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| Preface | |
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| Fundamentals | |
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| What Is Industrial and Organizational Psychology? | |
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| The Importance of I-O Psychology | |
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| The Importance of Work in People's Lives | |
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| The Concept of "Good Work" | |
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| Authenticity: A Trend of Interest to I-O Psychologists | |
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| How Does I-O Psychology Contribute to Society? | |
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| What Is I-O Psychology? | |
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| SIOP as a Resource | |
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| How This Course Can Help You | |
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| The Importance of Understanding the Younger Worker | |
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| The Past, Present, and Future of I-O Psychology | |
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| The Past: A Brief History of I-O Psychology | |
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| 1876-1930 | |
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| 1930-1964 | |
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| The Present: The Demographics of I-O Psychologists | |
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| Pathways to a Career in I-O Psychology: A Curious Mixture | |
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| What We Call Ourselves | |
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| The Future: The Challenges to I-O Psychology in the 21st Century | |
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| A Personal View of the Future: Preparing for a Career in I-O Psychology | |
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| Education and Training | |
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| Getting into a Graduate Program | |
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| Multicultural and Cross-Cultural Issues in I-O Psychology | |
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| The Multicultural Nature of Life in the 21st Century | |
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| Cross-National Issues at the Workplace | |
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| Why Should Multiculturalism Be Important to You? | |
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| Why Is Multiculturalism Important for I-O Psychology? | |
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| Some Theories of Cultural Influence | |
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| Hofstede's Theory | |
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| Some Thoughts on Theories of Cultural Influence | |
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| The Organization of This Book | |
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| Themes | |
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| Parts | |
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| Resources | |
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| Case Study 1.1 | |
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| Methods and Statistics in I-O Psychology | |
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| Science | |
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| What Is Science? | |
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| The Role of Science in Society | |
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| Why Do I-O Psychologists Engage in Research? | |
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| Research | |
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| Research Design | |
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| Methods of Data Collection | |
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| Qualitative and Quantitative Research | |
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| The Importance of Context in Interpreting Research | |
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| Generalizability and Control in Research | |
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| Generalizability | |
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| Case Study 2.1 | |
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| Control | |
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| Ethical Behavior in I-O Psychology | |
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| Data Analysis | |
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| Descriptive and Inferential Statistics | |
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| Descriptive Statistics | |
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| Inferential Statistics | |
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| Statistical Significance | |
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| The Concept of Statistical Power | |
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| Correlation and Regression | |
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| The Concept of Correlation | |
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| The Correlation Coefficient | |
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| Multiple Correlation | |
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| Correlation and Causation | |
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| Meta-Analysis | |
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| Micro-, Macro-, and Meso-Research | |
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| Interpretation | |
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| Reliability | |
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| Test-Retest Reliability | |
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| Equivalent Forms Reliability | |
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| Internal Consistency | |
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| Inter-Rater Reliability | |
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| Validity | |
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| Criterion-Related Validity | |
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| Content-Related Validity | |
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| Construct-Related Validity | |
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| Validity and the Law: A Mixed Blessing | |
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| Industrial Psychology | |
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| Individual Differences and Assessment | |
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| An Introduction to Individual Differences | |
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| Some Background | |
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| Differential Psychology, Psychometrics, and I-O Psychology | |
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| Identifying Individual Differences | |
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| Varieties of Individual Differences | |
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| Human Attributes | |
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| Abilities | |
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| Cognitive Abilities | |
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| Intelligence as "g" | |
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| Is "g" Important at Work? | |
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| Is "g" as Important in Other Countries as It Is in the United States? | |
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| Can Your Level of "g" Change? | |
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| The Issue of Retesting and Cognitive Ability | |
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| Specific Cognitive Abilities beyond "g" | |
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| Physical, Sensory, and Psychomotor Abilities | |
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| Physical Abilities | |
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| Sensory Abilities | |
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| Psychomotor Abilities | |
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| Personality and Work Behavior | |
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| The Big Five and Other Models of Personality | |
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| Case Study 3.1 | |
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| Implications of Broad Personality Models | |
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| Personality Change over the Life Span | |
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| Additional Attributes | |
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| Skills | |
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| Knowledge | |
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| Competencies | |
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| Emotional Intelligence | |
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| Foundations of Assessment | |
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| The Past and the Present of Testing | |
