Work in the 21st Century, with eBook Access Code

JEFF CONTE is Associate Professor and Associate Chair of the Psychology Department at San Diego State University, where he regularly teaches the undergraduate Introduction to I-O Psychology course. He has conducted research on a variety of topics, including personnel selection, personality predictors of job performance, cognitive ability, the measurement of emotional intelligence, and the factors associated with health and stress in the workplace. His research has been funded by the National Institute of Mental Health and the US Army Research Institute for the Behavioral and Social Sciences. He has published widely in I-O psychology and management journals, including the Journal of Applied Psychology, Academy of Management Review, Journal of Organizational Behavior, Human Performance, and Journal of Managerial Psychology.

• About the Author xviPreface xviiAcknowledgments xxPart 1 Fundamentals1 What Is Industrial and Organizational Psychology? 1MODULE 1.1 The Importance of I-O Psychology 2The Importance of Work in People’s Lives 2What Is I-O Psychology? 4The Importance of Understanding the Younger Worker 13MODULE 1.2 The Past, Present, and Future of I-O Psychology 15The Past: A Brief History of I-O Psychology 15The Present: The Demographics of I-O Psychologists 22The Future: The Challenges to I-O Psychology in the 21st Century 24A Personal View of the Future: Preparing for a Career in I-O Psychology 25MODULE 1.3 Multicultural and Cross-Cultural Issues in I-O Psychology 28The Multicultural Nature of Life in the 21st Century 28Theories of Cultural Influence 34MODULE 1.4 The Organization of This Book 38Themes 38Parts 39Resources 392 Research Methods and Statistics in I-O Psychology 45MODULE 2.1 Science and Research 46What Is Science? 46Open Science 47The Role of Science in Society 47Why Do I-O Psychologists Engage in Research? 48Research Design 49Methods of Data Collection 51Generalizability and Control in Research 53Ethical Behavior in I-O Psychology 55MODULE 2.2 Data Analysis 57Descriptive and Inferential Statistics 57Correlation and Regression 60Correlation and Causation 63Big Data 64Meta-Analysis 65Micro-, Macro-, and Meso-Research 66MODULE 2.3 Interpretation through Reliability and Validity 69Reliability 69Validity 72Part 2 Industrial Psychology3 Individual Differences and Assessment 79MODULE 3.1 An Introduction to Individual Differences 81Some Background 81Differential Psychology, Psychometrics, and I-O Psychology 83Identifying Individual Differences 83Varieties of Individual Differences 84MODULE 3.2 Human Attributes 86Abilities 86Physical, Sensory, and Psychomotor Abilities 91Personality and Work Behavior 93Vocational Interests 97Additional Attributes 99Skills 99Knowledge 100Competencies 101Emotional Intelligence 102MODULE 3.3 Foundations of Assessment 105The Past and the Present of Testing 105What Is a Test? 107Administrative Test Categories 109Testing and Culture 110MODULE 3.4 Assessment Procedures 114Assessment Content versus Process 114Assessment Procedures: Content 114Tests of Physical Abilities 116Personality 117Emotional Intelligence 123Individual Assessment 124Interviews 124Assessment Centers 126Work Samples and Situational Judgment Tests 128MODULE 3.5 Special Topics in Assessment 133Incremental Validity 133Biographical Data 134Grades and Letters of Recommendation 136Minimum Qualifications 136Drug and Alcohol Testing 138Computer-Based and Internet Assessment 139Artificial Intelligence and Machine Learning 1424 Job Analysis and Performance 144MODULE 4.1 A Basic Model of Performance 145Campbell’s Model of Job Performance 145Criterion Deficiency and Contamination 149MODULE 4.2 Extensions of the Basic Performance Model 151Task Performance versus Organizational Citizenship Behavior 151The Dark Side of Performance: