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Preface xx
Part 1 Fundamentals
1 What Is Industrial and Organizational Psychology? 3
Module 1.1 The Importance of I-O Psychology 4
The Importance of Work in People\'s Lives 4
The Concept of \"Good Work\" 5
Authenticity: A Trend of Interest to I-O Psychologists 7
How Does I-O Psychology Contribute to Society? 8
What Is I-O Psychology? 8
SIOP as a Resource 12
How This Course Can Help You 12
The Importance of Understanding the Younger Worker 14
Module 1.2 The Past, Present, and Future of I-O Psychology 17
The Past: A Brief History of I-O Psychology 17
1876-1930 18
1930-1964 20
The Present: The Demographics of I-O Psychologists 24
Pathways to a Career in I-O Psychology: A Curious Mixture 24
What We Call Ourselves 25
The Future: The Challenges to I-O Psychology in the 21st Century 25
A Personal View of the Future: Preparing for a Career in I-O Psychology 26
Education and Training 27
Getting into a Graduate Program 27
Module 1.3 Multicultural and Cross-Cultural Issues in I-O Psychology 30
The Multicultural Nature of Life in the 21st Century 30
Cross-National Issues at the Workplace 32
Why Should Multiculturalism Be Important to You? 34
Why Is Multiculturalism Important for I-O Psychology? 35
Some Theories of Cultural Influence 36
Hofstede\'s Theory 36
Some Thoughts on Theories of Cultural Influence 40
Module 1.4 The Organization of This Book 43
Themes 43
Parts 44
Resources 44
Case Study 1.1 47
2 Methods and Statistics in I-O Psychology 53
Module 2.1 Science 54
What Is Science? 54
The Role of Science in Society 55
Why Do I-O Psychologists Engage in Research? 56
Module 2.2 Research 58
ResearchDesign 58
Methods of Data Collection 61
Qualitative and Quantitative Research 61
The Importance of Context in Interpreting Research 61
Generalizability and Control in Research 62
Generalizability 62
Case Study 2.1 63
Control 64
Ethical Behavior in I-O Psychology 65
Module 2.3 Data Analysis 68
Descriptive and Inferential Statistics 68
Descriptive Statistics 68
Inferential Statistics 70
Statistical Significance 70
The Concept of Statistical Power 71
Correlation and Regression 71
The Concept of Correlation 72
The Correlation Coefficient 72
Multiple Correlation 74
Correlation and Causation 74
Meta-Analysis 75
Micro-, Macro-, and Meso-Research 77
Module 2.4 Interpretation 79
Reliability 79
Test-Retest Reliability 80
Equivalent Forms Reliability 80
Internal Consistency 81
Inter-Rater Reliability 81
Validity 82
Criterion-Related Validity 83
Content-Related Validity 85
Construct-Related Validity 86
Validity and the Law: A Mixed Blessing 88
Part 2 Industrial Psychology
3 Individual Differences and Assessment 93
Module 3.1 An Introduction to Individual Differences 94
Some Background 94
Differential Psychology, Psychometrics, and I-O Psychology 95
Identifying Individual Differences 96
Varieties of Individual Differences 97
Module 3.2 Human Attributes 100
Abilities 100
Cognitive Abilities 100
Intelligence as \"g\" 100
Is \"g\" Important at Work? 101
Is \"g\" as Important in Other Countries as It Is in the United States? 102
Can Your Level of \"g\" Change? 102
The Issue of Retesting and Cognitive Ability 103
Specific Cognitive Abilities beyond \"g\" 103
Physical, Sensory, and Psychomotor Abilities 106
Physical Abilities 106
Sensory Abilities 108
Psychomotor Abilities 108
Personality and Work Behavior 108
The Big Five and Other Models of Personality 110
Case Study 3.1 113
Implications of Broad Personality Models 113
Personality Change over the Life Span 114
Additional Attributes 115
Skills 115
Knowledge 115
Competencies 118
Emotional Intelligence 118
Module 3.3 Foundations of Assessment 121
The Past and the Present of Testing 121
What Is a Test? 123
