Now in its seventh edition, Work in the 21st Century: An Introduction to Industrial and Organizational Psychology is the most current and engaging textbook for courses on Industrial and Organizational (I-O) Psychology. This market-leading textbook ties together themes and topics such as diversity, cognitive and physical abilities, personality, emotional intelligence, technology, multicultural dynamics, and evidence-based I-O psychology with a clear, reader-friendly narrative style.
This new edition retains the accessibility of the previous editions, incorporating the latest research findings into every chapter and providing up-to-date organizational applications of the principles of I-O psychology. The scientist-practitioner model continues to be the philosophical cornerstone of the text, further reinforcing the systems approach and stressing the interplay among different I-O psychology variables and constructs.
AN INTERACTIVE, MULTIMEDIA LEARNING EXPERIENCE
This textbook includes access to an interactive, multimedia e-text. Icons throughout the print book signal corresponding digital content in the e-text.
Video Content
Two types of videos complement the text and engage readers more deeply with the fascinating field of I-O Psychology. - Psychology @Work Videos explore interesting topics in industrial and organizational psychology. Informed by educational materials from the Society for Industrial and Organizational Psychology (SIOP), these videos feature vibrant footage and ask students thought-provoking questions. - General psychology videos provide overviews of topics such as the Five-Factor Model of Personality and theories of motivation that might come to bear in the discussion of industrial and organizational psychology.
Interactive Figures, Charts, and Tables
Appearing throughout the enhanced e-text, interactive figures, diagrams, and tables facilitate study and help students retain important information. Even many of the simplest figures are interactive to encourage online readers to pause and absorb the information they present before scrolling on to additional reading.
Interactive Self-Scoring Quizzes
Each chapter includes a self-scoring Practice Quiz with feedback at both the question and quiz level to help students prepare for higher stakes assessments and exams.
Table of Contents
About the Author xvi
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