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| What Is a Test? | |
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| What Is the Meaning of a Test Score? | |
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| Test Users and Test Interpretation | |
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| What Is a Test Battery? | |
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| Where to Find Tests | |
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| Administrative Test Categories | |
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| Speed versus Power Tests | |
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| Group versus Individual Tests | |
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| Paper and Pencil versus Performance Tests | |
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| Testing and Culture | |
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| International Assessment Practices | |
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| Assessment Procedures | |
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| Assessment Content versus Process | |
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| Assessment Procedures: Content | |
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| Cognitive Ability Tests | |
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| Knowledge Tests | |
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| Tests of Physical Abilities | |
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| Psychomotor Abilities | |
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| Personality | |
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| Practical Issues Associated with Personality Measures | |
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| Integrity Testing | |
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| Emotional Intelligence | |
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| Individual Assessment | |
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| Interviews | |
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| Interview Content | |
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| Interview Process | |
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| Assessment Centers | |
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| Work Samples and Situational Tests | |
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| Work Sample Tests | |
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| Situational Judgment Tests | |
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| Special Topics in Assessment | |
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| Incremental Validity | |
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| Biographical Data | |
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| Grades and Letters of Recommendation | |
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| Minimum Qualifications | |
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| Useless Assessment Practices: Graphology and the Polygraph | |
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| Drug and Alcohol Testing | |
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| Computer-Based and Internet Assessment | |
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| Unproctored Internet Testing | |
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| Who Is a Candidate? | |
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| Computer Adaptive Testing | |
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| Testing and Demographic Differences | |
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| Job Analysis and Performance | |
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| A Basic Model of Performance | |
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| Campbell's Model of Job Performance | |
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| Typical versus Maximum Performance | |
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| Criterion Deficiency and Contamination | |
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| A Broader View | |
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| Extensions of the Basic Performance Model | |
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| Task Performance versus Organizational Citizenship Behavior | |
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| Causes and Correlates of OCB | |
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| The Dark Side of Performance: Counterproductive Work Behaviors | |
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| Causes of and Treatments for CWB | |
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| OCB and CWB: Two Ends of the Same Continuum? | |
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| Proactive Work Behavior | |
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| Adaptive Performance | |
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| A Brief Recap | |
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| A Comprehensive Framework for Considering Performance: The "Great Eight" | |
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| The Case of Expert Performance | |
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| Types of Performance Measures | |
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| Job Analysis: Fundamental Properties and Practices | |
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| The Uses of Job Analysis Information | |
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| A Brief History of Job Analysis | |
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| Types of Job Analysis | |
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| How Job Analysis Is Done | |
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| Job Analysis: Newer Developments | |
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| Electronic Performance Monitoring as Part of a Job Analysis | |
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| Cognitive Task Analysis | |
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| The Context of Work | |
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| Personality-Based Job Analysis | |
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| A Summary of the Job Analysis Process | |
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| Computer-Based Job Analysis | |
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| O*NET | |
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| Competency Modeling | |
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| Job Evaluation and the Law | |
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| Job Evaluation | |
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| The Concept of Comparable Worth | |
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| Job Analysis and Employment Litigation | |
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| Basic Concepts in Performance Measurement | |
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| Uses for Performance Information | |
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| Relationships among Performance Measures | |
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| Hands-On Performance Measures | |
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| Electronic Performance Monitoring | |
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| Performance Management | |
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| Perceptions of Fairness in Performance Measurement | |
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| Performance Rating-Substance | |
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| Close-Up on a Rating System | |
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| Theories of Performance Ratings | |
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| Focus on Performance Ratings | |
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| Overall Performance Ratings | |
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| Trait Ratings | |
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| Task-Based Ratings | |
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| Critical Incidents Methods | |
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| OCB and Adaptive Performance Ratings | |
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| Structural Characteristics of a Performance Rating Scale | |
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| Rating Formats | |
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| Graphic Rating Scales | |
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| Checklists | |
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| Behavioral Rating | |
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| Employee Comparison Methods | |
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| A New Variation on the Paired Comparison Method: CARS | |
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| Concluding Thoughts on Performance Rating Formats | |
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| Performance Rating-Process | |
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| Rating Sources | |
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| Supervisors | |
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| Peers | |
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| Self-Ratings | |
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| Subordinate Ratings | |