What Is the Meaning of a Test Score? 123
Test Users and Test Interpretation 124
What Is a Test Battery? 126
Where to Find Tests 126
Administrative Test Categories 126
Speed versus Power Tests 126
Group versus Individual Tests 128
Paper and Pencil versus Performance Tests 128
Testing and Culture 128
International Assessment Practices 131
Module 3.4 Assessment Procedures 133
Assessment Content versus Process 133
Assessment Procedures: Content 133
Cognitive Ability Tests 133
Knowledge Tests 136
Tests of Physical Abilities 136
Psychomotor Abilities 137
Personality 138
Practical Issues Associated with Personality Measures 138
Integrity Testing 142
Emotional Intelligence 144
Individual Assessment 145
Interviews 145
Interview Content 145
Interview Process 148
Assessment Centers 148
Work Samples and Situational Tests 151
Work Sample Tests 151
Situational Judgment Tests 152
Module 3.5 Special Topics in Assessment 157
Incremental Validity 157
Biographical Data 158
Grades and Letters of Recommendation 161
Minimum Qualifications 162
Useless Assessment Practices: Graphology and the Polygraph 162
Drug and Alcohol Testing 163
Computer-Based and Internet Assessment 165
Unproctored Internet Testing 167
Who Is a Candidate? 168
Computer Adaptive Testing 168
Testing and Demographic Differences 169
4 Job Analysis and Performance 173
Module 4.1 A Basic Model of Performance 174
Campbell\'s Model of Job Performance 174
Typical versus Maximum Performance 178
Criterion Deficiency and Contamination 179
A Broader View 180
Module 4.2 Extensions of the Basic Performance Model 182
Task Performance versus Organizational Citizenship Behavior 182
Causes and Correlates of OCB 184
The Dark Side of Performance: Counterproductive Work Behaviors 186
Causes of and Treatments for CWB 189
OCB and CWB: Two Ends of the Same Continuum? 190
Proactive Work Behavior 190
Adaptive Performance 191
A Brief Recap 193
A Comprehensive Framework for Considering Performance: The \"Great Eight\" 194
The Case of Expert Performance 194
Types of Performance Measures 197
Module 4.3 Job Analysis: Fundamental Properties and Practices 199
The Uses of Job Analysis Information 199
A Brief History of Job Analysis 202
Types of Job Analysis 203
How Job Analysis Is Done 206
Module 4.4 Job Analysis: Newer Developments 209
Electronic Performance Monitoring as Part of a Job Analysis 209
Cognitive Task Analysis 210
The Context of Work 212
Personality-Based Job Analysis 213
A Summary of the Job Analysis Process 215
Computer-Based Job Analysis 216
O*NET 217
Competency Modeling 219
Module 4.5 Job Evaluation and the Law 222
Job Evaluation 222
The Concept of Comparable Worth 223
Job Analysis and Employment Litigation 224
5 Performance Measurement 227
Module 5.1 Basic Concepts in Performance Measurement 228
Uses for Performance Information 228
Relationships among Performance Measures 229
Hands-On Performance Measures 229
Electronic Performance Monitoring 230
Performance Management 233
Perceptions of Fairness in Performance Measurement 234
Module 5.2 Performance Rating-Substance 238
Close-Up on a Rating System 238
Theories of Performance Ratings 240
Focus on Performance Ratings 241
Overall Performance Ratings 241
Trait Ratings 242
Task-Based Ratings 242
Critical Incidents Methods 242
OCB and Adaptive Performance Ratings 243
Structural Characteristics of a Performance Rating Scale 243
Rating Formats 245
Graphic Rating Scales 245
Checklists 245
Behavioral Rating 247
Employee Comparison Methods 248
A New Variation on the Paired Comparison Method: CARS 249
Concluding Thoughts on Performance Rating Formats 251
Module 5.3 Performance Rating-Process 252
Rating Sources 252
Supervisors 252
Peers 254
Self-Ratings 254
Subordinate Ratings 256
Customer and Supplier Ratings 256
