Industrial and Organizational Psychology: Research and Practice

Part I: Introduction.

Chapter 1: Introduction.

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.
• Inferential Statistics.
• Meta-Analysis.
• Mediator and Moderator Variables.
• Ethics of Research.
• Chapter Summary.
• Learning by Doing.

Part II: 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 and Vocational Counseling.
• Legal Issues.
• Performance Appraisal.
• Selection.
• Training.
• Research.
• Vocational Counseling.
• How Job Analysis Information Is Collected.
• Who Provides the Information?
• Approaches to Collecting Job Analysis Information.
• Methods of Job Analysis.
• Job Components Inventory.
• Functional Job Analysis.
• Position Analysis Questionnaire.
• Task Inventories.
• Choosing a Job Analysis Method.
• Job Analysis Methods For Work Teams.
• Reliability and Validity of Job Analysis Information.
• Reliability.
• Validity.
• Job Evaluation.
• Comparable Worth.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Chapter 4: Performance Appraisal.

• Why Do We Appraise Employees?
• Administrative Decisions.
• Employee Development and Feedback.
• Criteria for Research.
• Performance Criteria.
• Characteristics of Criteria.
• Criterion Complexity.
• Dynamic Criteria.
• Contextual Performance.
• Methods for Assessing Job Performance.
• Objective Measures of Job Performance.
• Subjective Measures of Job Performance.
• The Impact of Technology on Performance Appraisal.
• Legal Issues in Performance Appraisal.
• Chapter Summary.
• I/O Psychology in Practice.

Chapter 5: Assessment Methods for Selection and Placement.

• Job-Related Characteristics.
• Psychological Tests.
• Characteristics of Tests.
• Ability Tests.
• Knowledge and Skill Tests.
• Personality Tests.
• Emotional Intelligence Tests.
• Integrity Tests.
• Vocational Interest Tests.
• Drug Testing.
• Biographical Information.
• Interviews.
• Work Samples.
• Assessment Centers.
• Electronic Assessment.
• Electronic Administration of Psychological Tests.
• Computer Adaptive Testing.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Part III: Selecting and Training Employees.

Chapter 6: Selecting Employees.

• The Planning of Human Resource Needs.
• Recruiting Applicants.
• Selecting Employees.
• How Do Organizations Select Employees?
• Conducting a Validation Study.
• Validity Generalization.
• How Predictor Information Is Used for Selection.
• Getting Applicants to Accept and Keep Job Offers.
• The Utility of Scientific Selection.
• How Valid Selection Devices Work.
• Computing the Utility of Scientific Selection.
• International Differences in Selection Practices.
• Legal Issues.
• Legal Selection in the United States.
• Legal Selection outside the United States.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Chapter 7: Training.

• Needs Assessment.
• Objectives.
• Training Design.
• Trainee Characteristics.
• Design Factors That Affect Transfer of Training.
• Work Environment.
• Training Methods.
• Delivery of a Training Program.
• Evaluation of a Training Program.
• Set Criteria.
• Choose Design.
• Choose Measures of the Criteria.
• Collect Data.
• Analyze and Interpret Data.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Part IV: The Individual and The Organization.

Chapter 8: Theories of Employee Motivation.

• What Is Motivation?
• Work Motivation Theories.
• Need Theories.
• Need Hierarchy Theory.
• Two-Factor Theory.
• Reinforcement Theory.
• Expectancy Theory.
• Self-Efficacy Theory.
• Justice Theories.
• Goal-Setting Theory.
• Control Theory.
• Action Theory.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Chapter 9: Feelings About Work: Job Attitudes and Emotions.

• The Nature of Job Satisfaction.
• How People Feel About Their Jobs.
• 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.
• Personal Antecedents of Job Satisfaction.
• Person-Job Fit.
• Potential Effects of Job Satisfaction.
• Organizational Commitment.
• Assessment of Organizational Commitment.
• Organizational Commitment and Other Variables.
• Emotions at Work.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Chapter 10: Productive and Counterproductive Employee Behavior.

• Productive Behavior: Task Performance.
• Ability and Performance.
• Motivation and Performance.
• Personal Characteristics and Performance.
• Environmental Conditions and Task Performance.
• Organizational Constraints.
• Organizational Citizenship Behavior (OCB).
• Counterproductive Work Behavior: Withdrawal.
• Absence.
• Lateness.
• Turnover.
• Counterproductive Work Behavior: Aggression, Sabotage and Theft.
• Labor Unrest and Strikes.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Chapter 11: Occupational Health Psychology.

• Occupational Health and Safety.
• Accidents and Safety.
• Infectious Disease.
• Loud Noise.
• Musculo-Skeletal Disorders (MSD).
• Harmful Substance Exposure.
• Workplace Violence.
• Work Schedules.
• Night Shifts.
• Long Shifts.
• Flexible Work Schedules.
• Occupational Stress.
• The Occupational Stress Process.
• Job Stressors.
• Work-Family Conflict.
• Burnout.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Part V: The Social Context of Work.

Chapter 12: Work Groups and Work Teams.

• Work Groups Versus Work Teams.
• Virtual Teams.
• Important Group Concepts.
• Roles.
• Norms.
• Group Cohesiveness.
• Process Loss.
• Team Commitment.
• Team Mental Model.
• Group and Team Performance.
• Performance in the Presence of Others.
• Group Versus Individual Performance on Additive Tasks.
• Brainstorming.
• Group Problem Solving.
• Group Decision Making.
• Team Innovation.
• Team KSAOs.
• Group Diversity.
• Interventions with Work Groups in Organizations.
• Autonomous Work Groups.
• Quality Circles.
• Team Building.
• 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.
• Yuk's (1989) Sources of Political Power.
• Political Skill.
• Abuse of Supervisory Power: Sexual and Ethnic Harassment.
• 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.
• Transformational Leadership Theory.
• Vroom-Yetton Model.
• Women in Leadership Positions.
• Gender and Leadership Style.
• Cross-Cultural Issues in Leadership.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Chapter 14: Organizational Development and Theory.

• Organizational Development.
• Employee Acceptance of Change.
• Management by Objectives.
• Survey Feedback.
• Team Building.
• T-Group.
• Effectiveness of OD.
• Organizational Theories.
• Bureaucracy.
• Theory X/Theory Y.
• Open System Theory.
• Sociotechnical Systems Theory.
• Comparison of the Theories.
• Chapter Summary.
• I/O Psychology in Practice.
• Learning by Doing.

Appendix.

References.

Glossary.

Name Index.

Subject Index.