Work in the 21st Century: An Introduction to Industrial and Organizational Psychology, 6th Edition [Rental Edition]

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

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