360 Degree Systems 256
Rating Distortions 257
Central Tendency Error 257
Leniency-Severity Error 257
Halo Error 258
Rater Training 258
Administrative Training 258
Psychometric Training 259
Frame-of-Reference Training 259
The Reliability and Validity of Ratings 259
Reliability 259
Validity 260
Module 5.4 The Social and Legal Context of Performance Evaluation 261
The Motivation to Rate 261
Goal Conflict 263
Performance Feedback 264
\"Destructive\" Criticism 265
360 Degree Feedback 266
Performance Evaluation and Culture 268
Performance Evaluation and the Law 270
Performance Evaluation and Protected Groups 273
6 Staffing Decisions 277
Module 6.1 Conceptual Issues in Staffing 278
An Introduction to the Staffing Process 278
The Impact of Staffing Practices on Firm Performance 279
Stakeholders in the Staffing Process 281
Line Managers 281
Co-workers 281
Applicants 282
Staffing from the International Perspective 283
Module 6.2 Evaluation of Staffing Outcomes 286
Validity 286
Selection Ratios 287
Prediction Errors and Cut Scores 288
Establishing Cut Scores 289
Utility 290
Til Death Us Do Part? The Concept of Dynamic Validities 291
Fairness 292
Module 6.3 Practical Issues in Staffing 294
A Staffing Model 294
Comprehensive Selection Systems 294
Compensatory Selection Systems 294
Combining Information 295
Statistical versus Clinical Decision Making 295
The Hurdle System of Combining Scores 296
Combining Scores by Regression (The Compensatory Approach) 297
Score Banding 298
Subgroup Norming 299
Selection versus Placement 299
Deselection 301
Number of Decisions to Be Made 301
Large Staffing Projects 301
Small Staffing Projects 303
21st- Century Staffing 304
Module 6.4 Legal Issues in Staffing Decisions 306
Charges of Employment Discrimination 306
Employment Discrimination Outside of the United States 307
Theories of Discrimination 308
Intentional Discrimination or Adverse Treatment 308
Unintentional Discrimination or Adverse Impact 308
Case Study 6.1 310
7 Training and Development 315
Module 7.1 Foundations of Training and Learning 316
Training, Learning, and Performance 317
Training Needs Analysis 318
The Learning Process in Training 321
Trainee Characteristics 321
Learning and Motivational Theories Applied to Training 323
Principles of Learning 325
Learning Organizations 328
Module 7.2 Content and Methods of Training 331
Training Methods 331
On-Site Training Methods 331
Off-Site Training Methods 333
Distance Learning and Computer-Based Training 334
Training \"Critical Thinking\" 336
Transfer of Training 337
Module 7.3 Evaluating Training Programs 339
Training Evaluation 339
Training Criteria 340
Utility Analysis 341
Training Evaluation Designs 341
Equal Employment Opportunity Issues in Training 344
Module 7.4 Specialized Training Programs 346
Management and Leadership Development 346
Assessment Centers 347
360 Degree Feedback 347
Coaching 348
Informal Training 350
Sexual Harassment Awareness Training 350
Ethics Training 352
Cross-Cultural Training 353
Part 3 Organizational Psychology
8 The Motivation to Work 359
Module 8.1 An Introduction to Motivation 360
The Central Position of Motivation in Psychology 360
A Brief History of Motivation Theory in I-O Psychology 361
Metaphors for Motivation 362
Person as Machine 363
Person as Scientist 363
The Meaning and Importance of Motivation in the Workplace 365
Motivation and Performance 365
Motivation and Work-Life Balance 365
Motivation and Attitudes 366
Motivation and Personality 367
Module 8.2 Motivational Theories-Classic Approaches 369
\"Person as Machine\" Theories 369
An Internal Mechanical Theory: Maslow\'s Need Theory 369
An External Mechanical Theory: Reinforcement Theory 371
\"Person as Scientist\" Theories 372
Vroom\'s VIE Theory 373