Counterproductive Work Behaviors 154Adaptive Performance 158A Brief Recap 160Expert Performance 160Types of Performance Measures 160MODULE 4.3 Job Analysis: Fundamental Properties and Practices 163The Uses of Job Analysis Information 163Types of Job Analysis 166How Job Analysis Is Done 167Work Analysis 169MODULE 4.4 Job Analysis: Newer Developments 171Electronic Performance Monitoring as Part of a Job Analysis 171Cognitive Task Analysis 172Personality-Based Job Analysis 173A Summary of the Job Analysis Process 173Computer-Based Job Analysis 174O*net 174Competency Modeling 176MODULE 4.5 Job Evaluation and the Law 179Job Evaluation 179The Concept of Comparable Worth 179Job Analysis and Employment Litigation 1805 Performance Measurement 183MODULE 5.1 Basic Concepts in Performance Measurement 184Uses for Performance Information 184MODULE 5.2 Performance Rating—Substance 191Theories of Performance Rating 191Focus on Performance Ratings 192Rating Formats 195Employee Comparison Methods 198MODULE 5.3 Performance Rating—Process 201Rating Sources 201Rating Distortions 204Rater Training 206Reliability and Validity of Performance Ratings 207MODULE 5.4 The Social and Legal Context of Performance Evaluation 209The Motivation to Rate 209Goal Conflict 211Performance Feedback 211Performance Evaluation and Culture 214Performance Evaluation and the Law 2156 Staffing Decisions 221MODULE 6.1 Conceptual Issues in Staffing 222An Introduction to the Staffing Process 222The Impact of Staffing Practices on Firm Performance 223Stakeholders in the Staffing Process 224Staffing from the International Perspective 226MODULE 6.2 Evaluation of Staffing Outcomes 228Validity 228Utility 232Fairness 233MODULE 6.3 Practical Issues in Staffing 234A Staffing Model 234Combining Information 235Deselection 238Number of Decisions to Be Made 23921st-Century Staffing 240MODULE 6.4 Legal Issues in Staffing Decisions 242Charges of Employment Discrimination 242Employment Discrimination Outside of the United States 243Theories of Discrimination 2447 Training and Development 250MODULE 7.1 Foundations of Training and Learning 251Training, Learning, and Performance 252Training Needs Analysis 253The Learning Process in Training 256Learning Organizations 262MODULE 7.2 Content and Methods of Training 264Training Methods 264Training “Critical Thinking” 268Transfer of Training 269MODULE 7.3 Evaluating Training Programs 272Training Evaluation 272Training Criteria 272Utility Analysis 274Training Evaluation Designs 275Equal Employment Opportunity Issues in Training 276MODULE 7.4 Specialized Training Programs 279Management and Leadership Development 279Sexual Harassment Awareness Training 284Ethics Training 285Cross-Cultural Training 286Part 3 Organizational Psychology8 The Motivation to Work 290MODULE 8.1 An Introduction to Motivation 291The Central Position of Motivation in Psychology 291A Brief History of Motivation Theory in I-O Psychology 292Metaphors for Motivation 293The Meaning and Importance of Motivation in the Workplace 296MODULE 8.2 Classic Approaches to Work Motivation 300Person-as-Machine Theories 300Person-as-Scientist Theories 303MODULE 8.3 Modern Approaches to Work Motivation 308Person-as-Intentional Approaches 308The Concept of Self-Efficacy in Modern Motivation Theory 312Common Themes in Modern Motivation Approaches 314Specialized Motivational Topic: The Entrepreneur 314MODULE 8.4 Practical Issues in Motivation 318Can Motivation Be Measured? 