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| Customer and Supplier Ratings | |
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| 360 Degree Systems | |
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| Rating Distortions | |
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| Central Tendency Error | |
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| Leniency-Severity Error | |
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| Halo Error | |
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| Rater Training | |
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| Administrative Training | |
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| Psychometric Training | |
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| Frame-of-Reference Training | |
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| The Reliability and Validity of Ratings | |
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| Reliability | |
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| Validity | |
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| The Social and Legal Context of Performance Evaluation | |
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| The Motivation to Rate | |
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| Goal Conflict | |
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| Performance Feedback | |
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| "Destructive" Criticism | |
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| 360 Degree Feedback | |
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| Performance Evaluation and Culture | |
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| Performance Evaluation and the Law | |
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| Performance Evaluation and Protected Groups | |
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| Staffing Decisions | |
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| Conceptual Issues in Staffing | |
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| An Introduction to the Staffing Process | |
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| The Impact of Staffing Practices on Firm Performance | |
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| Stakeholders in the Staffing Process | |
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| Line Managers | |
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| Co-workers | |
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| Applicants | |
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| Staffing from the International Perspective | |
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| Evaluation of Staffing Outcomes | |
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| Validity | |
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| Selection Ratios | |
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| Prediction Errors and Cut Scores | |
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| Establishing Cut Scores | |
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| Utility | |
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| Til Death Us Do Part? The Concept of Dynamic Validities | |
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| Fairness | |
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| Practical Issues in Staffing | |
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| A Staffing Model | |
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| Comprehensive Selection Systems | |
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| Compensatory Selection Systems | |
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| Combining Information | |
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| Statistical versus Clinical Decision Making | |
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| The Hurdle System of Combining Scores | |
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| Combining Scores by Regression (The Compensatory Approach) | |
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| Score Banding | |
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| Subgroup Norming | |
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| Selection versus Placement | |
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| Deselection | |
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| Number of Decisions to Be Made | |
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| Large Staffing Projects | |
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| Small Staffing Projects | |
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| 21st- Century Staffing | |
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| Legal Issues in Staffing Decisions | |
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| Charges of Employment Discrimination | |
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| Employment Discrimination Outside of the United States | |
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| Theories of Discrimination | |
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| Intentional Discrimination or Adverse Treatment | |
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| Unintentional Discrimination or Adverse Impact | |
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| Case Study 6.1 | |
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| Training and Development | |
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| Foundations of Training and Learning | |
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| Training, Learning, and Performance | |
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| Training Needs Analysis | |
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| The Learning Process in Training | |
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| Trainee Characteristics | |
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| Learning and Motivational Theories Applied to Training | |
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| Principles of Learning | |
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| Learning Organizations | |
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| Content and Methods of Training | |
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| Training Methods | |
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| On-Site Training Methods | |
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| Off-Site Training Methods | |
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| Distance Learning and Computer-Based Training | |
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| Training "Critical Thinking" | |
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| Transfer of Training | |
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| Evaluating Training Programs | |
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| Training Evaluation | |
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| Training Criteria | |
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| Utility Analysis | |
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| Training Evaluation Designs | |
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| Equal Employment Opportunity Issues in Training | |
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| Specialized Training Programs | |
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| Management and Leadership Development | |
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| Assessment Centers | |
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| 360 Degree Feedback | |
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| Coaching | |
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| Informal Training | |
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| Sexual Harassment Awareness Training | |
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| Ethics Training | |
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| Cross-Cultural Training | |
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| Organizational Psychology | |
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| The Motivation to Work | |
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| An Introduction to Motivation | |
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| The Central Position of Motivation in Psychology | |
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| A Brief History of Motivation Theory in I-O Psychology | |
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| Metaphors for Motivation | |
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| Person as Machine | |
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| Person as Scientist | |
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| The Meaning and Importance of Motivation in the Workplace | |
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| Motivation and Performance | |
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| Motivation and Work-Life Balance | |
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| Motivation and Attitudes | |
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| Motivation and Personality | |
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| Motivational Theories-Classic Approaches | |
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| "Person as Machine" Theories | |
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| An Internal Mechanical Theory: Maslow's Need Theory | |