Equity Theory 374
Module 8.3 Modern Approaches to Work Motivation 377
Person-as-Intentional Approaches 377
Goal-Setting Theory 377
Control Theories and the Concept of Self-Regulation 381
The Concept of Self-Efficacy in Modern Motivation Theory 383
Action Theory 386
Common Themes in Modern Approaches 388
A New Motivational Topic: The Entrepreneur 388
Module 8.4 Practical Issues in Motivation 393
Can Motivation Be Measured? 393
Cross-Cultural Issues in Motivation 394
Generational Differences and Work Motivation 396
Motivational Interventions 398
Contingent Rewards 398
Job Enrichment 399
ProMES 400
9 Attitudes, Emotions, and Work 403
Module 9.1 Job Satisfaction 404
The Experience of Emotion at Work 404
Job Satisfaction: Some History 405
The Early Period of Job Satisfaction Research 405
An Evolution 407
Antecedents and Consequences of Job Satisfaction 408
The Measurement of Job Satisfaction 412
Overall versus Facet Satisfaction 412
Satisfaction Questionnaires 413
The Concept of Commitment 415
Forms of Commitment 416
Individual Difference Variables and Commitment 418
A New Focus: Organizational Identification 419
Module 9.2 Moods, Emotions, Attitudes, and Behavior 423
Is Everybody Happy? Does It Matter If They Are? 423
The Concept of \"Resigned\" Work Satisfaction 423
Satisfaction versus Mood versus Emotion 426
Dispositions and Affectivity 428
The Time Course of Emotional Experience 429
Genetics and Job Satisfaction 431
The Concept of Core Self-Evaluations 432
Withdrawal Behaviors 434
Module 9.3 Special Topics Related to Attitudes and Emotions 436
Job Loss 436
Telecommuting 439
Work-Family Balance 440
Psychological Contracts 443
Work-Related Attitudes and Emotions from the Cross-Cultural Perspective 444
10 Stress and Worker Well-Being 447
Module 10.1 The Problem of Stress 448
Studying Workplace Stress 448
What Is a Stressor? 450
Common Stressors at Work 451
Physical/Task Stressors 451
Psychological Stressors 452
Consequences of Stress 456
Behavioral Consequences of Stress 456
Psychological Consequences of Stress 458
Physiological Consequences of Stress 460
Work Schedules 460
Shift Work 461
Flexible and Compressed Workweek Schedules 462
Module 10.2 Theories of Stress 467
Demand-Control Model 467
Person-Environment Fit Model 468
Individual Differences in Resistance to Stress 469
The Type A Behavior Pattern 470
Module 10.3 Reducing and Managing Stress 475
Primary Prevention Strategies 476
Work and Job Design 476
Cognitive Restructuring 477
Secondary Prevention Strategies 477
Stress Management Training 478
Relaxation and Biofeedback Techniques 479
Social Support 479
Tertiary Prevention Strategies 480
Summary of Stress Intervention Strategies 481
Future Work Trends and Challenges to Stress and Stress Management 481
Module 10.4 Violence at Work 484
Stress and Workplace Violence 485
Levels of Violence 486
The Experiential Sequence of Violence 487
The \"Typical\" Violent Worker 487
Theories of Workplace Violence 488
Frustration-Aggression Hypothesis 488
The \"Justice\" Hypothesis 489
A Special Type of Violence: Bullying 491
What Can We Conclude about Workplace Violence? 494
11 Fairness and Diversity in the Workplace 497
Module 11.1 Fairness 498
The Concept of Justice 498
Justice, Fairness, and Trust 500
Approaches to Organizational Justice 503
Distributive Justice 503
Procedural Justice 504
Interactional Justice 506
Deontic Justice 508
Justice versus Injustice 508
Module 11.2 The Practical Implications of Justice Perceptions 511
Performance Evaluation 512
Applicant Perceptions of Selection Fairness 513
A Special Case of Applicant Reactions: Stereotype Threat 517
A Model of Applicant Decision Making 518
The Special Case of Affirmative Action 519
Culture and Affirmative Action Programs 523
