Preface xvii

Acknowledgments 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

The Importance of Understanding the Younger Worker 13

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 38

Themes 38

Parts 39

Resources 39

2 Research Methods and Statistics in I-O Psychology 45

MODULE 2.1 Science and Research 46

What Is Science? 46

Open Science 47

The Role of Science in Society 47

Why Do I-O Psychologists Engage in Research? 48

Research Design 49

Methods of Data Collection 51

Generalizability and Control in Research 53

Ethical Behavior in I-O Psychology 55

MODULE 2.2 Data Analysis 57

Descriptive and Inferential Statistics 57

Correlation and Regression 60

Correlation and Causation 63

Big Data 64

Meta-Analysis 65

Micro-, Macro-, and Meso-Research 66

MODULE 2.3 Interpretation through Reliability and Validity 69

Reliability 69

Validity 72

Part 2 Industrial Psychology

3 Individual Differences and Assessment 79

MODULE 3.1 An Introduction to Individual Differences 81

Some Background 81

Differential Psychology, Psychometrics, and I-O Psychology 83

Identifying Individual Differences 83

Varieties of Individual Differences 84

MODULE 3.2 Human Attributes 86

Abilities 86

Physical, Sensory, and Psychomotor Abilities 91

Personality and Work Behavior 93

Vocational Interests 97

Additional Attributes 99

Skills 99

Knowledge 100

Competencies 101

Emotional Intelligence 102

MODULE 3.3 Foundations of Assessment 105

The Past and the Present of Testing 105

What Is a Test? 107

Administrative Test Categories 109

Testing and Culture 110

MODULE 3.4 Assessment Procedures 114

Assessment Content versus Process 114

Assessment Procedures: Content 114

Tests of Physical Abilities 116

Personality 117

Emotional Intelligence 123

Individual Assessment 124

Interviews 124

Assessment Centers 126

Work Samples and Situational Judgment Tests 128

MODULE 3.5 Special Topics in Assessment 133

Incremental Validity 133

Biographical Data 134

Grades and Letters of Recommendation 136

Minimum Qualifications 136

Drug and Alcohol Testing 138

Computer-Based and Internet Assessment 139

Artificial Intelligence and Machine Learning 142

4 Job Analysis and Performance 144

MODULE 4.1 A Basic Model of Performance 145

Campbell’s Model of Job Performance 145

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 158

A Brief Recap 160

Expert Performance 160

Types of Performance Measures 160

MODULE 4.3 Job Analysis: Fundamental Properties and Practices 163

The Uses of Job Analysis Information 163

Types of Job Analysis 166

How Job Analysis Is Done 167

Work Analysis 169

MODULE 4.4 Job Analysis: Newer Developments 171

Electronic Performance Monitoring as Part of a Job Analysis 171

Cognitive Task Analysis 172

Personality-Based Job Analysis 173

A Summary of the Job Analysis Process 173

Computer-Based Job Analysis 174

O*net 174

Competency Modeling 176

MODULE 4.5 Job Evaluation and the Law 179

Job Evaluation 179

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 191

Theories of Performance Rating 191

Focus on Performance Ratings 192

Rating Formats 195

Employee Comparison Methods 198

MODULE 5.3 Performance Rating—Process 201

Rating Sources 201

Rating Distortions 204

Rater Training 206

Reliability and Validity of Performance Ratings 207

MODULE 5.4 The Social and Legal Context of Performance Evaluation 209

The Motivation to Rate 209

Goal Conflict 211

Performance Feedback 211

Performance Evaluation and Culture 214

Performance Evaluation and the Law 215

6 Staffing Decisions 221

MODULE 6.1 Conceptual Issues in Staffing 222

An Introduction to the Staffing Process 222

The Impact of Staffing Practices on Firm Performance 223

Stakeholders in the Staffing Process 224

Staffing from the International Perspective 226

MODULE 6.2 Evaluation of Staffing Outcomes 228

Validity 228

Utility 232

Fairness 233

MODULE 6.3 Practical Issues in Staffing 234

A Staffing Model 234

Combining Information 235

Deselection 238

Number of Decisions to Be Made 239

21st-Century Staffing 240

MODULE 6.4 Legal Issues in Staffing Decisions 242

Charges of Employment Discrimination 242

Employment Discrimination Outside of the United States 243

Theories of Discrimination 244

7 Training and Development 250

MODULE 7.1 Foundations of Training and Learning 251

Training, Learning, and Performance 252

Training Needs Analysis 253

The Learning Process in Training 256

Learning Organizations 262

MODULE 7.2 Content and Methods of Training 264

Training Methods 264

Training “Critical Thinking” 268

Transfer of Training 269

MODULE 7.3 Evaluating Training Programs 272

Training Evaluation 272

Training Criteria 272

Utility Analysis 274

Training Evaluation Designs 275

Equal Employment Opportunity Issues in Training 276

MODULE 7.4 Specialized Training Programs 279

Management and Leadership Development 279

Sexual Harassment Awareness Training 284

Ethics Training 285

Cross-Cultural Training 286

Part 3 Organizational Psychology

8 The Motivation to Work 290

MODULE 8.1 An Introduction to Motivation 291

