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Industrial and Organizational Psychology: Research and Practice, 5th Edition
by
Spector, Paul E., Univ. of South Florida
Publisher: John Wiley & Sons
Publishing Date: 2008/01/02
eText ISBN-10
0-470-28380-7
eText ISBN-13
978-0-470-28380-6
Print ISBN-10
0-470-12918-2
Print ISBN-13
978-0-470-12918-0
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Industrial and Organizational Psychology: Research and Practice, 5th Edition
by
Spector, Paul E., Univ. of South Florida
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Copyright, ii
Preface, v
Part I. INTRODUCTION, 1
Part II. ASSESSMENT OF JO...
Part III. SELECTING AND T...
Part IV. THE INDIVIDUAL A...
Part V. THE SOCIAL CONTEX...
Appendix: Guide To Gradua...
References, 389
Glossary, 425
Name Index, 437
Subject Index, 449
Table of Contents
Copyright, ii
Preface, v
Part I. INTRODUCTION, 1
Chapter 1. Introduction, 3
What Is I/O Psychology?, 5
Activities and Settings of I/O Psychologists, 5
I/O Psychology as a Profession, 7
I/O Psychology as a Science, 8
History of the Field of I/O Psychology, 9
I/O Psychology Around the World, 13
What It Takes to Become an I/O Psychologist, 15
Internet Resources for I/O Psychologists and Students, 20
Ethics of the I/O Field, 20
Chapter Summary, 22
Chapter 2. Research Methods in I/O Psychology, 24
Research Questions, 26
Important Research Design Concepts, 27
Variables, 27
Research Setting, 28
Generalizability, 28
Control, 29
Random Assignment and Random Selection, 30
Confounding, 30
Research Designs, 31
The Experiment, 31
Survey Designs, 32
Observational Designs, 33
Qualitative Studies, 34
Measurement, 35
Classical Measurement Theory, 35
Reliability, 37
Validity, 38
Statistics, 39
Descriptive Statistics, 39
Measures of Central Tendency and Dispersion, 39
Correlation, 41
Regression, 44
Inferential Statistics, 44
Meta-Analysis, 47
Mediator and Moderator Variables, 47
Ethics of Research, 48
Chapter Summary, 49
Part II. ASSESSMENT OF JOBS, PERFORMANCE, AND PEOPLE, 51
Chapter 3. Job Analysis, 53
What Is Job Analysis?, 54
The Job-Oriented Approach, 55
The Person-Oriented Approach, 57
Purposes of Job Analysis, 58
Career Development, 58
Legal Issues, 59
Performance Appraisal, 60
Selection, 60
Training, 61
Vocational Counseling, 61
Research, 61
How Job Analysis Information Is Collected, 61
Who Provides the Information?, 62
Approaches to Collecting Job Analysis Information, 62
Perform Job, 63
Observe, 63
Interview, 63
Questionnaire, 63
Multiple Approaches, 63
Methods of Job Analysis, 64
Job Components Inventory, 65
Functional Job Analysis, 66
Occupational Information Network, O*NET, 66
Position Analysis Questionnaire, 68
Task Inventories, 68
Choosing a Job Analysis Method, 71
Job Analysis Methods for Work Teams, 71
Reliability and Validity of Job Analysis Information, 71
Reliability, 72
Validity, 72
Job Evaluation, 73
Comparable Worth, 74
Future Issues and Challenges, 75
Chapter Summary, 76
Chapter 4. Performance Appraisal, 79
Why Do We Appraise Employees?, 80
Administrative Decisions, 80
Employee Development and Feedback, 81
Criteria for Research, 81
Performance Criteria, 81
Characteristics of Criteria, 82
Actual Versus Theoretical Criteria, 82
Contamination, Deficiency, and Relevance, 82
Level of Specificity, 84
Criterion Complexity, 85
Dynamic Criteria, 86
Contextual Performance, 87
Methods for Assessing Job Performance, 87
Objective Measures of Job Performance, 88
Subjective Measures of Job Performance, 90
Graphic Rating Form, 90
Behavior-Focused Rating Forms, 90
Development of Behavior-Focused Forms, 93
Cognitive Processes Underlying Ratings, 94
Models of the Rating Process, 94
Content of Subordinate Effectiveness, 95
Rater Bias and Error, 96
Halo Errors, 96
Distributional Errors, 97
Control of Rater Bias and Error, 97
Error-Resistant Forms to Assess Performance, 98
Rater Training to Reduce Errors, 98
Other Factors That Influence Job Performance Ratings, 100
360 Degree Feedback, 101
The Impact of Technology on Performance Appraisal, 102
Legal Issues in Performance Appraisal, 102
