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0 (hodnocen0 x )

BK

Sixth edition

Hoboken : Wiley, [2019]

xxiv, 676 stran : ilustrace, portréty ; 26 cm

ISBN 978-1-119-59026-2 (brožováno)

Na obálce nad názvem: EMEA edition

Obsahuje bibliografii, bibliografické odkazy a rejstříky

001653518

Preface 5 // PART 1 FUNDAMENTALS // 1 What Is Industrial and Organizational Psychology? 1 // Module 1.1 The Importance of 1-0 Psychology 2 // The Importance of Work in People’s Lives 2 The Concept of "Good Work" 2 Authenticity: A Trend of Interest to 1-0 Psychologists 4 // What Is 1-0 Psychology? 4 // 1-0 Psychology’s Contributions to Society 8 Evidence-Based 1-0 Psychology 9 SIOP as a Resource f 0 // How This Course Can Help You 11 // The Importance of Understanding the Younger Worker 13 // Module 1.2 The Past, Present, and Future of 1-0 Psychology 16 // The Past: A Brief History of 1-0 Psychology 16 1876-1930 18 1930-1964 20 // The Present: The Demographics of 1-0 Psychologists 24 // Pathways to a Career in 1-0 Psychology: A Curious Mixture 25 What We Call Ourselves 25 // The Future: The Challenges to 1-0 Psychology in the 21 st Century 26 // A Personal View of the Future: Preparing for a Career in 1-0 Psychology 27 Education and Training 27 Getting into a Graduate Program 28 // Module 1.3 Multicultural and Cross-Cultural Issues in 1-0 // Psychology 30 // The Multicultural Nature of Life in the 21 st Century 30 Cross-National Issues in the Workplace 32 Why Should Multiculturalism Be Important to You? 34 Why Is Multiculturalism Important for 1-0 Psychology? 35 // Contents v // Theories of Cultural Influence 36 Hofstede’s Theory 37 Other Theories of Cultural Influence 39 // Module 1.4 The Organization of This Book 41 Themes 41 Parts 42 Resources 42 // 2 Research Methods and Statistics in 1-0 Psychology 49 // Module 2.1 Science and Research 50 // What Is Science? 50 // The Role of Science in Society 51 // Why Do 1-0 Psychologists Engage in Research? 52 // Research Design 53 // Methods of Data Collection 55 // Qualitative and Quantitative Research 55 The Importance of Context in Interpreting Research 56 Generalizability and Control in Research 57 Generalizability 57

Control 58 // Ethical Behavior in 1-0 Psychology 59 // Module 2.2 Data Analysis 62 Descriptive and Inferential Statistics 62 Descriptive Statistics 62 Inferential Statistics 64 Statistical Significance 64 The Concept of Statistical Power 65 Correlation and Regression 66 The Concept of Correlation 66 The Correlation Coefficient 67 Multiple Correlation 69 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 // Test-Retest Reliability 76 Equivalent Forms Reliability 77 Internal Consistency 77 // vi Contents // Inter-Rater Reliability 77 Validity 78 // Criterion-Related Validity 80 Predictive Validity 80 Concurrent Validity 80 Content-Related Validity 81 Construct Validity 82 // 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 1-0 Psychology 90 Identifying Individual Differences 90 Varieties of Individual Differences 91 // Module 3.2 Human Attributes 94 Abilities 94 Cognitive Abilities 94 // Intelligence as "g" 94 Is “g" Important at Work? 95 // Is "g" as Important in Other Countries as It Is in the United States? 96 Specific Cognitive Abilities Beyond "g" 96 Physical, Sensory, and Psychomotor Abilities 99 Physical Abilities 99 Sensory Abilities 100 Psychomotor Abilities 101 Personality and Work Behavior 102 // The Big Five and Other Models of Personality 102 Implications of Broad Personality Models 105 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 // What Is the Meaning of a Test Score? 114 // What Is a Test Battery? 114

