	p. 174
Campbell's Model of Job Performance	p. 174
Typical versus Maximum Performance	p. 178
Criterion Deficiency and Contamination	p. 179
A Broader View	p. 180
Extensions of the Basic Performance Model	p. 182
Task Performance versus Organizational Citizenship Behavior	p. 182
Causes and Correlates of OCB	p. 184
The Dark Side of Performance: Counterproductive Work Behaviors	p. 186
Causes of and Treatments for CWB	p. 189
OCB and CWB: Two Ends of the Same Continuum?	p. 190
Proactive Work Behavior	p. 190
Adaptive Performance	p. 191
A Brief Recap	p. 193
A Comprehensive Framework for Considering Performance: The "Great Eight"	p. 194
The Case of Expert Performance	p. 194
Types of Performance Measures	p. 197
Job Analysis: Fundamental Properties and Practices	p. 199
The Uses of Job Analysis Information	p. 199
A Brief History of Job Analysis	p. 202
Types of Job Analysis	p. 203
How Job Analysis Is Done	p. 206
Job Analysis: Newer Developments	p. 209
Electronic Performance Monitoring as Part of a Job Analysis	p. 209
Cognitive Task Analysis	p. 210
The Context of Work	p. 212
Personality-Based Job Analysis	p. 213
A Summary of the Job Analysis Process	p. 215
Computer-Based Job Analysis	p. 216
O*NET	p. 217
Competency Modeling	p. 219
Job Evaluation and the Law	p. 222
Job Evaluation	p. 222
The Concept of Comparable Worth	p. 223
Job Analysis and Employment Litigation	p. 224
	p. 227
Basic Concepts in Performance Measurement	p. 228
Uses for Performance Information	p. 228
Relationships among Performance Measures	p. 229
Hands-On Performance Measures	p. 229
Electronic Performance Monitoring	p. 230
Performance Management	p. 233
Perceptions of Fairness in Performance Measurement	p. 234
Performance Rating-Substance	p. 238
Close-Up on a Rating System	p. 238
Theories of Performance Ratings	p. 240
Focus on Performance Ratings	p. 241
Overall Performance Ratings	p. 241
Trait Ratings	p. 242
Task-Based Ratings	p. 242
Critical Incidents Methods	p. 242
OCB and Adaptive Performance Ratings	p. 243
Structural Characteristics of a Performance Rating Scale	p. 243
Rating Formats	p. 245
Graphic Rating Scales	p. 245
Checklists	p. 245
Behavioral Rating	p. 247
Employee Comparison Methods	p. 248
A New Variation on the Paired Comparison Method: CARS	p. 249
Concluding Thoughts on Performance Rating Formats	p. 251
Performance Rating-Process	p. 252
Rating Sources	p. 252
Supervisors	p. 252
Peers	p. 254
Self-Ratings	p. 254
Subordinate Ratings	p. 256
Customer and Supplier Ratings	p. 256
360 Degree Systems	p. 256
Rating Distortions	p. 257
Central Tendency Error	p. 257
Leniency-Severity Error	p. 257
Halo Error	p. 258
Rater Training	p. 258
Administrative Training	p. 258
Psychometric Training	p. 259
Frame-of-Reference Training	p. 259
The Reliability and Validity of Ratings	p. 259
Reliability	p. 259
Validity	p. 260
The Social and Legal Context of Performance Evaluation	p. 261
The Motivation to Rate	p. 261
Goal Conflict	p. 263
Performance Feedback	p. 264
"Destructive" Criticism	p. 265
360 Degree Feedback	p. 266
Performance Evaluation and Culture	p. 268
Performance Evaluation and the Law	p. 270
Performance Evaluation and Protected Groups	p. 273
Staffing Decisions	p. 277
Conceptual Issues in Staffing	p. 278
An Introduction to the Staffing Process	p. 278
The Impact of Staffing Practices on Firm Performance	p. 279
Stakeholders in the Staffing Process	p. 281
Line Managers	p. 281
Co-workers	p. 281
Applicants	p. 282
Staffing from the International Perspective	p. 283
Evaluation of Staffing Outcomes	p. 286
Validity	p. 286
Selection Ratios	p. 287
Prediction Errors and Cut Scores	p. 288