Future Issues and Challenges, 104
Chapter Summary, 104
Chapter 5. Assessment Methods for Selection and Placement, 108
Job-Related Characteristics, 110
Psychological Tests, 110
Characteristics of Tests, 111
Group versus Individually Administered Tests, 112
Closed-Ended versus Open-Ended Tests, 112
Paper-and-Pencil versus Performance Tests, 112
Power versus Speed Tests, 112
Ability Tests, 113
Cognitive Ability Tests, 113
Psychomotor Ability Tests, 115
Knowledge and Skill Tests, 115
Personality Tests, 116
Emotional Intelligence Tests, 119
Integrity Tests, 119
Vocational Interest Tests, 120
Drug Testing, 121
Biographical Information, 122
Interviews, 124
Work Samples, 127
Assessment Centers, 128
Electronic Assessment, 132
Electronic Administration of Psychological Tests, 132
Tailored Testing, 134
Future Issues and Challenges, 134
Chapter Summary, 135
Part III. SELECTING AND TRAINING EMPLOYEES, 139
Chapter 6. Selecting Employees, 141
Planning Human Resource Needs, 143
Recruiting Applicants, 144
Selecting Employees, 146
How Do Organizations Select Employees?, 147
Conducting a Validation Study, 148
Step 1. Conduct a Job Analysis, 148
Step 2. Specify Job Performance Criteria, 149
Step 3. Choose Predictors, 149
Step 4. Validate the Predictors, 150
Step 5. Cross-Validate, 150
Validity Generalization, 151
How Predictor Information Is Used for Selection, 151
Multiple Hurdles, 151
Regression Approach, 152
Alternatives to Conducting Validation Studies, 155
Getting Applicants to Accept and Keep Job Offers, 155
The Utility of Scientific Selection, 157
How Valid Selection Devices Work, 158
Baserate, 158
Selection Ratio, 158
Validity, 159
How Valid Predictors Increase Success Rates, 159
Computing the Utility of Scientific Selection, 160
International Differences in Selection Practices, 162
Legal Issues, 163
Legal Selection in the United States, 163
Uniform Guidelines on Employee Selection, 164
Essential Functions and Reasonable Accommodation, 166
Affirmative Action, 167
Legal Selection Outside the United States, 168
Future Issues and Challenges, 169
Chapter Summary, 169
Chapter 7. Training, 172
Needs Assessment, 173
Objectives, 174
Training Design, 175
Trainee Characteristics, 176
Design Factors That Affect Transfer of Training, 177
Feedback, 177
General Principles, 177
Identical Elements, 177
Overlearning, 178
Sequencing of Training Sessions, 179
Work Environment, 181
Training Methods, 181
Audiovisual Instruction, 181
Autoinstruction, 181
Conference, 182
Lecture, 182
Modeling, 183
On-the-Job Training, 183
Role Playing, 183
Simulations, 183
Electronic Training, 184
Mentoring, 185
Executive Coaching, 186
Delivery of a Training Program, 186
Evaluation of a Training Program, 187
Set Criteria, 187
Choose Design, 189
Pretest-Posttest, 190
Control Group, 190
Choose Measures of the Criteria, 191
Collect Data, 191
Analyze and Interpret Data, 192
Future Issues and Challenges, 192
Chapter Summary, 193
Part IV. THE INDIVIDUAL AND THE ORGANIZATION, 197
Chapter 8. Theories of Employee Motivation, 199
What is Motivation?, 200
Work Motivation Theories, 200
Need Theories, 202
Need Hierarchy Theory, 202
Two-Factor Theory, 203
Reinforcement Theory, 204
Expectancy Theory, 206
Self-Efficacy Theory, 208
Justice Theories, 210
Goal-Setting Theory, 213
Control Theory, 216
Action Theory, 217
Future Issues and Challenges, 218
Chapter Summary, 219
Chapter 9. Feelings About Work: Job Attitudes and Emotions, 222
The Nature of Job Satisfaction, 223
How People Feel About Their Jobs, 224
The Assessment of Job Satisfaction, 226
Job Descriptive Index (JDI), 227
Minnesota Satisfaction Questionnaire (MSQ), 227
Job in General Scale (JIG), 229
Is Global Satisfaction the Sum of Facets?, 229
Antecedents of Job Satisfaction, 230
Environmental Antecedents of Job Satisfaction, 231
Job Characteristics, 231
Pay, 234
Justice, 234
Personal Antecedents of Job Satisfaction, 235
Personality, 235
Gender, 237
Age, 238
Cultural and Ethnic Differences, 238
Person-Job Fit, 238
Potential Effects of Job Satisfaction, 239
Job Satisfaction and Job Performance, 240
Job Satisfaction and Turnover, 241
Job Satisfaction and Absence, 241