Administrative Test Categories 115 Speed versus Power Tests 115 Group versus Individual Tests 116 Paper-and-Pencil versus Performance Tests 116 Testing and Culture 117 // International Assessment Practices 118 // Module 3.4 Assessment Procedures 120 Assessment Content versus Process 120 Assessment Procedures: Content 120 Cognitive Ability Tests 120 // Tests That Produce a Single Score 121 Tests of Specific Abilities 121 Cognitive Test Batteries 122 Knowledge Tests 122 Tests of Physical Abilities 122 Psychomotor Abilities 123 Personality 124 // Practical Issues Associated with Personality Measures 125 Faking 125 Integrity Testing 127 Emotional Intelligence 130 Individual Assessment 130Interviews 131 Assessment Centers 133 // Work Samples and Situational Judgment Tests 135 Work Sample Tests 135 Situational Judgment Tests 136 // Module 3.5 Special Topics in Assessment 140 Incremental Validity 140 // Measuring Implicit Variables at Work 141 Biographical Data 141 // Grades and Letters of Recommendation 143 Minimum Qualifications 144 // Controversial Assessment Practices: Graphology and the Polygraph 145 Drug and Alcohol Testing 145 Computer-Based and Internet Assessment 147 Unproctored Internet Testing 148 // viii Contents // Mobile Assessment 149 Computer Adaptive Testing 149 // 4 Job Analysis and Performance 151 // Module 4.1 A Basic Model of Performance 153 Campbell’s Model of Job Performance 153 Typical versus Maximum Performance 157 Criterion Deficiency and Contamination 158 // Module 4.2 Extensions of the Basic Performance Model 160 Task Performance versus Organizational Citizenship Behavior 160 Causes and Correlates of OCB 162 The Dark Side of Performance: Counterproductive Work Behaviors 163 Dishonesty 164 Absenteeism 164 Sabotage 164 // Causes of and Treatments for CWB 165 OCB and CWB:Two Ends of the Same Continuum? 166 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 Job Description 171 Recruiting 171 Selection 172 Training 172 Compensation 172 Promotion/Job Assignment 172 Job Design 173 // Workforce Reduction/Restructuring 1 74 Criterion Development 174 Performance Evaluation 175 Litigation 175 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 // Contents ix // Personality-Based Job Analysis 182 A Summary of the Job Analysis Process 183 Computer-Based Job Analysis 183 0*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 // Relationships among Performance Measures 195 Hands-On Performance Measures 196 Electronic Performance Monitoring 197 Performance Management 199 // Module 5.2 Performance Rating-Substance 202 Theories of Performance Rating 202 Focus on Performance Ratings 203 Overall Performance Ratings 203 Trait Ratings 204 Task-Based Ratings 204 Critical Incidents Methods 204 OCB and Adaptive Performance Ratings 205 Structural Characteristics of a Performance Rating Scale 205 Rating Formats 207 // Graphic Ratings Scales 207 Checklists 208 Behavioral Ratings 209 // Behaviorally Anchored Rating Scales 209 Behavioral Observation Scales 210 Employee Comparison Methods 210 // A New Variation on the Paired Comparison Method: CARS 211 Concluding Thoughts on Performance Rating Formats 212 // Module 5.3 Performance Rating—Process 214

Rating Sources 214 Supervisors 214 Peers 216 Self-Ratings 216 // Subordinate Ratings 217 Customer and Supplier Ratings 217 360-Degree Systems 217 Rating Distortions 218 // Central Tendency Error 218 Leniency/Severity Error 218 // Halo Error 218 Rater Training 219 // Administrative Training 219 Psychometric Training 219 Frame-of-Reference Training 220 Reliability and Validity of Performance Ratings 220 Reliability 220 Validity 221 // Module 5.4 The Social and Legal Context of Performance Evaluation 222 The Motivation to Rate 222 Goal Conflict 224 Performance Feedback 225 Destructive Criticism 225 360-Degree Feedback 226 Performance Evaluation and Culture 228 Performance Evaluation and the Law 229 // Performance Evaluation and Protected Groups 233 // 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 Line Managers 239 Coworkers 239 Applicants 240 // Staffing from the International Perspective 241 Module 6.2 Evaluation of Staffing Outcomes 244 // Validity 244 // Selection Ratios 245 Prediction Errors and Cut Scores 246 Establishing Cut Scores 247 Utility 248 Fairness 249 // Module 6.3 Practical Issues in Staffing 251 A Staffing Model 251 // Comprehensive Selection Systems 251 Compensatory Selection Systems 251 Combining Information 252 // Statistical versus Clinical Decision-Making 252 The Hurdle System of Combining Scores 252 // Combining Scores by Regression (the Compensatory Approach) 254 // Deselection 255 // Number of Decisions to Be Made 256 Large Staffing Projects 256 Small Staffing Projects 257 21st-Century Staffing 258 // 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 //

