Work in the 21st Century: An Introduction to Industrial and Organizational Psychology / Edition 4 available in Hardcover
Work in the 21st Century: An Introduction to Industrial and Organizational Psychology / Edition 4
Work in the 21st Century: An Introduction to Industrial and Organizational Psychology / Edition 4
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Overview
Product Details
ISBN-13: | 2901118291206 |
---|---|
Publisher: | Wiley |
Publication date: | 12/26/2012 |
Edition description: | Older Edition |
Pages: | 720 |
Product dimensions: | 8.10(w) x 10.10(h) x 1.10(d) |
About the Author
Table of Contents
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 The Concept of “Good Work” 2 Authenticity: A Trend of Interest to I-O Psychologists 4 What Is I-O Psychology? 4 I-O Psychology’s Contributions to Society 7 Evidence-Based I-O Psychology 8 SIOP as a Resource 9 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 1876–1930 16 1930–1964 19 The Present: The Demographics of I-O Psychologists 22 Pathways to a Career in I-O Psychology: A Curious Mixture 23 What We Call Ourselves 23 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 Education and Training 25 Getting into a Graduate Program 26 Module 1.3 Multicultural and Cross-Cultural Issues in I-O Psychology 28 The Multicultural Nature of Life in the 21st Century 28 Cross-National Issues in the Workplace 30 Why Should Multiculturalism Be Important to You? 32 Why Is Multiculturalism Important for I-O Psychology? 33 Theories of Cultural Influence 34 Hofstede’s Theory 34 Other Theories of Cultural Influence 37 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 Qualitative and Quantitative Research 53 The Importance of Context in Interpreting Research 54 Generalizability and Control in Research 54 Generalizability 54 Control 56 Ethical Behavior in I-O Psychology 57 Module 2.2 Data Analysis 59 Descriptive and Inferential Statistics 59 Descriptive Statistics 59 Inferential Statistics 60 Statistical Significance 61 The Concept of Statistical Power 62 Correlation and Regression 62 The Concept of Correlation 63 The Correlation Coefficient 63 Multiple Correlation 65 Correlation and Causation 65 Big Data 66 Meta-Analysis 67 Micro-, Macro-, and Meso-Research 69 Module 2.3 Interpretation 71 Reliability 71 Test–Retest Reliability 72 Equivalent Forms Reliability 72 Internal Consistency 73 Inter-Rater Reliability 73 Validity 74 Criterion-Related Validity 75 Content-Related Validity 77 Construct-Related Validity 78 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 Intelligence as “g” 87 Is “g” Important at Work? 88 Is “g” as Important in Other Countries as It Is in the United States? 89 Specific Cognitive Abilities Beyond “g” 89 Physical, Sensory, and Psychomotor Abilities 92 Physical Abilities 92 Sensory Abilities 93 Psychomotor Abilities 94 Personality and Work Behavior 94 The Big Five and Other Models of Personality 95 Implications of Broad Personality Models 97 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 What Is the Meaning of a Test Score? 106 What Is a Test Battery? 107 Where to Find Tests 107 Administrative Test Categories 108 Speed versus Power Tests 108 Group versus Individual Tests 108 Paper-and-Pencil versus Performance Tests 109 Testing and Culture 109 International Assessment Practices 111 Module 3.4 Assessment Procedures 113 Assessment Content versus Process 113 Assessment Procedures: Content 113 Cognitive Ability Tests 113 Knowledge Tests 115 Tests of Physical Abilities 115 Psychomotor Abilities 116 Personality 117 Practical Issues Associated with Personality Measures 117 Integrity Testing 120 Emotional Intelligence 122 Individual Assessment 122 Interviews 123 Assessment Centers 125 Work Samples and Situational Judgment Tests 128 Work Sample Tests 128 Situational Judgment Tests 129 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 Unproctored Internet Testing 140 Mobile Assessment 140 Computer Adaptive Testing 141 4 Job Analysis and Performance 143 Module 4.1 A Basic Model of Performance 144 Campbell’s Model of Job Performance 144 Typical versus Maximum Performance 148 Criterion Deficiency and Contamination 149 Module 4.2 Extensions of the Basic Performance Model 151 Task Performance versus Organizational Citizenship Behavior 151 Causes and Correlates of OCB 153 The Dark Side of Performance: Counterproductive Work Behaviors 154 Dishonesty 155 Absenteeism 155 Sabotage 155 Causes of and Treatments for CWB 156 OCB and CWB: Two Ends of the Same Continuum? 