Health and Well-Being, 242
Job and Life Satisfaction, 242
Organizational Commitment, 243
Assessment of Organizational Commitment, 243
Organizational Commitment and Other Variables, 244
Emotions At Work, 247
Causes and Consequences of Emotions at Work, 247
Emotional Labor, 248
Future Issues and Challenges, 248
Chapter Summary, 249
Chapter 10. Productive and Counterproductive Employee Behavior, 252
Productive Behavior: Job Performance, 253
Ability and Performance, 254
Motivation and Performance, 254
Personal Characteristics and Performance, 255
The Big Five and Performance, 255
Locus of Control and Performance, 256
Age and Performance, 257
Environmental Conditions and Job Performance, 257
Job Characteristics and Performance, 257
Incentive Systems and Performance, 259
Design of Technology, 259
Displays and Controls, 260
Computer-Human Interaction, 261
Organizational Constraints, 264
Organizational Citizenship Behavior Ocb, 265
Counterproductive Behavior: Withdrawal, 267
Absence, 267
Lateness, 269
Turnover, 270
Counterproductive Work Behavior: Aggression, Sabotage, and Theft, 272
Labor Unrest and Strikes, 274
Future Issues and Challenges, 274
Chapter Summary, 275
Chapter 11. Occupational Health Psychology, 278
Occupational Health and Safety, 280
Accidents and Safety, 280
Infectious Disease, 283
Loud Noise, 284
Repetitive Actions and Lifting, 285
Toxic Substances, 286
Workplace Violence, 287
Work Schedules, 288
Night Shifts, 288
Long Shifts, 290
Flexible Work Schedules, 291
Occupational Stress, 292
The Occupational Stress Process, 292
Job Stressors, 294
Role Ambiguity and Role Conflict, 294
Workload, 295
Social Stressors, 296
Organizational Politics, 297
Control, 297
Machine Pacing, 299
The Demand/Control Model, 300
Work-Family Conflict, 301
Burnout, 302
Future Issues and Challenges, 304
Chapter Summary, 304
Part V. THE SOCIAL CONTEXT OF WORK, 307
Chapter 12. Work Groups and Work Teams, 309
Work Groups versus Work Teams, 310
Virtual Team, 311
Important Group and Team Concepts, 312
Roles, 312
Norms, 312
Group Cohesiveness, 313
Process Loss, 314
Team Commitment, 314
Team Mental Model, 315
Group Performance, 316
Performance in the Presence of Others, 316
Group Versus Individual Performance on Additive Tasks, 317
Brainstorming, 318
Group Problem Solving, 319
Group Decision Making, 319
Group Polarization, 320
Groupthink, 321
Team Innovation, 323
Team KSAOs, 324
Group Diversity, 324
Interventions with Work Groups in Organizations, 325
Autonomous Work Team, 325
Quality Circles, 328
Team Building, 328
Future Issues and Challenges, 330
Chapter Summary, 330
Chapter 13. Leadership and Power in Organizations, 333
What is Leadership?, 334
Sources of Influence and Power, 335
French and Raven’s (1959) Bases of Power, 335
Yukl’s (1989) Sources of Political Power, 336
Political Skill, 337
Abuse of Supervisory Power, 337
Approaches to the Understanding of Leadership, 339
The Trait Approach, 340
The Leader Behavior Approach, 341
Fiedler’s Contingency Theory, 344
Path-Goal Theory, 346
Supportive Style, 346
Directive Style, 347
Participative Style, 347
Achievement Style, 347
Leader-Member Exchange (LMX) Theory, 348
Transformational Leadership Theory, 349
Vroom-Yetton Model, 351
Women in Leadership Positions, 353
Gender and Leadership Style, 354
Cross-Cultural Issues in Leadership, 355
Future Issues and Challenges, 357
Chapter Summary, 357
Chapter 14. Organizational Development and Theory, 360
Organizational Development, 361
Employee Acceptance of Change, 362
Management by Objectives, 363
Survey Feedback, 365
Team Building, 366
T-Groups, 366
Effectiveness of OD, 367
Organizational Theories, 367
Bureaucracy, 368
Division of Labor, 368
Delegation of Authority, 369
Span of Control, 370
Line Versus Staff, 370
Theory X/Theory Y, 370
Open System Theory, 372
Sociotechnical Systems Theory, 374
Comparison of the Theories, 377
Future Issues and Challenges, 378
Chapter Summary, 379
Appendix: Guide To Graduate School Admission, 381
References, 389
Glossary, 425
Name Index, 437
Subject Index, 449
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