Intentional Discrimination or Adverse Treatment 262 Unintentional Discrimination or Adverse Impact 262 Adverse Impact Determination 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 Trainee Characteristics 274 // Learning and Motivational Theories Applied to Training 276 Reinforcement Theory 276 Cognitive and Social Learning Theories 276 Principles of Learning 278 // Practice and Overlearning 278 Whole versus Part Learning 279 Massed versus Distributed Practice 280 Learning Organizations 281 // Module 7.2 Content and Methods of Training 283 // Training Methods 283 // On-Site Training Methods 283 Apprenticeship 283 Job Rotation 284 // xii Contents // Off-Site Training Methods 285 // Distance Learning and Computer-Based Training 286 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 Assessment Centers 300 360-Degree Feedback 300 Coaching 301 Informal Training 303 // 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 1-0 Psychology 312 Metaphors for Motivation 313 Person as Machine 314 Person as Scientist 314 // The Meaning and Importance of Motivation in the Workplace 316 Motivation and Performance 316 Motivation and Work-Life Balance 317 Motivation and Personality 318 //

Module 8.2 Classic Approaches to Work Motivation 320 Person-as-Machine Theories 320 // An Internal Mechanical Theory: Maslow’s Need Theory 320 Variations on Maslow’s Theory 321 An External Mechanical Theory: Reinforcement Theory 321 // Person-as-Scientist Theories 323 Vroom’s VIE Theory 323 Equity Theory 325 // Module 8.3 Modern Approaches to Work Motivation 328 Person-as-lntentional Approaches 328 Goal-Setting Theory 328 // Challenges for Goal-Setting Theory 330 Levels of Explanation in Goal Setting 331 Control Theories and the Concept of Self-Regulation 331 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 Contingent Rewards 343 Job Enrichment 344 ProMES 345 // 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 Early Period of Job Satisfaction Research 349 Antecedents and Consequences of Job Satisfaction 351 The Measurement of Job Satisfaction 354 Overall versus Facet Satisfaction 354 Satisfaction Questionnaires 356 The Concept of Commitment 358 Forms of Commitment 358 Organizational Identification 360 Employee Engagement 363 // Module 9.2 Moods, Emotions, Attitudes, and Behavior 365 Is Everybody Happy? Does It Matter IfTheyAre? 365 Satisfaction versus Mood versus Emotion 365 Dispositions and Affectivity 368 The Time Course of Emotional Experience 369 // xiv Contents // Genetics and Job Satisfaction 370 Core Self-Evaluations 371 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 Physical/Task Stressors 390 Psychological Stressors 391 // Lack of Control/Predictability 391 Interpersonal Conflict 391 Incivility at Work 391 Role Stressors 392 Work-Family Conflict 392 Emotional Labor 394 Challenge and Flindrance Stressors 395 Consequences of Stress 395 // Behavioral Consequences of Sfress 396 Information Processing 396 Performance 396 // Counferproductive Work Behavior 397 Psychological Consequences of Sfress 397 Physiological Consequences of Stress 399 Work Schedules 400 Shift Work 400 // Flexible and Compressed Workweek Schedules 401 Flextime 401 // Compressed Workweek 402 // Consequences of Flextime and Compressed Workweek Schedules 402 // Contents XV // Module 10.2 Theories of Stress 405 Demand-Control Model 405 Person-Environment Fit Model 406 Individual Differences in Resistance to Stress 408 The Type A Behavior Pattern 409 // Achievement Striving and Impatience/Irritability 410 Time Urgency 410 // Module 10.3 Reducing and Managing Stress 413 Primary Prevention Strategies 413 Work and Job Design 414 Cognitive Restructuring 415 Secondary Prevention Strategies 415 Stress Management Training 416 // Cognitive-Behavioral Skills Training 416 Mindfulness Interventions 416 Relaxation and Biofeedback Techniques 417 Social Support 417 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 // Frustration-Aggression Hypothesis 423 The Justice Hypothesis 425

