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Preface xx
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 11
The Importance of Understanding the Younger Worker 13
Module 1.2 The Past, Present, and Future of I-O Psychology 16
The Past: A Brief History of I-O Psychology 16
The Present: The Demographics of I-O Psychologists 24
The Future: The Challenges to I-O Psychology in the 21st Century 26
A Personal View of the Future: Preparing for a Career in I-O Psychology 27
Module 1.3 Multicultural and Cross-Cultural Issues in I-O Psychology 30
The Multicultural Nature of Life in the 21st Century 30
Theories of Cultural Influence 36
Module 1.4 The Organization of This Book 41
Themes 41
Parts 42
Resources 42
2 Research Methods and Statistics in I-O Psychology 49
Module 2.1 Science and Research 50
What is Science? 50
The Role of Science in Society 51
Why Do I-O Psychologists Engage in Research? 52
Research Design 53
Methods of Data Collection 55
Generalizability and Control in Research 57
Ethical Behavior in I-O Psychology 59
Module 2.2 Data Analysis 62
Descriptive and Inferential Statistics 62
Correlation and Regression 66
Correlation and Causation 69
Big Data 70
Meta-Analysis 71
Micro-, Macro-, and Meso-Research 72
Module 2.3 Interpretation through Reliability and Validity 75
Reliability 75
Validity 78
Part 2 Industrial Psychology
3 Individual Differences and Assessment 86
Module 3.1 An Introduction to Individual Differences 88
Some Background 88
Differential Psychology, Psychometrics, and I-O Psychology 90
Identifying Individual Differences 90
Varieties of Individual Differences 91
Module 3.2 Human Attributes 94
Abilities 94
Cognitive Abilities 94
Physical, Sensory, and Psychomotor Abilities 99
Personality and Work Behavior 102
Additional Attributes 106
Skills 106
Knowledge 106
Competencies 108
Emotional Intelligence 108
Module 3.3 Foundations of Assessment 111
The Past and the Present of Testing 111
What is a Test? 113
Administrative Test Categories 115
Testing and Culture 117
Module 3.4 Assessment Procedures 120
Assessment Content versus Process 120
Assessment Procedures: Content 120
Tests of Physical Abilities 122
Personality 124
Emotional Intelligence 130
Individual Assessment 130
Interviews 131
Assessment Centers 133
Work Samples and Situational Judgment Tests 135
Module 3.5 Special Topics in Assessment 140
Incremental Validity 140
Biographical Data 141
Grades and Letters of Recommendation 143
Minimum Qualifications 144
Drug and Alcohol Testing 145
Computer-Based and Internet Assessment 147
4 Job Analysis and Performance 151
Module 4.1 A Basic Model of Performance 153
Campbell’s Model of Job Performance 153
Criterion Deficiency and Contamination 158
Module 4.2 Extensions of the Basic Performance Model 160
Task Performance versus Organizational Citizenship Behavior 160
The Dark Side of Performance: Counterproductive Work Behaviors 163
Adaptive Performance 167
A Brief Recap 168
Expert Performance 168
Types of Performance Measures 169
Module 4.3 Job Analysis: Fundamental Properties and Practices 171
The Uses of Job Analysis Information 171
Types of Job Analysis 175
How Job Analysis Is Done 176
Work Analysis 178
Module 4.4 Job Analysis: Newer Developments 180
Electronic Performance Monitoring as Part of a Job Analysis 180
Cognitive Task Analysis 181
Personality-Based Job Analysis 182
A Summary of the Job Analysis Process 183
Computer-Based Job Analysis 183
O*NET 183
Competency Modeling 186
Module 4.5 Job Evaluation and the Law 189
Job Evaluation 189
The Concept of Comparable Worth 190
Job Analysis and Employment Litigation 191
5 Performance Measurement 193
Module 5.1 Basic Concepts in Performance Measurement 194
Uses for Performance Information 194
Module 5.2 Performance Rating—Substance 202
Theories of Performance Rating 202
Focus on Performance Ratings 203
Rating Formats 207
Employee Comparison Methods 210
Module 5.3 Performance Rating—Process 214
Rating Sources 214
Rating Distortions 218
Rater Training 219
Reliability and Validity of Performance Ratings 220
Module 5.4 The Social and Legal Context of Performance Evaluation 222
The Motivation to Rate 222
Goal Conflict 224
Performance Feedback 225
Performance Evaluation and Culture 228
Performance Evaluation and the Law 229
6 Staffing Decisions 236
Module 6.1 Conceptual Issues in Staffing 237
An Introduction to the Staffing Process 237
The Impact of Staffing Practices on Firm Performance 238
Stakeholders in the Staffing Process 239
Staffing from the International Perspective 241
Module 6.2 Evaluation of Staffing Outcomes 244
Validity 244
Utility 248
Fairness 249
Module 6.3 Practical Issues in Staffing 251
A Staffing Model 251
Combining Information 252
Deselection 255
Number of Decisions to Be Made 256
Module 6.4 Legal Issues in Staffing Decisions 260
Charges of Employment Discrimination 260
Employment Discrimination Outside of the United States 261
Theories of Discrimination 262
7 Training and Development 268
Module 7.1 Foundations of Training and Learning 269
Training, Learning, and Performance 270
Training Needs Analysis 271
The Learning Process in Training 274
Learning Organizations 281
Module 7.2 Content and Methods of Training 283
Training Methods 283
Training “Critical Thinking” 288
Transfer of Training 289
Module 7.3 Evaluating Training Programs 292
Training Evaluation 292
Training Criteria 292
Utility Analysis 294