The Central Position of Motivation in Psychology 291

A Brief History of Motivation Theory in I-O Psychology 292

Metaphors for Motivation 293

The Meaning and Importance of Motivation in the Workplace 296

MODULE 8.2 Classic Approaches to Work Motivation 300

Person-as-Machine Theories 300

Person-as-Scientist Theories 303

MODULE 8.3 Modern Approaches to Work Motivation 308

Person-as-Intentional Approaches 308

The Concept of Self-Efficacy in Modern Motivation Theory 312

Common Themes in Modern Motivation Approaches 314

Specialized Motivational Topic: The Entrepreneur 314

MODULE 8.4 Practical Issues in Motivation 318

Can Motivation Be Measured? 318

Cross-Cultural Issues in Motivation 319

Generational Differences and Work Motivation 320

Motivational Interventions 322

9 Attitudes, Emotions, and Work 326

MODULE 9.1 Work Attitudes 327

The Experience of Emotion at Work 327

Job Satisfaction: Some History 328

The Measurement of Job Satisfaction 333

The Concept of Commitment 336

Organizational Identification 338

Employee Engagement 341

MODULE 9.2 Moods, Emotions, Attitudes, and Behavior 343

Is Everybody Happy? Does It Matter If They Are? 343

Satisfaction versus Mood versus Emotion 343

Withdrawal Behaviors 350

MODULE 9.3 Special Topics Related to Attitudes and Emotions 352

Job Loss 352

Telecommuting 354

Work–Family Balance 355

Psychological Contracts 357

Job Embeddedness 358

Job Crafting 359

Work-Related Attitudes and Emotions from a Cross-Cultural Perspective 359

10 Stress and Worker Well-Being 362

MODULE 10.1 The Problem of Stress 363

Studying Workplace Stress 363

What Is a Stressor? 365

Common Stressors at Work 366

Consequences of Stress 371

Work Schedules 375

MODULE 10.2 Theories of Stress 378

Demand–Control Model 378

Job Demands-Resources Theory 379

Person–Environment Fit Model 379

Individual Differences in Resistance to Stress 381

MODULE 10.3 Reducing and Managing Stress 386

Primary Prevention Strategies 386

Secondary Prevention Strategies 388

Tertiary Prevention Strategies 391

Summary of Stress Intervention Strategies 391

MODULE 10.4 Violence at Work 394

Stress and Workplace Violence 394

The “Typical” Violent Worker 395

Theories of Workplace Violence 396

A Special Type of Violence: Bullying 399

What Can We Conclude about Workplace Violence? 401

11 Fairness, Justice, and Diversity in the Workplace 403

MODULE 11.1 Justice and Fairness 404

The Concept of Justice 404

Justice, Fairness, and Trust 406

Approaches to Organizational Justice 407

MODULE 11.2 The Practical Implications of Justice Perceptions 414

Performance Evaluation 415

Applicant Reactions to Selection Procedures 416

Affirmative Action 419

MODULE 11.3 Diversity 423

What Does Diversity Mean? 423

The Dynamics of Diversity 424

12 Leadership in Organizations 432

MODULE 12.1 The Concept of Leadership 433

Some Conceptual Distinctions 433

The Problem of Defining Leadership Outcomes 435

Negative Leadership Outcomes: The Destructive Leader 435

Leader versus Manager or Supervisor 437

Leader Development versus Leadership Development 440

The Motivation to Lead 441

MODULE 12.2 Traditional Theories of Leadership 444

The “Great Man” Theories 444

Early Investigations Using the Trait Approach 445

The Power Approach to Leadership 445

The Behavioral Approach 446

The Contingency Approach 447

The Consequences of Participation: The Vroom–Yetton Model 448

MODULE 12.3 New Approaches to Leadership 451

Leader–Member Exchange 451

Transformational Leadership 453

Authentic Leadership 456

The Charismatic Leader 457

MODULE 12.4 Emerging Topics and Challenges in Leadership Research 460

Leadership in a Changing Workplace 460

Male and Female Leaders: Are They Different? 462

Personality and Leadership 466

Leadership and Neuroscience 467

Cross-Cultural Studies of Leadership 467

Leadership in a Diverse Environment 469

Guidelines for Effective Leadership 471

13 Teams in Organizations 473

MODULE 13.1 Types of Teams 474

Groups and Teams: Definitions 475

Types of Teams 476

MODULE 13.2 Input–Process–Output Model of Team Effectiveness 482

Team Inputs 483

Team Processes 486

Team Outputs 490

MODULE 13.3 Special Issues in Teams 493

Team Appraisal and Feedback 493

Team Roles 495

Team Development 496

Team Training 496

Cultural Issues in Teams 497

14 Organizational Theory, Dynamics, and Change 500

MODULE 14.1 Conceptual and Theoretical Foundations of Organizations 501

Organizations and People 501

Organization as Integration 504

Theories of Organization 505

MODULE 14.2 Social Dynamics of Organizations 513

Climate and Culture 513

Climate and Culture from the Multicultural Perspective 516

An Application of Culture and Climate: Safety 517

Socialization and the Concept of Person–Organization and Person–Job Fit 520

MODULE 14.3 Organizational Change and Development 528

Organizational Change 528

Examples of Large-Scale Organizational Change Initiatives 533

Emerging Commonalities among Organizational Interventions 536

Organizational Development 537

Glossary 541

References 557

Name Index 611

Subject Index 622