Establishing Cut Scores	p. 289
Utility	p. 290
Til Death Us Do Part? The Concept of Dynamic Validities	p. 291
Fairness	p. 292
Practical Issues in Staffing	p. 294
A Staffing Model	p. 294
Comprehensive Selection Systems	p. 294
Compensatory Selection Systems	p. 294
Combining Information	p. 295
Statistical versus Clinical Decision Making	p. 295
The Hurdle System of Combining Scores	p. 296
Combining Scores by Regression (The Compensatory Approach)	p. 297
Score Banding	p. 298
Subgroup Norming	p. 299
Selection versus Placement	p. 299
Deselection	p. 301
Number of Decisions to Be Made	p. 301
Large Staffing Projects	p. 301
Small Staffing Projects	p. 303
21st- Century Staffing	p. 304
Legal Issues in Staffing Decisions	p. 306
Charges of Employment Discrimination	p. 306
Employment Discrimination Outside of the United States	p. 307
Theories of Discrimination	p. 308
Intentional Discrimination or Adverse Treatment	p. 308
Unintentional Discrimination or Adverse Impact	p. 308
Case Study 6.1	p. 310
Training and Development	p. 315
Foundations of Training and Learning	p. 316
Training, Learning, and Performance	p. 317
Training Needs Analysis	p. 318
The Learning Process in Training	p. 321
Trainee Characteristics	p. 321
Learning and Motivational Theories Applied to Training	p. 323
Principles of Learning	p. 325
Learning Organizations	p. 328
Content and Methods of Training	p. 331
Training Methods	p. 331
On-Site Training Methods	p. 331
Off-Site Training Methods	p. 333
Distance Learning and Computer-Based Training	p. 334
Training "Critical Thinking"	p. 336
Transfer of Training	p. 337
Evaluating Training Programs	p. 339
Training Evaluation	p. 339
Training Criteria	p. 340
Utility Analysis	p. 341
Training Evaluation Designs	p. 341
Equal Employment Opportunity Issues in Training	p. 344
Specialized Training Programs	p. 346
Management and Leadership Development	p. 346
Assessment Centers	p. 347
360 Degree Feedback	p. 347
Coaching	p. 348
Informal Training	p. 350
Sexual Harassment Awareness Training	p. 350
Ethics Training	p. 352
Cross-Cultural Training	p. 353
Organizational Psychology
The Motivation to Work	p. 359
An Introduction to Motivation	p. 360
The Central Position of Motivation in Psychology	p. 360
A Brief History of Motivation Theory in I-O Psychology	p. 361
Metaphors for Motivation	p. 362
Person as Machine	p. 363
Person as Scientist	p. 363
The Meaning and Importance of Motivation in the Workplace	p. 365
Motivation and Performance	p. 365
Motivation and Work-Life Balance	p. 365
Motivation and Attitudes	p. 366
Motivation and Personality	p. 367
Motivational Theories-Classic Approaches	p. 369
"Person as Machine" Theories	p. 369
An Internal Mechanical Theory: Maslow's Need Theory	p. 369
An External Mechanical Theory: Reinforcement Theory	p. 371
"Person as Scientist" Theories	p. 372
Vroom's VIE Theory	p. 373
Equity Theory	p. 374
Modern Approaches to Work Motivation	p. 377
Person-as-Intentional Approaches	p. 377
Goal-Setting Theory	p. 377
Control Theories and the Concept of Self-Regulation	p. 381
The Concept of Self-Efficacy in Modern Motivation Theory	p. 383
Action Theory	p. 386
Common Themes in Modern Approaches	p. 388
A New Motivational Topic: The Entrepreneur	p. 388
Practical Issues in Motivation	p. 393
Can Motivation Be Measured?	p. 393
Cross-Cultural Issues in Motivation	p. 394
Generational Differences and Work Motivation	p. 396
Motivational Interventions	p. 398
Contingent Rewards	p. 398
Job Enrichment	p. 399
ProMES	p. 400
Attitudes, Emotions, and Work	p. 403
Job Satisfaction	p. 404
The Experience of Emotion at Work	p. 404
