Work in the 21st Century: An Introduction to Industrial and Organizational Psychology, 5th Edition [Rental Edition]

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

What Is I-O Psychology? 4

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

The Present: The Demographics of I-O Psychologists 22

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

Module 1.3 Multicultural and Cross-Cultural Issues in I-O Psychology 28

The Multicultural Nature of Life in the 21st Century 28

Theories of Cultural Influence 34

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

Generalizability and Control in Research 54

Ethical Behavior in I-O Psychology 57

Module 2.2 Data Analysis 59

Descriptive and Inferential Statistics 59

Correlation and Regression 62

Correlation and Causation 65

Big Data 66

Meta-Analysis 67

Micro-, Macro-, and Meso-Research 69

Module 2.3 Interpretation 71

Reliability 71

Validity 74

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

Physical, Sensory, and Psychomotor Abilities 92

Personality and Work Behavior 94

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

Testing and Culture 109

Module 3.4 Assessment Procedures 113

Assessment Content versus Process 113

Assessment Procedures: Content 113

Tests of Physical Abilities 115

Personality 117

Emotional Intelligence 122

Individual Assessment 122

Interviews 123

Assessment Centers 125

Work Samples and Situational Judgment Tests 128

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

4 Job Analysis and Performance 143

Module 4.1 A Basic Model of Performance 144

Campbell’s Model of Job Performance 144

Criterion Deficiency and Contamination 149

Module 4.2 Extensions of the Basic Performance Model 151

Task Performance versus Organizational Citizenship Behavior 151

The Dark Side of Performance: Counterproductive Work Behaviors 154

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

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

Module 5.2 Performance Rating—Substance 192

Theories of Performance Rating 192

Focus on Performance Ratings 193

Rating Formats 195

Employee Comparison Methods 199

Module 5.3 Performance Rating—Process 203

Rating Sources 203

Rating Distortions 207

Rater Training 208

Module 5.4 The Social and Legal Context of Performance Evaluation 211

The Motivation to Rate 211

Goal Conflict 213

Performance Feedback 214

Performance Evaluation and Culture 217

Performance Evaluation and the Law 218

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

Staffing from the International Perspective 230

Module 6.2 Evaluation of Staffing Outcomes 233

Validity 233

Utility 237

Fairness 238

Module 6.3 Practical Issues in Staffing 240

A Staffing Model 240

Deselection 244

Number of Decisions to Be Made 244

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

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

Learning Organizations 269

Module 7.2 Content and Methods of Training 272

Training Methods 272

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

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

The Meaning and Importance of Motivation in the Workplace 302

Module 8.2 Motivational Theories—Classic Approaches 306

Person‐as‐Machine Theories 306

Person‐as‐Scientist Theories 309

Module 8.3 Modern Approaches to Work Motivation 313

Person‐as‐Intentional Approaches 313

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

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 Measurement of Job Satisfaction 340

The Concept 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

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

Work Schedules 382

Module 10.2 Theories of Stress 387 Demand–Control Model 387

Person–Environment Fit Model 388

Individual Differences in Resistance to Stress 389

Module 10.3 Reducing and Managing Stress 395

Primary Prevention Strategies 395

Secondary Prevention Strategies 397

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

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

Module 11.2 T he Practical Implications of Justice Perceptions 424

Performance Evaluation 425

Applicant Reactions to Selection Procedures 426

Affirmative Action 429

Module 11.3 Diversity 433

What Does Diversity Mean? 433

The Dynamics of Diversity 434

12 Leadership 441

Module 12.1 The Concept of Leadership 442

Some Conceptual Distinctions 442

The Problem of Defining Leadership Outcomes 444

Negative Leadership Outcomes: The Destructive Leader 445

Leader versus Manager or Supervisor 446

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 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

Male and Female Leaders: Are They Different? 471

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

Module 13.2 Input–Process–Output Model of Team Effectiveness 492

Team Inputs 493

Team Processes 496

Team Outputs 500

Module 13.3 Special Issues in Teams 503

Team Appraisal and Feedback 503

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

Module 14.2 Social Dynamics of Organizations 524

Climate and Culture 524

Climate and Culture from the Multicultural Perspective 526

An Application of Culture and Climate: Safety 528

Socialization and the Concept of Person–Organization (P–O) and Person–Job (P–J) Fit 530

Module 14.3 Organizational Development and Change 539

Organizational Change 539

Examples of Large‐Scale

Organizational Change Initiatives 543

Emerging Commonalities among Organizational Interventions 547

Glossary G-1

References R-1

Name Index I-1

Subject Index I-16

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