Organizational Psychology

STEVE M. JEX, PHD, is a well-known researcher in workplace stress and consults for many organizations including the United States Army. He teaches and directs graduate students at Bowling Green State University.THOMAS W. BRITT, PHD, is a social psychologist specializing in work and family. He brings that expertise as well as his teaching experience with undergraduates to this new edition of Organizational Psychology. He teaches and directs graduate students at Clemson University.

• Preface xiCHAPTER 1 INTRODUCTION TO ORGANIZATIONAL PSYCHOLOGY 1What Is Organizational Psychology? 2Organizational Psychology in Context 4The Scientist-Practitioner Approach 6Historical Influences in Organizational Psychology 11Recent Past and Beyond 22The Chapter Sequence 23Chapter Summary 24Suggested Additional Readings 25CHAPTER 2 RESEARCH METHODS AND STATISTICS 27Methods of Data Collection 28Special Issues in Data Collection 44Ethics in Data Collection 53Statistical Methods in Organizational Psychology 54Special Issues in Statistical Analysis 59Chapter Summary 67Suggested Additional Readings 68CHAPTER 3 ATTRACTION AND SOCIALIZATION 69The Recruitment Process: An Organizational Perspective 70The Recruitment Process: The Applicant’s Perspective 74Organizational Socialization 77The Impact of Diversity on Organizational Socialization 101The Future of Organizational Socialization Research 102Chapter Summary 103Suggested Additional Readings 104CHAPTER 4 THE WORK–NONWORK INTERFACE 105Kelsey-Jo Ritter and Steve M. JexSome Basic Assumptions About the Work and NonWork Interface 106The Transition Into Work: Youth Employment 107Transition to a Career 112Balancing Work and Nonwork Demands 113Antecedents of Work-Family Conflict 115Consequences of Work-Family Conflict 116Reducing and Preventing Work-Family Conflict 117The Positive Side of Work-Family Interface 119Work-Family Balance 121Transitioning Out of Work: Retirement 121Chapter Summary 130Suggested Additional Readings 131CHAPTER 5 PRODUCTIVE BEHAVIOR IN ORGANIZATIONS 133Defining Productive Behavior 134Job Performance 134Measurement of Job Performance 143Determinants of Job Performance 150Organizational Citizenship Behavior 160Innovation and Adaptability in Organizations 166Chapter Summary 174Suggested Additional Readings 175CHAPTER 6 COUNTERPRODUCTIVE BEHAVIOR IN ORGANIZATIONS 177Defining Counterproductive Work Behavior 178The Structure of Counterproductive Work Behavior 178Causes of Counterproductive Work Behavior 180Common Forms of Counterproductive Work Behavior 186Low Base Rate Counterproductive Work Behavior 194Some Final Thoughts on Counterproductive Work Behavior 204Chapter Summary 204Suggested Additional Readings 206CHAPTER 7 OCCUPATIONAL STRESS AND EMPLOYEE HEALTH AND WELL-BEING 207A Brief History 208Approaches and Terminology 209Occupational Stress Terminology 211Occupational Stress Models 213Workplace Stressors 222Employee Safety 235Employee Health in Vulnerable Populations 236Reducing the Impact of Workplace Stressors 237Cross-Cultural Occupational Stress Research 242Chapter Summary 244Suggested Additional Readings 245CHAPTER 8 BELIEFS AND ATTITUDES ABOUT WORK AND THE ORGANIZATION 247Job Satisfaction 248Organizational Commitment 269Additional Job Beliefs 280Chapter Summary 286Suggested Additional Readings 288CHAPTER 9 THEORIES OF MOTIVATION 289Defining Motivation, Basic Assumptions, and Theoretical Approaches 290Need-Based Theories of Motivation 292Cognitive Process Theories of Motivation 296The Behavioral Approach to Motivation 312Self-Determination Theory 316Job-Based Theories of Motivation 318The Practical Value of Motivation Theories 327Chapter Summary 329Suggested Additional Readings 330CHAPTER 10 ORGANIZATIONAL APPLICATIONS OF MOTIVATION THEORY 331Some Basic Assumptions 331Behaviors Organizations Attempt to Influence 332Organizational Reward Systems 334Motivation Through the Design of Work 350Proactive Motivation and Job Crafting 364Organizational Disciplinary Procedures 366Chapter Summary 368Suggested Additional Readings 369CHAPTER 11 LEADERSHIP AND INFLUENCE PROCESSES 371Defining Leadership 371General Approaches to Leadership 374Modern Theories of Leadership 380Power and Influence in Organizations 398Chapter Summary 408Suggested Additional Readings 409CHAPTER 12 TEAM DYNAMICS AND PROCESSES WITHIN ORGANIZATIONS 411Stages of Team Development 412Defining Team Effectiveness 415Models of Team Effectiveness 416Determinants of Team Effectiveness 428Within-Team Processes 436Enhancing the Effectiveness of Teams 446The Future of Teams in Organizations 450Chapter Summary 451Suggested Additional Readings 452CHAPTER 13 ORGANIZATIONAL THEORY AND DESIGN 453What Is an “Organizational Theory”? 454Major Organizational Theories 456Determinants of Organizational Design 463Recent Innovations in Organizational Design 475Research on Organizational Design 480The Future of Organizational Design 481Chapter Summary 483Suggested Additional Readings 484CHAPTER 14 ORGANIZATIONAL CULTURE AND CLIMATE 487Defining Organizational Culture 488Models of Organizational Culture 491Manifestations of Organizational Culture 493The Development of Organizational Culture 499Measuring Organizational Culture 500Changing Organizational Culture 502The Impact of Organizational Culture 508Organizational Climate: The Psychological Experience 512Chapter Summary 514Suggested Additional Readings 517CHAPTER 15 ORGANIZATIONAL CHANGE AND DEVELOPMENT 519What Is Organizational Development and Why Is It Used? 519A Brief History of Organizational Development 521The Theory Base of Organizational Development 523Organizational-Change Interventions 533Conditions Necessary for Successful Organizational Change 544Evaluation of Organizational-Development Programs 549Special Issues in Client–Consultant Relationships 555Chapter Summary 558Suggested Additional Readings 559References 561Author Index 663Subject Index 685