Job Satisfaction: Some History	p. 405
The Early Period of Job Satisfaction Research	p. 405
An Evolution	p. 407
Antecedents and Consequences of Job Satisfaction	p. 408
The Measurement of Job Satisfaction	p. 412
Overall versus Facet Satisfaction	p. 412
Satisfaction Questionnaires	p. 413
The Concept of Commitment	p. 415
Forms of Commitment	p. 416
Individual Difference Variables and Commitment	p. 418
A New Focus: Organizational Identification	p. 419
Moods, Emotions, Attitudes, and Behavior	p. 423
Is Everybody Happy? Does It Matter If They Are?	p. 423
The Concept of "Resigned" Work Satisfaction	p. 423
Satisfaction versus Mood versus Emotion	p. 426
Dispositions and Affectivity	p. 428
The Time Course of Emotional Experience	p. 429
Genetics and Job Satisfaction	p. 431
The Concept of Core Self-Evaluations	p. 432
Withdrawal Behaviors	p. 434
Special Topics Related to Attitudes and Emotions	p. 436
Job Loss	p. 436
Telecommuting	p. 439
Work-Family Balance	p. 440
Psychological Contracts	p. 443
Work-Related Attitudes and Emotions from the Cross-Cultural Perspective	p. 444
Stress and Worker Well-Being	p. 447
The Problem of Stress	p. 448
Studying Workplace Stress	p. 448
What Is a Stressor?	p. 450
Common Stressors at Work	p. 451
Physical/Task Stressors	p. 451
Psychological Stressors	p. 452
Consequences of Stress	p. 456
Behavioral Consequences of Stress	p. 456
Psychological Consequences of Stress	p. 458
Physiological Consequences of Stress	p. 460
Work Schedules	p. 460
Shift Work	p. 461
Flexible and Compressed Workweek Schedules	p. 462
Theories of Stress	p. 467
Demand-Control Model	p. 467
Person-Environment Fit Model	p. 468
Individual Differences in Resistance to Stress	p. 469
The Type A Behavior Pattern	p. 470
Reducing and Managing Stress	p. 475
Primary Prevention Strategies	p. 476
Work and Job Design	p. 476
Cognitive Restructuring	p. 477
Secondary Prevention Strategies	p. 477
Stress Management Training	p. 478
Relaxation and Biofeedback Techniques	p. 479
Social Support	p. 479
Tertiary Prevention Strategies	p. 480
Summary of Stress Intervention Strategies	p. 481
Future Work Trends and Challenges to Stress and Stress Management	p. 481
Violence at Work	p. 484
Stress and Workplace Violence	p. 485
Levels of Violence	p. 486
The Experiential Sequence of Violence	p. 487
The "Typical" Violent Worker	p. 487
Theories of Workplace Violence	p. 488
Frustration-Aggression Hypothesis	p. 488
The "Justice" Hypothesis	p. 489
A Special Type of Violence: Bullying	p. 491
What Can We Conclude about Workplace Violence?	p. 494
Fairness and Diversity in the Workplace	p. 497
Fairness	p. 498
The Concept of Justice	p. 498
Justice, Fairness, and Trust	p. 500
Approaches to Organizational Justice	p. 503
Distributive Justice	p. 503
Procedural Justice	p. 504
Interactional Justice	p. 506
Deontic Justice	p. 508
Justice versus Injustice	p. 508
The Practical Implications of Justice Perceptions	p. 511
Performance Evaluation	p. 512
Applicant Perceptions of Selection Fairness	p. 513
A Special Case of Applicant Reactions: Stereotype Threat	p. 517
A Model of Applicant Decision Making	p. 518
The Special Case of Affirmative Action	p. 519
Culture and Affirmative Action Programs	p. 523
Diversity	p. 525
What Does Diversity Mean?	p. 525
The Dynamics of Diversity	p. 526
Group and Multicultural Diversity	p. 528
Managing Diversity from the Organizational Perspective	p. 529
Leadership and Diversity	p. 532
Leadership	p. 535
The Concept of Leadership	p. 536
Some Conceptual Distinctions	p. 536
Leader Emergence versus Leadership Effectiveness	p. 537
Leader Emergence	p. 537
