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Organizational Psychology: A Scientist-Practitioner Approach, Third Edition provides students with a thorough overview of both the science and practice of organizational psychology. Reflecting changes in the global workplace, the third edition expands coverage of the effects of technology on processes and personnel, the generalizability of theories across cultures, including organizational climate, and employee health and well-being. The new edition retains the hallmark features of the text and

  • Expanded coverage of the pervasive effects of technology on the social environment of work, including virtual work and the impact of social media.
  • More graphics, including tables and charts, to help students understand and remember various related concepts and theories.
  • Includes a unique full chapter on research methods and the use of statistics in understanding organizations.
  • New chapter on the work/non-work interface, including consideration of both employees’ life stages and changes over their careers.
  • Provides Instructors with comprehensive presentation and testing materials.
  • More on ethics, in light of relatively recent scandals in corporations and in politics.
  • Expanded coverage throughout on cross-cultural issues and diversity in organizations.
  • Additional readings facilitate in-depth learning.

 

Table of Content:

  1. Chapter 1 Introduction to Organizational Psychology
  2. What Is Organizational Psychology?
  3. Organizational Psychology in Context
  4. The Scientist-Practitioner Approach
  5. Historical Influences in Organizational Psychology
  6. Historical Beginnings
  7. The Field Takes Shape
  8. A Period of Growth
  9. Maturity and Expansion
  10. Recent Past and Beyond
  11. The Chapter Sequence
  12. Chapter Summary
  13. Suggested Additional Readings
  14. Chapter 2 Research Methods and Statistics
  15. Methods of Data Collection
  16. Observational Methods
  17. Archival Data
  18. Survey Research
  19. Experimentation
  20. Quasi-Experimentation
  21. Computer Simulations/Computational Modeling
  22. Choosing Among Data Collection Methods
  23. Special Issues in Data Collection
  24. Validity of Self-Reports
  25. Generalizing Laboratory Findings
  26. Gaining Access to Organizations
  27. Conducting Research in Different Cultures
  28. Ethics in Data Collection
  29. Statistical Methods in Organizational Psychology
  30. Descriptive Statistics
  31. Tests of Mean Differences
  32. Correlation and Regression Analysis
  33. Meta-Analysis
  34. Special Issues in Statistical Analysis
  35. Statistical Power in Organizational Research
  36. Detection of Moderator Variables
  37. Use of Causal Modeling
  38. Aggregation and Levels of Analysis
  39. Chapter Summary
  40. Suggested Additional Readings
  41. Chapter 3 Attraction and Socialization
  42. The Recruitment Process: An Organizational Perspective
  43. Recruitment Planning
  44. Recruiting Methods
  45. The Recruitment Process: The Applicant’s Perspective
  46. Organizational Socialization
  47. Defining Organizational Socialization
  48. The Socialization Process: An Organizational Perspective
  49. The Socialization Process: A Newcomer Perspective
  50. The Socialization Process: An Interactionist Perspective
  51. The Impact of Diversity on Organizational Socialization
  52. The Future of Organizational Socialization Research
  53. Chapter Summary
  54. Suggested Additional Readings
  55. Chapter 4 The Work-Nonwork Interface
  56. Some Basic Assumptions About the Work and NonWork Interface
  57. The Transition Into Work: Youth Employment
  58. Reasons for Youth Employment
  59. Nature of the Work
  60. Outcomes of Youth Employment
  61. General Conclusions About Youth Employment
  62. Transition to a Career
  63. Balancing Work and Nonwork Demands
  64. Antecedents of Work-Family Conflict
  65. Individual Factors
  66. Family Factors
  67. Consequences of Work-Family Conflict
  68. Reducing and Preventing Work-Family Conflict
  69. Organizational Support
  70. Supervisor Support
  71. Personal Coping
  72. The Positive Side of Work-Family Interface
  73. Work-Family Balance
  74. Transitioning Out of Work: Retirement
  75. Defining Retirement and Its Various Forms
  76. Factors Impacting the Initial Decision to Retire
  77. Adjustment to Retirement
  78. Chapter Summary
  79. Suggested Additional Readings
  80. Chapter 5 Productive Behavior in Organizations
  81. Defining Productive Behavior
  82. Job Performance
  83. Defining Job Performance
  84. Models of Job Performance
  85. Measurement of Job Performance
  86. Measures of Job Performance
  87. Typical Versus Maximum Job Performance
  88. Restriction in the Variability of Job Performance
  89. Instability in Job Performance Over Time
  90. Determinants of Job Performance
  91. Campbell’s Model of Job Performance
  92. General Mental Ability as a Predictor of Job Performance
  93. Job Experience as a Predictor of Job Performance
