Preface

PART 1:  FUNDAMENTALS

Chapter 1: What Is Industrial and Organizational Psychology?

Module 1.1 The Importance of I-O Psychology

The Importance of Work in People’s Lives

What Is I-O Psychology?

How This Course Can Help You

The Importance of Understanding the Younger Worker

Module 1.2 The Past, Present, and Future of I-O Psychology

The Past: A Brief History of I-O Psychology

The Present: The Demographics of I-O Psychologists

The Future: The Challenges to I-O Psychology in the 21st Century

A Personal View of the Future: Preparing for a Career in I-O Psychology

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

The Multicultural Nature of Life in the 21st Century

Theories of Cultural Influence

Module 1.4 The Organization of This Book

Themes

Parts

Resources

Chapter 2: Research Methods and Statistics in I-O Psychology

Module 2.1 Science and Research

What Is Science?

The Role of Science in Society

Why Do I-O Psychologists Engage in Research?

Research Design

Methods of Data Collection

Generalizability and Control in Research

Ethical Behavior in I-O Psychology

Module 2.2 Data Analysis

Descriptive and Inferential Statistics

Correlation and Regression

Correlation and Causation

Big Data

Meta-Analysis

Micro-, Macro-, and Meso-Research

Module 2.3 Interpretation through Reliability and Validity

Reliability

Validity

PART 2:  INDUSTRIAL PSYCHOLOGY

Chapter 3: Individual Differences and Assessment

Module 3.1 An Introduction to Individual Differences

Some Background

Differential Psychology, Psychometrics, and I-O Psychology

Identifying Individual Differences

Varieties of Individual Differences

Module 3.2 Human Attributes

Abilities

Cognitive Abilities

Physical, Sensory, and Psychomotor Abilities

Personality and Work Behavior

Skills

Knowledge

Competencies

Emotional Intelligence

Module 3.3 Foundations of Assessment

The Past and the Present of Testing

What Is a Test?

Administrative Test Categories

Testing and Culture

Module 3.4 Assessment Procedures

Assessment Content versus Process

Assessment Procedures: Content

Tests of Physical Abilities

Personality

Emotional Intelligence

Individual Assessment

Interviews

Assessment Centers

Work Samples and Situational Judgment Tests

Module 3.5 Special Topics in Assessment

Incremental Validity Measuring Implicit Variables at Work Biographical Data

Grades and Letters of Recommendation

Minimum Qualifications

Controversial Assessment Practices: Graphology and the Polygraph

Drug and Alcohol Testing

Computer-Based and Internet Assessment

Chapter 4: Job Analysis and Performance

Module 4.1 A Basic Model of Performance

Campbell’s Model of Job Performance

Criterion Deficiency and Contamination

Module 4.2 Extensions of the Basic Performance Model

Task Performance versus Organizational Citizenship Behavior

The Dark Side of Performance: Counterproductive Work Behaviors

Adaptive Performance

A Brief Recap

Expert Performance

Types of Performance Measures

Module 4.3 Job Analysis: Fundamental Properties and Practices

The Uses of Job Analysis Information

Types of Job Analysis

How Job Analysis Is Done

Work Analysis

Module 4.4 Job Analysis: Newer Developments

Electronic Performance Monitoring as Part of a Job Analysis

Cognitive Task Analysis

Personality-Based Job Analysis

A Summary of the Job Analysis Process

Computer-Based Job Analysis

O*NET

Competency Modeling

Module 4.5 Job Evaluation and the Law

Job Evaluation

The Concept of Comparable Worth

Job Analysis and Employment Litigation

Chapter 5: Performance Measurement

Module 5.1 Basic Concepts in Performance Measurement

Uses for Performance Information

Module 5.2 Performance Rating—Substance

Theories of Performance Rating

Focus on Performance Ratings

Rating Formats

Employee Comparison Methods

Module 5.3 Performance Rating—Process

Rating Sources

Rating Distortions

Rater Training

Reliability and Validity of Performance Ratings

Module 5.4 The Social and Legal Context of Performance Evaluation

The Motivation to Rate

Goal Conflict

Performance Feedback

Performance Evaluation and Culture

Performance Evaluation and the Law

Chapter 6: Staffing Decisions

Module 6.1 Conceptual Issues in Staffing

An Introduction to the Staffing Process

The Impact of Staffing Practices on Firm Performance

Stakeholders in the Staffing Process

Staffing from the International Perspective

Module 6.2 Evaluation of Staffing Outcomes

Validity

Utility

Fairness

Module 6.3 Practical Issues in Staffing

A Staffing Model

Combining Information

Deselection

Number of Decisions to Be Made

21st-Century Staffing

Module 6.4 Legal Issues in Staffing Decisions

Charges of Employment Discrimination

Employment Discrimination outside of the United States

Theories of Discrimination

Chapter 7: Training and Development

Module 7.1 Foundations of Training and Learning

Training, Learning, and Performance

Training Needs Analysis

The Learning Process in Training

Learning Organizations

Module 7.2 Content and Methods of Training

Training Methods

Training “Critical Thinking”