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 Distributive Justice 436 Procedural Justice 438 Interactional Justice 439 Justice versus Injustice 441 // xvi Contents // Module 11.2 The Practical Implications of Justice Perceptions 443 Performance Evaluation 444 // Applicant Reactions to Selection Procedures 445 Affirmative Action 448 // Culture and Affirmative Action Programs 450 // Module 11.3 Diversity 452 What Does Diversity Mean? 452 The Dynamics of Diversify 453 // Group and Multicultural Diversity 455 Managing Diversity from the Organizational Perspective 456 Diversity Training 457 Leadership and Diversity 459 // 12 Leadership in Organizations 461 // Module 12.1 The Concept of Leadership 463 Some Conceptual Distinctions 463 // Leader Emergence versus Leadership Effectiveness 464 Leader Emergence 464 // The Problem of Defining Leadership Outcomes 465 Negative Leadership Outcomes: The Destructive Leader 466 Tyrannical 466 Derailed 466 Supportive-Disloyal 467 Abusive Supervision 467 Leader versus Manager or Supervisor 468 // The Blending of Managerial and Leadership Roles 469 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 Ohio State University Studies 477 The University of Michigan Studies 478 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 Knowledge-Oriented Organizations 492 Teams/Groups 492 Telecommuting 493 Temporary Workers 493 Fuzzy Job Boundaries 494 Male and Female Leaders: Are They Different? 494 The Demographics of Leadership 494 The Leadership Styles of Men and Women 496 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 Tea ms 509 Quality Circles 509 Project Teams 510 Production Teams 511 Virtual Teams 512 // Module 13.2 Input-Process-Output Model of Team Effectiveness 516 Team Inputs 517 // Organizational Context 517 Team Task 517 Team Composition 517 Team Diversity 519 Team Processes 521 Norms 521 // Communication and Coordination 521 // Cohesion 522 Decision-Making 523 Team Outputs 525 // Module 13.3 Special Issues in Teams 528 Team Appraisal and Feedback 528 ProMES 529 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 // Classic Organizational Theory 540 Pluman Relations Theory 542 // McGregor’s Theory X and Theory Y 542 The Growth Perspective of Argyris 542 Contingency Theories 543 Woodward 543 Lawrence and Lorsch 544 Mintzberg 544 Systems Theory 546 Katz and Kahn 546 // Module 14.2 Social Dynamics of Organizations 549 Climate and Culture 549 // A Brief History of Climate and Culture 550

Climate and Culture from the Multicultural Perspective 552 When Cultures Clash 552 An Application of Culture and Climate: Safety 554 // Socialization and the Concept of Person-Organization (P-?) and PersonJob (P-J) Fit 557 // Organizational Socialization 557 // Recruitment as Socialization 557 // Orientation as Socialization 558 // Positive Consequences of Socialization 559 // Socialization and National Culture 560 Models of Socialization and Person-Organization Fit 561 Schneider’s Attraction-Selection-Attrition Model 562 // Module 14.3 Organizational Development and Change 565 Organizational Change 565 Episodic Change 566 Continuous Change 567 Resistance to Change 569 // Examples of Large-Scale Organizational Change Initiatives 570 Total Quality Management 571 Six Sigma Systems 571 Lean Production Manufacturing 572 Emerging Commonalities among Organizational Interventions 574 // Glossary 575 // References 593 // Name Index 653 // Subject Index 665