  94. Personality as a Predictor of Job Performance
  95. Organizational Citizenship Behavior
  96. Reasons for OCB
  97. Special Issues in OCB Research
  98. Innovation and Adaptability in Organizations
  99. A Description of Innovation as a Type of Job Performance
  100. Employee Attributes That Contribute to Creativity and Innovation
  101. Organizational Determinants of Creativity and Innovation
  102. Adaptive Performance
  103. Chapter Summary
  104. Suggested Additional Readings
  105. Chapter 6 Counterproductive Behavior in Organizations
  106. Defining Counterproductive Work Behavior
  107. The Structure of Counterproductive Work Behavior
  108. Bennett and Robinson’s Two-Factor Model
  109. Spector’s Five-Factor Model
  110. Gruys and Sackett’s 11 Factor Mode
  111. Causes of Counterproductive Work Behavior
  112. Person-Based Causes of CWB
  113. Situation-Based Causes of CWB
  114. Common Forms of Counterproductive Work Behavior
  115. Withdrawal in Organizations: Absenteeism
  116. Abuse of Others
  117. Low Base Rate Counterproductive Work Behavior
  118. Production Deviance/Sabotage
  119. Employee Theft
  120. Workplace Violence
  121. Drug and Alcohol Use
  122. Sexual Harassment
  123. Some Final Thoughts on Counterproductive Work Behavior
  124. Chapter Summary
  125. Suggested Additional Readings
  126. Chapter 7 Occupational Stress and Employee Health and Well-Being
  127. A Brief History
  128. Approaches and Terminology
  129. Occupational Stress Terminology
  130. Occupational Stress Models
  131. Institute for Social Research (ISR) Model
  132. Beehr and Newman’s Facet Model
  133. Demands-Control Model
  134. Job-Demands Resources Model
  135. Conservation of Resources (COR) Theory
  136. Person–Environment Fit Model
  137. Effort-Reward Imbalance
  138. Challenge-Hindrance Distinction
  139. The Possibility of Positive Responses to Stress
  140. Comparison of Occupational Stress Models
  141. Workplace Stressors
  142. Commonly Studied Stressors
  143. Contemporary Organizational Stressors
  144. Employee Safety
  145. Employee Health in Vulnerable Populations
  146. Reducing the Impact of Workplace Stressors
  147. Stress Management Training
  148. Reduction of Stressors
  149. Health and Fitness Programs
  150. Coping With Stress
  151. Recovery From Workplace Stressors
  152. Cross-Cultural Occupational Stress Research
  153. Generalizability
  154. Stressors Experienced
  155. Chapter Summary
  156. Suggested Additional Readings
  157. Chapter 8 Beliefs and Attitudes About Work and the Organization
  158. Job Satisfaction
  159. Defining Job Satisfaction
  160. Measurement of Job Satisfaction
  161. Predictors of Job Satisfaction
  162. Job Satisfaction: A Cross-Cultural Perspective
  163. Outcomes of Job Satisfaction
  164. Organizational Commitment
  165. Defining Organizational Commitment
  166. Measurement of Organizational Commitment
  167. Development and Predictors of Organizational Commitment
  168. Consequences of Organizational Commitment
  169. Combining Organizational Commitment and Job Satisfaction to Predict Performance
  170. Practical Applications of Commitment Research
  171. Additional Job Beliefs
  172. Perceived Organizational Support (POS)
  173. Organizational Identification
  174. Job Embeddedness
  175. Organizational Justice
  176. Effects of Multiple Work Beliefs on Employee Outcomes
  177. Chapter Summary
  178. Suggested Additional Readings
  179. Chapter 9 Theories of Motivation
  180. Defining Motivation, Basic Assumptions, and Theoretical Approaches
  181. Defining Motivation
  182. Basic Assumptions About Motivation
  183. Theoretical Approaches to Motivation
  184. Need-Based Theories of Motivation
  185. Maslow’s Need Hierarchy
  186. ERG Theory
  187. Need for Achievement Theory
  188. Cognitive Process Theories of Motivation
  189. Equity Theory
  190. Expectancy Theory
  191. Goal-Setting Theory
  192. Self-Regulation
  193. The Behavioral Approach to Motivation
  194. Self-Determination Theory
  195. Job-Based Theories of Motivation
  196. Motivation-Hygiene Theory
  197. Job Characteristics Theory
  198. Campion’s Multidisciplinary Approach
  199. Grant’s Relational Approach to Job Design
  200. Summary of Job-Based Theories
  201. The Practical Value of Motivation Theories
  202. Chapter Summary
  203. Suggested Additional Readings
  204. Chapter 10 Organizational Applications of Motivation Theory
  205. Some Basic Assumptions
  206. Behaviors Organizations Attempt to Influence
  207. Organizational Reward Systems
  208. Tangible Rewards
  209. Intangible Rewards
  210. Executive Compensation
  211. Motivation Through the Design of Work
  212. Job Design: A Brief History
  213. Humanistic Job Design
  214. The Job Characteristics Approach to Job Design
  215. The Interdisciplinary Approach to Job Redesign
  216. Integrating Approaches to Job Redesign
  217. Proactive Motivation and Job Crafting
  218. Proactive Motivation
  219. Job Crafting