Transfer of Training

Module 7.3 Evaluating Training Programs

Training Evaluation

Training Criteria

Utility Analysis

Training Evaluation Designs

Equal Employment Opportunity Issues in Training

Module 7.4 Specialized Training Programs

Management and Leadership Development

Sexual Harassment Awareness Training

Ethics Training

Cross-Cultural Training

PART 3:  ORGANIZATIONAL PSYCHOLOGY

Chapter 8: The Motivation to Work

Module 8.1 An Introduction to Motivation

The Central Position of Motivation in Psychology

A Brief History of Motivation Theory in I-O Psychology

Metaphors for Motivation

The Meaning and Importance of Motivation in the Workplace

Module 8.2 Classic Approaches to Motivational Theories

Person-as-Machine Theories

Person-as-Scientist Theories

Module 8.3 Modern Approaches to Work Motivation

Person-as-Intentional Approaches

The Concept of Self-Efficacy in Modern Motivation Theory

Common Themes in Modern Motivation Approaches

A New Motivational Topic: The Entrepreneur

Module 8.4 Practical Issues in Motivation

Can Motivation Be Measured?

Cross-Cultural Issues in Motivation Generational Differences and Work Motivation

Motivational Interventions

Chapter 9: Attitudes, Emotions, and Work

Module 9.1 Work Attitudes

The Experience of Emotion at Work

Job Satisfaction: Some History

The Measurement of Job Satisfaction

The Concept of Commitment

Organizational Identification

Employee Engagement

Module 9.2 Moods, Emotions, Attitudes, and Behavior

Is Everybody Happy? Does It Matter If They Are?

Satisfaction versus Mood versus Emotion Withdrawal Behaviors

Module 9.3 Special Topics Related to Attitudes and Emotions

Job Loss

Telecommuting

Work–Family Balance

Psychological Contracts

Job Embeddedness

Job Crafting

Work-Related Attitudes and Emotions from a Cross-Cultural Perspective

Chapter 10: Stress and Worker Well-Being

Module 10.1 The Problem of Stress

Studying Workplace Stress

What Is a Stressor?

Common Stressors at Work

Consequences of Stress

Work Schedules

Module 10.2 Theories of Stress

Demand–Control Model

Person–Environment Fit Model

Individual Differences in Resistance to Stress

Module 10.3 Reducing and Managing Stress

Primary Prevention Strategies

Secondary Prevention Strategies

Tertiary Prevention Strategies

Summary of Stress Intervention Strategies

Module 10.4 Violence at Work

Stress and Workplace Violence

The “Typical” Violent Worker

Theories of Workplace Violence

A Special Type of Violence: Bullying

What Can We Conclude about Workplace Violence?

Chapter 11: Fairness, Justice, and Diversity in the Workplace

Module 11.1 Justice and Fairness

The Concept of Justice

Justice, Fairness, and Trust

Approaches to Organizational Justice

Module 11.2 The Practical Implications of Justice Perceptions

Performance Evaluation

Applicant Reactions to Selection Procedures

Affirmative Action

Module 11.3 Diversity

What Does Diversity Mean?

The Dynamics of Diversity

Chapter 12: Leadership in Organizations

Module 12.1 The Concept of Leadership

Some Conceptual Distinctions

The Problem of Defining Leadership Outcomes

Negative Leadership Outcomes: The Destructive Leader

Leader versus Manager or Supervisor

Leader Development versus Leadership Development

The Motivation to Lead

Module 12.2 Traditional Theories of Leadership

The “Great Man” Theories

The Trait Approach

The Power Approach to Leadership

The Behavioral Approach

The University of Michigan Studies

The Contingency Approach

The Consequences of Participation: The Vroom–Yetton Model

Module 12.3 New Approaches to Leadership

Leader–Member Exchange (LMX)

Transformational Leadership

Authentic Leadership

The Charismatic Leader

Module 12.4 Emerging Topics and Challenges in Leadership Research

Leadership in a Changing Workplace

Male and Female Leaders: Are They Different?

Personality and Leadership

Leadership and Neuroscience

Cross-Cultural Studies of Leadership

Leadership in a Diverse Environment

Guidelines for Effective Leadership

Chapter 13: Teams in Organizations

Module 13.1 Types of Teams

Groups and Teams: Definitions

Types of Teams

Module 13.2 Input-Process-Output Model of Team Effectiveness

Team Inputs

Team Processes

Team Outputs

Module 13.3 Special Issues in Teams

Team Appraisal and Feedback

Team Roles

Team Development

Team Training

Cultural Issues in Teams

Chapter 14: Organizational Theory, Dynamics, and Change

Module 14.1 Conceptual and Theoretical Foundations of Organizations

Organizations and People

Organization as Integration

Theories of Organization

Module 14.2 Social Dynamics of Organizations

Climate and Culture

Climate and Culture from the Multicultural Perspective

An Application of Culture and Climate: Safety

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

Module 14.3 Organizational Development and Change

Organizational Change

Examples of Large-Scale Organizational Change Initiatives

Emerging Commonalities among Organizational Interventions

Glossary

References

Name Index

Subject Index

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