Industrial and Organizational Psychology: Researchand Practice 3rd
Ed.
Table of Contents
Part One: INTRODUCTION
Chapter
1 Introduction
Chapter
2 Research Methods in I/O Psychology
Part
Two: Assessment of Jobs, Performance, and People
Chapter 3 Job Analysis
Chapter
4 Performance Appraisal
Chapter
5 Assessment Methods for Selection and Placement
Part
Three: Selecting and Training Employees
Chapter
6 Selecting Employees
Chapter
7 Training
Part
Four: The Individual and the Organization
Chapter
8 Theories of Employee Motivation
Chapter 9 Job
Satisfaction and Organizational Commitment
Chapter
10 Productive and Counterproductive Employee
Behavior
Chapter
11 Occupational Health Psychology
Part Five: The Social Context of Work
Chapter 12 Work Groups and Work Teams
Chapter
13 Leadership and Power in Organizations
Chapter
14 Organizational Development and Theory
References
Glossary
nAME iNDEX
sUBJECT iNDEX
pHOTO cREDITS
DETAILED OUTLINE
Part One: Introduction
Chapter 1
Introduction
What is I/O Psychology?
Activities and Settings of
I/O Psychologists
History of the Field of I/O
Psychology
I/O Psychology Around the
World
What It Takes to Be an I/O
Psychologist
I/O Psychology as a
Profession
I/O Psychology as a
Science
Internet Resources for I/O
Psychologists and Students
Ethics of the I/O
Field
Current Trends Affecting the
Field
Technology
Internationalization
Skilled Labor Shortages
Occupational Health Psychology
Chapter Summary
Chapter 2 Research Methods
in I/O Psychology
Research Questions
Important Research Design
Concepts
Variables
Research Setting
Generalizability
Control
Random Assignment and Random
Selection
Confounding
Research Designs
The Experiment
Survey Designs
Observational
Designs
Measurement
Classical Measurement
Theory
Reliability
Validity
Statistics
Descriptive Statistics
Measures of Central Tendency
and Dispersion
Correlation
Regression
Inferential Statistics
Meta-Analysis
Ethics of Research
Chapter Summary
Part Two: Assessment of Jobs, Performance, and People
Chapter 3 Job
Analysis
What Is Job
Analysis?
The Job-Oriented
Approach
The Person-Oriented
Approach
Purposes of Job
Analysis
Career
Development
Legal Issues
Performance Appraisal
Selection
Training
Research Uses of Job
Analysis
Sources of Job Analysis
Information
Who Provides the Information?
How Do People Provide Job
Analysis Information?
Perform Job
Observe
Interview
Questionnaire
Multiple Methods
Methods of Job
Analysis
Job Components Inventory
Functional Job Analysis
Occupational Information
Network, O*NET
Position Analysis
Questionnaire
Task Inventories
Choosing a Job Analysis
Method
Reliability and Validity of
Job Analysis Information
Reliability
Validity
Job Evaluation
Comparable Worth
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Chapter 4 Performance
Appraisal
Why Do We Appraise
Employees?
Administrative
Decisions
Employee Development and
Feedback
Criteria for
Research
Performance Criteria
Characteristics of
Criteria
Actual Versus Theoretical
Criteria
Contamination, Deficiency,
and Relevance
Level of
Specificity
Criterion
Complexity
Dynamic Criteria
Methods for Assessing Job
Performance
Objective Measures of Job
Performance
Subjective Measures of Job
Performance
Graphic Rating
Forms
Behavior-Focused Rating
Forms
Development of
Behavior-Focused Forms
Cognitive Processes Underlying Ratings
Models of the Rating
Process
Content of Subordinate
Effectiveness
Rater Bias and Error
Halo Errors
Distributional
Errors
Control of Rater Bias and Error
Error-Resistant Forms to
Assess Performance
Rater Training to Reduce
Errors
Factors That Influence Job Performance Ratings
360 Degree Feedback
The Impact of Technology on
Performance Appraisal
Legal Issues in Performance
Appraisal
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Chapter 5 Assessment Methods
for Selection and Placement
Job-Related
Characteristics
Psychological
Tests
Characteristics of
Tests
Group Versus Individual
Administered Tests
Objective Versus Open-Ended
Tests
Paper-and-Pencil Versus
Performance Tests
Power Versus Speed
Tests
Ability Tests
Cognitive Ability
Tests
Psychomotor Ability
Tests
Knowledge and Skill
Test
Personality Tests
Emotional Intelligence Tests
Integrity Tests
Vocational Interest
Tests
Biographical
Information
Interviews
Work Samples
Assessment Centers
Electronic Assessment
Electronic Administration of
Psychological Tests
Tailored Testing
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Part Three: Selecting and Training Employees
Chapter 6 Selecting
Employees
The Planning of Human Resource
Needs
Recruiting
Applicants
Selecting
Employees
How Do We Select
Employees?