Module 11.3 Diversity 525
What Does Diversity Mean? 525
The Dynamics of Diversity 526
Group and Multicultural Diversity 528
Managing Diversity from the Organizational Perspective 529
Leadership and Diversity 532
12 Leadership 535
Module 12.1 The Concept of Leadership 536
Some Conceptual Distinctions 536
Leader Emergence versus Leadership Effectiveness 537
Leader Emergence 537
The Problem of Defining Leadership Outcomes 538
Negative Leadership Outcomes: The Destructive Leader 539
Leader versus Manager or Supervisor 541
The Blending of Managerial and Leadership Roles 542
Leader Development versus Leadership Development 544
The Motivation to Lead 546
Module 12.2 Traditional Theories of Leadership 549
The \"Great Man\" Theories 549
The Trait Approach 550
The \"Power\" Approach to Leadership 550
The Behavioral Approach 551
The Ohio State University Studies 551
The University of Michigan Studies 553
The Contingency Approach 554
The Consequences of Participation: The Vroom-Yetton Model 555
Module 12.3 New Approaches to Leadership 558
Leader-Member Exchange (LMX) 558
Transformational Leadership 560
Authentic Leadership 564
The Charismatic Leader 565
Module 12.4 Emerging Topics and Challenges in Leadership Research 568
Leadership in a Changing Workplace 568
Male and Female Leaders: Are They Different? 570
The Demographics of Leadership 570
The Leadership Styles of Men and Women 572
Personality and Leadership 574
Cross-Cultural Studies of Leadership 576
Leadership in a Diverse Environment 581
Guidelines for Effective Leadership 582
13 Teams in Organizations 585
Module 13.1 Types of Teams 586
Groups and Teams: Definitions 587
Types of Teams 587
Quality Circles 588
Project Teams 589
Production Teams 589
Virtual Teams 591
Module 13.2 Input-Process-Output Model of Team Effectiveness 595
Team Inputs 596
Organizational Context 596
Team Task 596
Team Composition 596
Team Diversity 599
Team Processes 600
Norms 601
Communication and Coordination 601
Cohesion 602
Decision Making 603
Team Outputs 605
Module 13.3 Special Issues in Teams 608
Team Appraisal and Feedback 608
ProMES 609
Team Roles 610
Team Development 611
Team Training 613
Cultural Issues in Teams 614
14 The Organization of Work Behavior 617
Module 14.1 The Conceptual and Theoretical Foundations of Organizations 618
Organizations and People 618
Organization as Integration 621
Theories of Organization 622
Classic Organizational Theory 622
Human Relations Theory 624
Contingency Theories 626
Systems Theory 629
Conclusions about Theories of Organization 632
Module 14.2 Some Social Dynamics of Organizations 635
Climate and Culture 635
A Brief History of Climate and Culture 636
An Integration of Concepts 638
A New Avenue for Exploration: Climate and Culture Strength 640
Organizational Climate and Culture from the Multicultural Perspective 642
When Cultures Clash 642
An Application of Culture and Climate: Safety 644
The Role of Leaders in Safety 644
Safety Climate and Culture 645
Socialization and the Concept of Person-Organization (P-O) and Person-Job (P-J) Fit 647
Organizational Socialization 647
Positive Consequences of Socialization 650
Socialization and National Culture 652
Socialization and Person-Organization Fit Models 653
Module 14.3 Organizational Development and Change 658
Organizational Change 658
Episodic Change 659
Continuous Change 660
Resistance to Change 662
Examples of Large-Scale Organizational Change Initiatives 663
Total Quality Management (TQM) 664
Six Sigma Systems 664
Lean Production Manufacturing 666
Management by Objectives, Matrix Organizations, and Mergers and Acquisitions 668
Emerging Commonalities among Organizational Interventions 668
Glossary G-1
References R-1
Credits C-1
Name Index I-1
Subject Index I-18