157 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 Job Description 162 Recruiting 162 Selection 163 Training 163 Compensation 163 Promotion/Job Assignment 163 Job Design 164 Workforce Reduction/Restructuring 165 Criterion Development 165 Performance Evaluation 166 Litigation 166 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 Relationships among Performance Measures 185 Hands-On Performance Measures 186 Electronic Performance Monitoring 187 Performance Management 189 Module 5.2 Performance Rating—Substance 192 Theories of Performance Rating 192 Focus on Performance Ratings 193 Overall Performance Ratings 193 Trait Ratings 193 Task-Based Ratings 194 Critical Incidents Methods 194 OCB and Adaptive Performance Ratings 194 Structural Characteristics of a Performance Rating Scale 195 Rating Formats 195 Graphic Ratings Scales 195 Checklists 197 Behavioral Ratings 198 Employee Comparison Methods 199 A New Variation on the Paired Comparison Method: CARS 200 Concluding Thoughts on Performance Rating Formats 201 Module 5.3 Performance Rating—Process 203 Rating Sources 203 Supervisors 203 Peers 205 Self-Ratings 205 Subordinate Ratings 206 Customer and Supplier Ratings 206 360-Degree Systems 206 Rating Distortions 207 Central Tendency Error 207 Leniency/Severity Error 207 Halo Error 207 Rater Training 208 Administrative Training 208 Psychometric Training 208 Frame-of-Reference Training 208 Reliability and Validity of Performance Ratings 209 Reliability 209 Validity 209 Module 5.4 The Social and Legal Context of Performance Evaluation 211 The Motivation to Rate 211 Goal Conflict 213 Performance Feedback 214 Destructive Criticism 214 360-Degree Feedback 215 Performance Evaluation and Culture 217 Performance Evaluation and the Law 218 Performance Evaluation and Protected Groups 221 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 Line Managers 229 Co-Workers 229 Applicants 229 Staffing from the International Perspective 230 Module 6.2 Evaluation of Staffing Outcomes 233 Validity 233 Selection Ratios 234 Prediction Errors and Cut Scores 234 Establishing Cut Scores 236 Utility 237 Fairness 238 Module 6.3 Practical Issues in Staffing 240 A Staffing Model 240 Comprehensive Selection Systems 240 Compensatory Selection Systems 240 Combining Information 241 Statistical versus Clinical Decision Making 241 The Hurdle System of Combining Scores 241 Combining Scores by Regression (the Compensatory Approach) 243 Deselection 244 Number of Decisions to Be Made 244 Large Staffing Projects 244 Small Staffing Projects 246 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 Intentional Discrimination or Adverse Treatment 251 Unintentional Discrimination or Adverse Impact 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 Trainee Characteristics 262 Learning and Motivational Theories Applied to Training 264 Principles of Learning 267 Learning Organizations 269 Module 7.2 Content and Methods of Training 272 Training Methods 272 On-Site Training Methods 272 Off-Site Training Methods 274 Distance Learning and Computer-Based Training 275 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 Assessment Centers 286 360-Degree Feedback 287 Coaching 288 Informal Training 289 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 Person as Machine 301 Person as Scientist 301 The Meaning and Importance of Motivation in the Workplace 302 Motivation and Performance 302 Motivation and Work–Life Balance 303 Motivation and Personality 304 Module 8.2 Motivational Theories—Classic Approaches 306 Person-as-Machine Theories 306 An Internal Mechanical Theory: Maslow’s Need Theory 306 An External Mechanical Theory: Reinforcement Theory 307 Person-as-Scientist Theories 309 Vroom’s VIE Theory 309 Equity Theory 310 Module 8.3 Modern Approaches to Work Motivation 313 Person-as-Intentional Approaches 313 Goal-Setting Theory 313 Control Theories and the Concept of Self-Regulation 316 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 Contingent Rewards 328 ProMES 329 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 Early Period of Job Satisfaction Research 335 Antecedents and Consequences of Job Satisfaction 336 The Measurement of Job Satisfaction 340 Overall versus Facet Satisfaction 340 Satisfaction Questionnaires 341 The Concept of Commitment 343 Forms 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 Dispositions and Affectivity 352 The Time Course of Emotional Experience 353 Genetics and Job Satisfaction 355 The Concept of Core Self-Evaluations 355 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 Physical/Task Stressors 373 Psychological Stressors 374 Consequences