318Cross-Cultural Issues in Motivation 319Generational Differences and Work Motivation 320Motivational Interventions 3229 Attitudes, Emotions, and Work 326MODULE 9.1 Work Attitudes 327The Experience of Emotion at Work 327Job Satisfaction: Some History 328The Measurement of Job Satisfaction 333The Concept of Commitment 336Organizational Identification 338Employee Engagement 341MODULE 9.2 Moods, Emotions, Attitudes, and Behavior 343Is Everybody Happy? Does It Matter If They Are? 343Satisfaction versus Mood versus Emotion 343Withdrawal Behaviors 350MODULE 9.3 Special Topics Related to Attitudes and Emotions 352Job Loss 352Telecommuting 354Work–Family Balance 355Psychological Contracts 357Job Embeddedness 358Job Crafting 359Work-Related Attitudes and Emotions from a Cross-Cultural Perspective 35910 Stress and Worker Well-Being 362MODULE 10.1 The Problem of Stress 363Studying Workplace Stress 363What Is a Stressor? 365Common Stressors at Work 366Consequences of Stress 371Work Schedules 375MODULE 10.2 Theories of Stress 378Demand–Control Model 378Job Demands-Resources Theory 379Person–Environment Fit Model 379Individual Differences in Resistance to Stress 381MODULE 10.3 Reducing and Managing Stress 386Primary Prevention Strategies 386Secondary Prevention Strategies 388Tertiary Prevention Strategies 391Summary of Stress Intervention Strategies 391MODULE 10.4 Violence at Work 394Stress and Workplace Violence 394The “Typical” Violent Worker 395Theories of Workplace Violence 396A Special Type of Violence: Bullying 399What Can We Conclude about Workplace Violence? 40111 Fairness, Justice, and Diversity in the Workplace 403MODULE 11.1 Justice and Fairness 404The Concept of Justice 404Justice, Fairness, and Trust 406Approaches to Organizational Justice 407MODULE 11.2 The Practical Implications of Justice Perceptions 414Performance Evaluation 415Applicant Reactions to Selection Procedures 416Affirmative Action 419MODULE 11.3 Diversity 423What Does Diversity Mean? 423The Dynamics of Diversity 42412 Leadership in Organizations 432MODULE 12.1 The Concept of Leadership 433Some Conceptual Distinctions 433The Problem of Defining Leadership Outcomes 435Negative Leadership Outcomes: The Destructive Leader 435Leader versus Manager or Supervisor 437Leader Development versus Leadership Development 440The Motivation to Lead 441MODULE 12.2 Traditional Theories of Leadership 444The “Great Man” Theories 444Early Investigations Using the Trait Approach 445The Power Approach to Leadership 445The Behavioral Approach 446The Contingency Approach 447The Consequences of Participation: The Vroom–Yetton Model 448MODULE 12.3 New Approaches to Leadership 451Leader–Member Exchange 451Transformational Leadership 453Authentic Leadership 456The Charismatic Leader 457MODULE 12.4 Emerging Topics and Challenges in Leadership Research 460Leadership in a Changing Workplace 460Male and Female Leaders: Are They Different? 462Personality and Leadership 466Leadership and Neuroscience 467Cross-Cultural Studies of Leadership 467Leadership in a Diverse Environment 469Guidelines for Effective Leadership 47113 Teams in Organizations 473MODULE 13.1 Types of Teams 474Groups and Teams: Definitions 475Types of Teams 476MODULE 13.2 Input–Process–Output Model of Team Effectiveness 482Team Inputs 483Team Processes 486Team Outputs 490MODULE 13.3 Special Issues in Teams 493Team Appraisal and Feedback 493Team Roles 495Team Development 496Team Training 496Cultural Issues in Teams 49714 Organizational Theory, Dynamics, and Change 500MODULE 14.1 Conceptual and Theoretical Foundations of Organizations 501Organizations and People 501Organization as Integration 504Theories of Organization 505MODULE 14.2 Social Dynamics of Organizations 513Climate and Culture 513Climate and Culture from the Multicultural Perspective 516An Application of Culture and Climate: Safety 517Socialization and the Concept of Person–Organization and Person–Job Fit 520MODULE 14.3 Organizational Change and Development 528Organizational Change 528Examples of Large-Scale Organizational Change Initiatives 533Emerging Commonalities among Organizational Interventions 536Organizational Development 537Glossary 541References 557Name Index 611Subject Index 622