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| An External Mechanical Theory: Reinforcement Theory | |
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| "Person as Scientist" Theories | |
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| Vroom's VIE Theory | |
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| Equity Theory | |
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| Modern Approaches to Work Motivation | |
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| Person-as-Intentional Approaches | |
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| Goal-Setting Theory | |
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| Control Theories and the Concept of Self-Regulation | |
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| The Concept of Self-Efficacy in Modern Motivation Theory | |
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| Action Theory | |
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| Common Themes in Modern Approaches | |
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| A New Motivational Topic: The Entrepreneur | |
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| Practical Issues in Motivation | |
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| Can Motivation Be Measured? | |
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| Cross-Cultural Issues in Motivation | |
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| Generational Differences and Work Motivation | |
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| Motivational Interventions | |
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| Contingent Rewards | |
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| Job Enrichment | |
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| ProMES | |
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| Attitudes, Emotions, and Work | |
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| Job Satisfaction | |
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| The Experience of Emotion at Work | |
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| Job Satisfaction: Some History | |
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| The Early Period of Job Satisfaction Research | |
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| An Evolution | |
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| Antecedents and Consequences of Job Satisfaction | |
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| The Measurement of Job Satisfaction | |
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| Overall versus Facet Satisfaction | |
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| Satisfaction Questionnaires | |
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| The Concept of Commitment | |
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| Forms of Commitment | |
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| Individual Difference Variables and Commitment | |
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| A New Focus: Organizational Identification | |
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| Moods, Emotions, Attitudes, and Behavior | |
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| Is Everybody Happy? Does It Matter If They Are? | |
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| The Concept of "Resigned" Work Satisfaction | |
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| Satisfaction versus Mood versus Emotion | |
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| Dispositions and Affectivity | |
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| The Time Course of Emotional Experience | |
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| Genetics and Job Satisfaction | |
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| The Concept of Core Self-Evaluations | |
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| Withdrawal Behaviors | |
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| Special Topics Related to Attitudes and Emotions | |
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| Job Loss | |
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| Telecommuting | |
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| Work-Family Balance | |
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| Psychological Contracts | |
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| Work-Related Attitudes and Emotions from the Cross-Cultural Perspective | |
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| Stress and Worker Well-Being | |
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| The Problem of Stress | |
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| Studying Workplace Stress | |
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| What Is a Stressor? | |
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| Common Stressors at Work | |
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| Physical/Task Stressors | |
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| Psychological Stressors | |
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| Consequences of Stress | |
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| Behavioral Consequences of Stress | |
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| Psychological Consequences of Stress | |
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| Physiological Consequences of Stress | |
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| Work Schedules | |
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| Shift Work | |
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| Flexible and Compressed Workweek Schedules | |
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| Theories of Stress | |
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| Demand-Control Model | |
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| Person-Environment Fit Model | |
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| Individual Differences in Resistance to Stress | |
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| The Type A Behavior Pattern | |
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| Reducing and Managing Stress | |
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| Primary Prevention Strategies | |
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| Work and Job Design | |
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| Cognitive Restructuring | |
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| Secondary Prevention Strategies | |
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| Stress Management Training | |
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| Relaxation and Biofeedback Techniques | |
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| Social Support | |
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| Tertiary Prevention Strategies | |
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| Summary of Stress Intervention Strategies | |
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| Future Work Trends and Challenges to Stress and Stress Management | |
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| Violence at Work | |
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| Stress and Workplace Violence | |
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| Levels of Violence | |
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| The Experiential Sequence of Violence | |
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| The "Typical" Violent Worker | |
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| Theories of Workplace Violence | |
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| Frustration-Aggression Hypothesis | |
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| The "Justice" Hypothesis | |
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| A Special Type of Violence: Bullying | |
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| What Can We Conclude about Workplace Violence? | |
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| Fairness and Diversity in the Workplace | |
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| Fairness | |
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| The Concept of Justice | |
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| Justice, Fairness, and Trust | |
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| Approaches to Organizational Justice | |
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| Distributive Justice | |
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| Procedural Justice | |
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| Interactional Justice | |
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| Deontic Justice | |
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| Justice versus Injustice | |
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| The Practical Implications of Justice Perceptions | |
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| Performance Evaluation | |
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| Applicant Perceptions of Selection Fairness | |
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| A Special Case of Applicant Reactions: Stereotype Threat | |
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| A Model of Applicant Decision Making | |
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| The Special Case of Affirmative Action | |
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| Culture and Affirmative Action Programs | |