Conducting a Validation
Study
Step 1: Conduct a Job
Analysis
Step 2: Specify Job
Performance Criteria
Step 3: Choose
Predictors
Step 4: Validate the
Predictors
Step 5:
Cross-Validate
Validity
Generalization
How Predictor Information is
Used for Selection
Multiple Hurdles
Regression Approach
Alternatives to Conducting
Validation Studies
Getting Applicants to Accept
and Keep Job Offers
The Utility of Scientific
Selection
How Valid Selection Devices
Work
Baserate
Selection Ratio
Validity
How Valid Predictors Increase
Success Rates
Computing the Utility of
Scientific Selection
International Differences in
Selection Practices
Legal Issues
Legal Selection in the United
States
Uniform Guidelines on
Employee Selection
Essential Functions and
Reasonable Accommodation
Affirmative
Action
Legal Selection Outside the
United States
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Chapter 7
Training
Needs Assessment
Objectives
Training Design
Trainee Characteristics
Design Factors That Affect
Transfer of Training
Feedback
General Principles
Identical
Elements
Overlearning
Sequencing of Training
Sessions
Work Environment
Training Methods
Audiovisual
Instruction
Autoinstruction
Conference
Lecture
Modeling
On-the-Job
Training
Role Playing
Simulations
Electronic Training
Mentoring
Delivery of a Training
Program
Evaluation
Set Criteria
Choose Design
Pretest-Posttest
Control Group
Choosing Measures of the
Criteria
Collect Data
Analyze and Interpret Data
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Part Four: The Individual and the Organization
Chapter
8 Theories of Employee Motivation
What Is
Motivation?
Work Motivation
Theories
Need Theories
Need Hierarchy
Theory
ERG Theory
Two-Factor Theory
Reinforcement
Theory
Expectancy
Theory
Self-Efficacy Theory
Equity Theory
Goal-Setting
Theory
Action Theory
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Chapter 9 Job
Satisfaction and Organizational Commitment
The Nature of Job
Satisfaction
How People Feel About Their
Jobs: Americans and Nonamericans
The Assessment of Job
Satisfaction
Job Descriptive Index (JDI)
Minnesota Satisfaction
Questionnaire (MSQ)
Job in General Scale (JIG)
Is Global Satisfaction the
Sum of Facets?
Antecedents of Job
Satisfaction
Environmental Antecedents of
Job Satisfaction
Job
Characteristics
Role Variables
Work-Family
Conflict
Pay
Personal Antecedents of Job Satisfaction
Personality
Gender
Age
Cultural and Ethnic Differences
Person-Job Fit
Potential Effects of Job
Satisfaction
Job Satisfaction and Job
Performance
Job Satisfaction and
Turnover
Job Satisfaction and
Absence
Health and
Well-Being
Job and Life
Satisfaction
Effects of Employee Job
Satisfaction and Emotional Labor on Organizational Performance
Organizational
Commitment
Assessment of Organizational
Commitment
Organizational Commitment and
Other Variables
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Chapter
10 Productive and Counterproductive Employee Behavior
Productive Behavior: Job
Performance
Ability and
Performance
Motivation and
Performance
Personal Characteristics and
Performance
The “Big Five’’ and
Performance
Locus of Control and
Performance
Age and
Performance
Environmental Conditions and
Job Performance
Job Characteristics and
Performance
Incentive Systems and
Performance
Design of
Technology
Displays and
Controls
Computer-Human
Interaction
Organizational
Constraints
Organizational Citizenship
Behavior (OCB)
Counterproductive Behavior:
Withdrawal
Absence
Lateness
Turnover
Counterproductive Behavior:
Aggression, Mobbing, Sabotage, and Theft
Mobbing
Labor Unrest and
Strikes
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Chapter 11 Occupational
Health Psychology
Physical Conditions
Affecting Health and Safety
Infectious
Disease
Loud Noise
Physical Assaults
Repetitive
Actions
Temperature
Extremes
Toxic Substances
Work Schedules
Night Shifts
Long Shifts
Flexible Work
Schedules
Occupational
Stress
The Occupational Stress
Process
Job Stressors
Role Ambiguity and Role
Conflict
Workload
Social Stressors
Control
Machine Pacing
The Demand/Control
Model
Accidents/Safety
Burnout
Future Issues and Challenges
Chapter Summary
I/O
Psychology in Practice
Part Five: The Social Context of Work
Chapter 12 Work
Groups and Work Teams
Work Groups Versus Work
Teams
Important Group and Team
Concepts
Roles
Norms
Group
Cohesiveness
Process Loss
Team Commitment
Team Mental Model
Group
Performance
Performance in the Presence
of Others
Group Versus Individual
Performance on Additive Tasks
Brainstorming
Group Decision
Making
Group
Polarization
Groupthink
Interventions with
Workgroups in Organizations
Autonomous Work
Groups
Quality Circles
Team Building
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Chapter
13 Leadership and Power in Organizations
What Is
Leadership?
Sources of Influence and
Power
French and Raven’s (1959)
Bases of Power
Yukl’s (1989) Sources of
Political Power
Abuse of Supervisory
Power
Approaches to the
Understanding of Leadership
The Trait
Approach
The Leader Behavior
Approach
Fiedler’s Contingency
Theory
Path-Goal Theory
Leader-Member Exchange (LMX)
Theory
Charistmatic and
Transformational Leadership Theory
Vroom-Yetton
Model
Women in Leadership
Positions
Gender and Leadership
Style
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
Chapter
14 Organizational Development and Theory
Organizational
Development
Management by
Objectives
Survey Feedback
Team Building
T-Group
Effectiveness of
OD
Organizational
Theories
Bureaucracy
Division of Labor
Delegation of Authority
Span of Control
Line Versus Staff
Theory X/Theory Y
Open System
Theory
Sociotechnical Systems
Theory
Comparison of the
Theories
Future Issues and
Challenges
Chapter Summary
I/O
Psychology in Practice
REFERENCES
GLOSSARY
NAME INDEX
SUBJECT INDEX
PHOTO CREDITS