  220. Organizational Disciplinary Procedures
  221. Progressive Discipline
  222. Chapter Summary
  223. Suggested Additional Readings
  224. Chapter 11 Leadership and Influence Processes
  225. Defining Leadership
  226. The Importance of Leadership
  227. General Approaches to Leadership
  228. The Trait Approach
  229. The Behavioral Approach
  230. The Contingency Approach
  231. Modern Theories of Leadership
  232. Fiedler’s Contingency Theory
  233. Path–Goal Theory
  234. Vroom–Yetton–Jago Model
  235. Leader–Member Exchange (LMX) Model
  236. Power and Influence in Organizations
  237. Defining Power
  238. Bases of Power
  239. Influence Tactics
  240. Politics in Organizations
  241. Chapter Summary
  242. Suggested Additional Readings
  243. Chapter 12 Team Dynamics and Processes Within Organizations
  244. Stages of Team Development
  245. Tuckman’s (1965) Stage Model
  246. Gersick’s Punctuated Equilibrium Model
  247. Defining Team Effectiveness
  248. Models of Team Effectiveness
  249. McGrath’s (1964) Model
  250. Gladstein’s (1984) Model
  251. Hackman’s (1987) Model
  252. Shea and Guzzo’s (1987) Model
  253. Campion’s Synthesis of Team-Effectiveness Models
  254. A Summary of the Team-Effectiveness Models
  255. Determinants of Team Effectiveness
  256. Team Composition
  257. Task Design
  258. Organizational Resources
  259. Rewards
  260. Team Goals
  261. Within-Team Processes
  262. Behavioral Processes
  263. Affective/Cognitive Processes
  264. Between-Team Processes
  265. Enhancing the Effectiveness of Teams
  266. Selection
  267. Organizational Reward Systems
  268. Team-Development Interventions
  269. The Future of Teams in Organizations
  270. Chapter Summary
  271. Suggested Additional Readings
  272. Chapter 13 Organizational Theory and Design
  273. What Is an “Organizational Theory”?
  274. Major Organizational Theories
  275. Classical Organizational Theories
  276. Humanistic Organizational Theories
  277. Contingency Organizational Theories
  278. Determinants of Organizational Design
  279. Strategy
  280. Level of Environmental Uncertainty
  281. Beliefs and Assumptions of Those in Power
  282. Organizational Size
  283. Major Technologies
  284. Recent Innovations in Organizational Design
  285. The Team-Based Organization
  286. The Matrix Organization
  287. The Virtual Organization
  288. The Network Organization
  289. Research on Organizational Design
  290. The Future of Organizational Design
  291. Chapter Summary
  292. Suggested Additional Readings
  293. Chapter 14 Organizational Culture and Climate
  294. Defining Organizational Culture
  295. Models of Organizational Culture
  296. The O’Reilly, Chatman, and Caldwell Model
  297. The Denison Model
  298. Human Synergistics Model
  299. Manifestations of Organizational Culture
  300. Symbols and Artifacts
  301. Rites and Rituals
  302. Stories, Legends, and Dramas
  303. Language and Communication
  304. The Development of Organizational Culture
  305. Measuring Organizational Culture
  306. Self-Report Assessments of Culture
  307. Ethnographic Methods of Culture Assessment
  308. Changing Organizational Culture
  309. Why Is Culture Change Difficult?
  310. The Nature of Organizational Culture Change
  311. The Impact of Organizational Culture
  312. Organizational Performance
  313. Recruitment and Retention
  314. Employee Satisfaction/Well-Being
  315. Organizational Culture and National Culture
  316. Organizational Climate: The Psychological Experience
  317. What Is Organizational Climate and How Does It Develop?
  318. Chapter Summary
  319. Suggested Additional Readings
  320. Chapter 15 Organizational Change and Development
  321. What Is Organizational Development and Why Is It Used?
  322. A Brief History of Organizational Development
  323. The Theory Base of Organizational Development
  324. General Theories of Change
  325. General Theories of Organizational Change
  326. Burke’s Theory of Organizational Change
  327. Organizational-Change Interventions
  328. Individual-Level Interventions
  329. Group-Level Interventions
  330. Comprehensive Organization-Wide Interventions
  331. Conditions Necessary for Successful Organizational Change
  332. Top Management Support
  333. The Consultant Guiding the Process
  334. General Resistance to Change
  335. Organizational Ownership of the Change and Development Process
  336. Evaluation of Organizational-Development Programs
  337. The Problem of Evaluative Criteria
  338. Evaluation Research Designs
  339. The Challenge of Measuring Change
  340. Evidence on the Effectiveness of Organizational Development
  341. Special Issues in Client-Consultant Relationships
  342. Balancing the Needs of Multiple Clients
  343. Maintaining Confidentiality
  344. Terminating a Consulting Relationship
  345. Chapter Summary
  346. Suggested Additional Readings
  347. References
  348. Author Index
  349. Subject Index
  350. EULA

 

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