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| Diversity | |
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| What Does Diversity Mean? | |
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| The Dynamics of Diversity | |
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| Group and Multicultural Diversity | |
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| Managing Diversity from the Organizational Perspective | |
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| Leadership and Diversity | |
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| Leadership | |
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| The Concept of Leadership | |
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| Some Conceptual Distinctions | |
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| Leader Emergence versus Leadership Effectiveness | |
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| Leader Emergence | |
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| The Problem of Defining Leadership Outcomes | |
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| Negative Leadership Outcomes: The Destructive Leader | |
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| Leader versus Manager or Supervisor | |
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| The Blending of Managerial and Leadership Roles | |
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| Leader Development versus Leadership Development | |
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| The Motivation to Lead | |
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| Traditional Theories of Leadership | |
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| The "Great Man" Theories | |
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| The Trait Approach | |
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| The "Power" Approach to Leadership | |
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| The Behavioral Approach | |
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| The Ohio State University Studies | |
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| The University of Michigan Studies | |
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| The Contingency Approach | |
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| The Consequences of Participation: The Vroom-Yetton Model | |
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| New Approaches to Leadership | |
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| Leader-Member Exchange (LMX) | |
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| Transformational Leadership | |
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| Authentic Leadership | |
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| The Charismatic Leader | |
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| Emerging Topics and Challenges in Leadership Research | |
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| Leadership in a Changing Workplace | |
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| Male and Female Leaders: Are They Different? | |
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| The Demographics of Leadership | |
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| The Leadership Styles of Men and Women | |
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| Personality and Leadership | |
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| Cross-Cultural Studies of Leadership | |
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| Leadership in a Diverse Environment | |
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| Guidelines for Effective Leadership | |
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| Teams in Organizations | |
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| Types of Teams | |
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| Groups and Teams: Definitions | |
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| Types of Teams | |
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| Quality Circles | |
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| Project Teams | |
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| Production Teams | |
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| Virtual Teams | |
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| Input-Process-Output Model of Team Effectiveness | |
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| Team Inputs | |
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| Organizational Context | |
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| Team Task | |
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| Team Composition | |
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| Team Diversity | |
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| Team Processes | |
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| Norms | |
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| Communication and Coordination | |
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| Cohesion | |
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| Decision Making | |
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| Team Outputs | |
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| Special Issues in Teams | |
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| Team Appraisal and Feedback | |
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| ProMES | |
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| Team Roles | |
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| Team Development | |
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| Team Training | |
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| Cultural Issues in Teams | |
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| The Organization of Work Behavior | |
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| The Conceptual and Theoretical Foundations of Organizations | |
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| Organizations and People | |
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| Organization as Integration | |
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| Theories of Organization | |
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| Classic Organizational Theory | |
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| Human Relations Theory | |
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| Contingency Theories | |
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| Systems Theory | |
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| Conclusions about Theories of Organization | |
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| Some Social Dynamics of Organizations | |
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| Climate and Culture | |
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| A Brief History of Climate and Culture | |
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| An Integration of Concepts | |
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| A New Avenue for Exploration: Climate and Culture Strength | |
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| Organizational Climate and Culture from the Multicultural Perspective | |
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| When Cultures Clash | |
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| An Application of Culture and Climate: Safety | |
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| The Role of Leaders in Safety | |
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| Safety Climate and Culture | |
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| Socialization and the Concept of Person-Organization (P-O) and Person-Job (P-J) Fit | |
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| Organizational Socialization | |
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| Positive Consequences of Socialization | |
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| Socialization and National Culture | |
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| Socialization and Person-Organization Fit Models | |
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| Organizational Development and Change | |
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| Organizational Change | |
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| Episodic Change | |
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| Continuous Change | |
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| Resistance to Change | |
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| Examples of Large-Scale Organizational Change Initiatives | |
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| Total Quality Management (TQM) | |
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| Six Sigma Systems | |
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| Lean Production Manufacturing | |
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| Management by Objectives, Matrix Organizations, and Mergers and Acquisitions | |
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| Emerging Commonalities among Organizational Interventions | |
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| Glossary | |
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| References | |
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| Credits | |
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| Name Index | |
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| Subject Index | |