Training Evaluation Designs 295
Equal Employment Opportunity Issues in Training 296
Module 7.4 Specialized Training Programs 299
Management and Leadership Development 299
Sexual Harassment Awareness Training 303
Ethics Training 305
Cross-Cultural Training 306
Part 3 Organizational Psychology
8 The Motivation to Work 310
Module 8.1 An Introduction to Motivation 311
The Central Position of Motivation in Psychology 311
A Brief History of Motivation Theory in I-O Psychology 312
Metaphors for Motivation 313
The Meaning and Importance of Motivation in the Workplace 316
Module 8.2 Classic Approaches to Work Motivation 320
Person-as-Machine Theories 320
Person-as-Scientist Theories 323
Module 8.3 Modern Approaches to Work Motivation 328
Person-as-Intentional Approaches 328
The Concept of Self-Efficacy in Modern Motivation Theory 332
Common Themes in Modern Motivation Approaches 334
A New Motivational Topic: The Entrepreneur 334
Module 8.4 Practical Issues in Motivation 338
Can Motivation Be Measured? 338
Cross-Cultural Issues in Motivation 339
Generational Differences and Work Motivation 340
Motivational Interventions 343
9 Attitudes, Emotions, and Work 347
Module 9.1 Work Attitudes 348
The Experience of Emotion at Work 348
Job Satisfaction: Some History 349
The Measurement of Job Satisfaction 354
The Concept of Commitment 358
Organizational Identification 360
Employee Engagement 363
Module 9.2 Moods, Emotions, Attitudes, and Behavior 365
Is Everybody Happy? Does It Matter If TheyAre? 365
Satisfaction versus Mood versus Emotion 365
Withdrawal Behaviors 373
Module 9.3 Special Topics Related to Attitudes and Emotions 375
Job Loss 375
Telecommuting 377
Work–Family Balance 379
Psychological Contracts 381
Job Embeddedness 382
Job Crafting 383
Work-Related Attitudes and Emotions from a Cross-Cultural Perspective 383
10 Stress and Worker Well-Being 386
Module 10.1 The Problem of Stress 387
Studying Workplace Stress 387
What is a Stressor? 389
Common Stressors at Work 390
Consequences of Stress 395
Work Schedules 400
Module 10.2 Theories of Stress 405
Demand–Control Model 405
Person–Environment Fit Model 406
Individual Differences in Resistance to Stress 408
Module 10.3 Reducing and Managing Stress 413
Primary Prevention Strategies 413
Secondary Prevention Strategies 415
Tertiary Prevention Strategies 418
Summary of Stress Intervention Strategies 419
Module 10.4 Violence at Work 421
Stress and Workplace Violence 421
The “Typical” Violent Worker 422
Theories of Workplace Violence 423
A Special Type of Violence: Bullying 427
What Can We Conclude about Workplace Violence? 430
11 Fairness, Justice, and Diversity in the Workplace 431
Module 11.1 Justice and Fairness 432
The Concept of Justice 432
Justice, Fairness, and Trust 434
Approaches to Organizational Justice 435
Module 11.2 The Practical Implications of Justice Perceptions 443
Performance Evaluation 444
Applicant Reactions to Selection Procedures 445
Affirmative Action 448
Module 11.3 Diversity 452
What Does Diversity Mean? 452
The Dynamics of Diversity 453
12 Leadership in Organizations 461
Module 12.1 The Concept of Leadership 463
Some Conceptual Distinctions 463
The Problem of Defining Leadership Outcomes 465
Negative Leadership Outcomes: The Destructive Leader 466
Leader versus Manager or Supervisor 468
Leader Development versus Leadership Development 471
The Motivation to Lead 472
Module 12.2 Traditional Theories of Leadership 475
The “Great Man” Theories 475
The Trait Approach 476
The Power Approach to Leadership 477
The Behavioral Approach 477
The Contingency Approach 479
The Consequences of Participation: The Vroom–Yetton Model 480
Module 12.3 New Approaches to Leadership 483
Leader–Member Exchange (LMX) 483
Transformational Leadership 485
Authentic Leadership 488
The Charismatic Leader 489
Module 12.4 Emerging Topics and Challenges in Leadership Research 492
Leadership in a Changing Workplace 492
Male and Female Leaders: Are They Different? 494
Personality and Leadership 498
Leadership and Neuroscience 499
Cross-Cultural Studies of Leadership 500
Leadership in a Diverse Environment 502
Guidelines for Effective Leadership 503
13 Teams in Organizations 506
Module 13.1 Types of Teams 507
Groups and Teams: Definitions 508
Types of Teams 509
Module 13.2 Input–Process–Output Model of Team Effectiveness 516
Team Inputs 517
Team Processes 521
Team Outputs 525
Module 13.3 Special Issues in Teams 528
Team Appraisal and Feedback 528
Team Roles 530
Team Development 531
Team Training 531
Cultural Issues in Teams 532
14 Organizational Theory, Dynamics, and Change 535
Module 14.1 Conceptual and Theoretical Foundations of Organizations 536
Organizations and People 536
Organization as Integration 539
Theories of Organization 540
Module 14.2 Social Dynamics of Organizations 549
Climate and Culture 549
Climate and Culture from the Multicultural Perspective 552
An Application of Culture and Climate: Safety 554
Socialization and the Concept of Person–Organization (P–O) and Person–Job (P–J) Fit 557
Socialization and National Culture 560
Models of Socialization and Person–Organization Fit 561
Module 14.3 Organizational Development and Change 565
Organizational Change 565
Examples of Large-Scale Organizational Change Initiatives 570
Emerging Commonalities among Organizational Interventions 574
Glossary 575
References 593
Name Index 653
Subject Index 665
