ISBN-10:
1118724070
ISBN-13:
9781118724071
Pub. Date:
12/22/2014
Publisher:
Wiley
Organizational Psychology: A Scientist-Practitioner Approach / Edition 3

Organizational Psychology: A Scientist-Practitioner Approach / Edition 3

by Steve M. Jex, Thomas W. Britt
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Product Details

ISBN-13: 9781118724071
Publisher: Wiley
Publication date: 12/22/2014
Edition description: New Edition
Pages: 720
Sales rank: 1,166,025
Product dimensions: 7.10(w) x 10.10(h) x 1.60(d)

About the Author

STEVE M. JEX, PHD, is a well-knownresearcher in workplace stress and consults for many organizationsincluding the United States Army. He teaches and directs graduatestudents at Bowling Green State University.

THOMAS W. BRITT, PHD, is a socialpsychologist specializing in work and family. He brings thatexpertise as well as his teaching experience with undergraduates tothis new edition of Organizational Psychology. He teaches anddirects graduate students at Clemson University.

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Table of Contents

Preface xi

CHAPTER 1 INTRODUCTION TO ORGANIZATIONAL PSYCHOLOGY 1

What Is Organizational Psychology? 2

Organizational Psychology in Context 4

The Scientist-Practitioner Approach 6

Historical Influences in Organizational Psychology 11

Recent Past and Beyond 22

The Chapter Sequence 23

Chapter Summary 24

Suggested Additional Readings 25

CHAPTER 2 RESEARCH METHODS AND STATISTICS 27

Methods of Data Collection 28

Special Issues in Data Collection 44

Ethics in Data Collection 53

Statistical Methods in Organizational Psychology 54

Special Issues in Statistical Analysis 59

Chapter Summary 67

Suggested Additional Readings 68

CHAPTER 3 ATTRACTION AND SOCIALIZATION 69

The Recruitment Process: An Organizational Perspective 70

The Recruitment Process: The Applicant’s Perspective74

Organizational Socialization 77

The Impact of Diversity on Organizational Socialization 101

The Future of Organizational Socialization Research 102

Chapter Summary 103

Suggested Additional Readings 104

CHAPTER 4 THE WORK–NONWORK INTERFACE 105
Kelsey-Jo Ritter and Steve M. Jex

Some Basic Assumptions About the Work and NonWork Interface106

The Transition Into Work: Youth Employment 107

Transition to a Career 112

Balancing Work and Nonwork Demands 113

Antecedents of Work-Family Conflict 115

Consequences of Work-Family Conflict 116

Reducing and Preventing Work-Family Conflict 117

The Positive Side of Work-Family Interface 119

Work-Family Balance 121

Transitioning Out of Work: Retirement 121

Chapter Summary 130

Suggested Additional Readings 131

CHAPTER 5 PRODUCTIVE BEHAVIOR IN ORGANIZATIONS 133

Defining Productive Behavior 134

Job Performance 134

Measurement of Job Performance 143

Determinants of Job Performance 150

Organizational Citizenship Behavior 160

Innovation and Adaptability in Organizations 166

Chapter Summary 174

Suggested Additional Readings 175

CHAPTER 6 COUNTERPRODUCTIVE BEHAVIOR IN ORGANIZATIONS177

Defining Counterproductive Work Behavior 178

The Structure of Counterproductive Work Behavior 178

Causes of Counterproductive Work Behavior 180

Common Forms of Counterproductive Work Behavior 186

Low Base Rate Counterproductive Work Behavior 194

Some Final Thoughts on Counterproductive Work Behavior 204

Chapter Summary 204

Suggested Additional Readings 206

CHAPTER 7 OCCUPATIONAL STRESS AND EMPLOYEE HEALTH ANDWELL-BEING 207

A Brief History 208

Approaches and Terminology 209

Occupational Stress Terminology 211

Occupational Stress Models 213

Workplace Stressors 222

Employee Safety 235

Employee Health in Vulnerable Populations 236

Reducing the Impact of Workplace Stressors 237

Cross-Cultural Occupational Stress Research 242

Chapter Summary 244

Suggested Additional Readings 245

CHAPTER 8 BELIEFS AND ATTITUDES ABOUT WORK AND THEORGANIZATION 247

Job Satisfaction 248

Organizational Commitment 269

Additional Job Beliefs 280

Chapter Summary 286

Suggested Additional Readings 288

CHAPTER 9 THEORIES OF MOTIVATION 289

Defining Motivation, Basic Assumptions, and TheoreticalApproaches 290

Need-Based Theories of Motivation 292

Cognitive Process Theories of Motivation 296

The Behavioral Approach to Motivation 312

Self-Determination Theory 316

Job-Based Theories of Motivation 318

The Practical Value of Motivation Theories 327

Chapter Summary 329

Suggested Additional Readings 330

CHAPTER 10 ORGANIZATIONAL APPLICATIONS OF MOTIVATION THEORY331

Some Basic Assumptions 331

Behaviors Organizations Attempt to Influence 332

Organizational Reward Systems 334

Motivation Through the Design of Work 350

Proactive Motivation and Job Crafting 364

Organizational Disciplinary Procedures 366

Chapter Summary 368

Suggested Additional Readings 369

CHAPTER 11 LEADERSHIP AND INFLUENCE PROCESSES 371

Defining Leadership 371

General Approaches to Leadership 374

Modern Theories of Leadership 380

Power and Influence in Organizations 398

Chapter Summary 408

Suggested Additional Readings 409

CHAPTER 12 TEAM DYNAMICS AND PROCESSES WITHIN ORGANIZATIONS411

Stages of Team Development 412

Defining Team Effectiveness 415

Models of Team Effectiveness 416

Determinants of Team Effectiveness 428

Within-Team Processes 436

Enhancing the Effectiveness of Teams 446

The Future of Teams in Organizations 450

Chapter Summary 451

Suggested Additional Readings 452

CHAPTER 13 ORGANIZATIONAL THEORY AND DESIGN 453

What Is an “Organizational Theory”? 454

Major Organizational Theories 456

Determinants of Organizational Design 463

Recent Innovations in Organizational Design 475

Research on Organizational Design 480

The Future of Organizational Design 481

Chapter Summary 483

Suggested Additional Readings 484

CHAPTER 14 ORGANIZATIONAL CULTURE AND CLIMATE 487

Defining Organizational Culture 488

Models of Organizational Culture 491

Manifestations of Organizational Culture 493

The Development of Organizational Culture 499

Measuring Organizational Culture 500

Changing Organizational Culture 502

The Impact of Organizational Culture 508

Organizational Climate: The Psychological Experience 512

Chapter Summary 514

Suggested Additional Readings 517

CHAPTER 15 ORGANIZATIONAL CHANGE AND DEVELOPMENT 519

What Is Organizational Development and Why Is It Used? 519

A Brief History of Organizational Development 521

The Theory Base of Organizational Development 523

Organizational-Change Interventions 533

Conditions Necessary for Successful Organizational Change544

Evaluation of Organizational-Development Programs 549

Special Issues in Client–Consultant Relationships 555

Chapter Summary 558

Suggested Additional Readings 559

References 561

Author Index 663

Subject Index 685

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