The Problem of Defining Leadership Outcomes	p. 538
Negative Leadership Outcomes: The Destructive Leader	p. 539
Leader versus Manager or Supervisor	p. 541
The Blending of Managerial and Leadership Roles	p. 542
Leader Development versus Leadership Development	p. 544
The Motivation to Lead	p. 546
Traditional Theories of Leadership	p. 549
The "Great Man" Theories	p. 549
The Trait Approach	p. 550
The "Power" Approach to Leadership	p. 550
The Behavioral Approach	p. 551
The Ohio State University Studies	p. 551
The University of Michigan Studies	p. 553
The Contingency Approach	p. 554
The Consequences of Participation: The Vroom-Yetton Model	p. 555
New Approaches to Leadership	p. 558
Leader-Member Exchange (LMX)	p. 558
Transformational Leadership	p. 560
Authentic Leadership	p. 564
The Charismatic Leader	p. 565
Emerging Topics and Challenges in Leadership Research	p. 568
Leadership in a Changing Workplace	p. 568
Male and Female Leaders: Are They Different?	p. 570
The Demographics of Leadership	p. 570
The Leadership Styles of Men and Women	p. 572
Personality and Leadership	p. 574
Cross-Cultural Studies of Leadership	p. 576
Leadership in a Diverse Environment	p. 581
Guidelines for Effective Leadership	p. 582
Teams in Organizations	p. 585
Types of Teams	p. 586
Groups and Teams: Definitions	p. 587
Types of Teams	p. 587
Quality Circles	p. 588
Project Teams	p. 589
Production Teams	p. 589
Virtual Teams	p. 591
Input-Process-Output Model of Team Effectiveness	p. 595
Team Inputs	p. 596
Organizational Context	p. 596
Team Task	p. 596
Team Composition	p. 596
Team Diversity	p. 599
Team Processes	p. 600
Norms	p. 601
Communication and Coordination	p. 601
Cohesion	p. 602
Decision Making	p. 603
Team Outputs	p. 605
Special Issues in Teams	p. 608
Team Appraisal and Feedback	p. 608
ProMES	p. 609
Team Roles	p. 610
Team Development	p. 611
Team Training	p. 613
Cultural Issues in Teams	p. 614
The Organization of Work Behavior	p. 617
The Conceptual and Theoretical Foundations of Organizations	p. 618
Organizations and People	p. 618
Organization as Integration	p. 621
Theories of Organization	p. 622
Classic Organizational Theory	p. 622
Human Relations Theory	p. 624
Contingency Theories	p. 626
Systems Theory	p. 629
Conclusions about Theories of Organization	p. 632
Some Social Dynamics of Organizations	p. 635
Climate and Culture	p. 635
A Brief History of Climate and Culture	p. 636
An Integration of Concepts	p. 638
A New Avenue for Exploration: Climate and Culture Strength	p. 640
Organizational Climate and Culture from the Multicultural Perspective	p. 642
When Cultures Clash	p. 642
An Application of Culture and Climate: Safety	p. 644
The Role of Leaders in Safety	p. 644
Safety Climate and Culture	p. 645
Socialization and the Concept of Person-Organization (P-O) and Person-Job (P-J) Fit	p. 647
Organizational Socialization	p. 647
Positive Consequences of Socialization	p. 650
Socialization and National Culture	p. 652
Socialization and Person-Organization Fit Models	p. 653
Organizational Development and Change	p. 658
Organizational Change	p. 658
Episodic Change	p. 659
Continuous Change	p. 660
Resistance to Change	p. 662
Examples of Large-Scale Organizational Change Initiatives	p. 663
Total Quality Management (TQM)	p. 664
Six Sigma Systems	p. 664
Lean Production Manufacturing	p. 666
Management by Objectives, Matrix Organizations, and Mergers and Acquisitions	p. 668
Emerging Commonalities among Organizational Interventions	p. 668
Glossary	p. G-1
References	p. R-1
Credits	p. C-1
Name Index	p. I-1
Subject Index	p. I-18
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