of Stress 378 Behavioral Consequences of Stress 378 Psychological Consequences of Stress 380 Physiological Consequences of Stress 381 Work Schedules 382 Shift Work 382 Flexible and Compressed Workweek Schedules 383 Module 10.2 Theories of Stress 387 Demand–Control Model 387 Person–Environment Fit Model 388 Individual Differences in Resistance to Stress 389 The Type A Behavior Pattern 391 Module 10.3 Reducing and Managing Stress 395 Primary Prevention Strategies 395 Work and Job Design 396 Secondary Prevention Strategies 397 Stress Management Training 397 Relaxation and Biofeedback Techniques 398 Social Support 399 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 Frustration–Aggression Hypothesis 404 The Justice Hypothesis 406 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 Distributive Justice 417 Procedural Justice 419 Interactional Justice 421 Justice versus Injustice 422 Module 11.2 The Practical Implications of Justice Perceptions 424 Performance Evaluation 425 Applicant Reactions to Selection Procedures 426 Affirmative Action 429 Culture and Affirmative Action Programs 431 Module 11.3 Diversity 433 What Does Diversity Mean? 433 The Dynamics of Diversity 434 Group and Multicultural Diversity 436 Managing Diversity from the Organizational Perspective 437 Leadership and Diversity 440 12 Leadership 441 Module 12.1 The Concept of Leadership 442 Some Conceptual Distinctions 442 Leader Emergence versus Leadership Effectiveness 442 Leader Emergence 443 The Problem of Defining Leadership Outcomes 444 Negative Leadership Outcomes: The Destructive Leader 445 Tyrannical 445 Derailed 445 Supportive-Disloyal 445 Leader versus Manager or Supervisor 446 The Blending of Managerial and Leadership Roles 447 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 Ohio State University Studies 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 Knowledge-Oriented Organizations 469 Teams/Groups 469 Telecommuting 470 Temporary Workers 470 Fuzzy Job Boundaries 471 Male and Female Leaders: Are They Different? 471 The Demographics of Leadership 471 The Leadership Styles of Men and Women 473 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 Quality Circles 486 Project Teams 487 Production Teams 487 Virtual Teams 488 Module 13.2 Input–Process–Output Model of Team Effectiveness 492 Team Inputs 493 Organizational Context 493 Team Task 493 Team Composition 494 Team Diversity 495 Team Processes 496 Norms 496 Communication and Coordination 497 Cohesion 498 Decision Making 499 Team Outputs 500 Module 13.3 Special Issues in Teams 503 Team Appraisal and Feedback 503 ProMES 504 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 Classic Organizational Theory 516 Human Relations Theory 517 Contingency Theories 519 Systems Theory 521 Module 14.2 Social Dynamics of Organizations 524 Climate and Culture 524 A Brief History of Climate and Culture 525 Climate and Culture from the Multicultural Perspective 526 When Cultures Clash 527 An Application of Culture and Climate: Safety 528 Socialization and the Concept of Person–Organization (P–O) and Person–Job (P–J) Fit 530 Organizational Socialization 530 Positive Consequences of Socialization 533 Socialization and National Culture 534 Models of Socialization and Person– Organization Fit 535 Module 14.3 Organizational Development and Change 539 Organizational Change 539 Episodic Change 540 Continuous Change 541 Resistance to Change 542 Examples of Large-Scale Organizational Change Initiatives 543 Total Quality Management 544 Six Sigma Systems 545 Lean Production Manufacturing 545 Emerging Commonalities among Organizational Interventions 547 Glossary G-1 References* R-1 Name Index I-1 Subject Index I-16What People are Saying About This
"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 style 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 Denver
"This textbook provides an excellent introduction to I-O psychology. Landy and Conte do a masterful job of balancing the historical foundations, contemporary research, and practical applications of I-O psychology."
–Brian C. Holtz, Rutgers University – Camden
"Landy and Conte provide an up-to-date and accessible introduction to industrial/organizational psychology. Practical examples and integration of material across chapters are key features of the textbook."
–Debra A. Major, Old Dominion University
"I use this book in class because it utilizes a world approach to I/O Psychology and research. It is up-to-date, doesn’t dumb down, is comprehensive and well-written."
–Michael Frese, Justus-Liebig University of Giessen