Applied Industrial/Organizational Psychology (with CD-ROM and InfoTrac),9780534596880

Applied Industrial/Organizational Psychology (with CD-ROM and InfoTrac)

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Edition: 4th
ISBN13: 9780534596880
ISBN10: 0534596886
Format: Paperback
Pub. Date: 2003-06-27
Publisher(s): Wadsworth Publishing
Upgraded Edition: Click here!
List Price: $189.00

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Summary

Mike Aamodt's introduction to industrial/organizational (I/O) psychology seamlessly blends theory, data, and application in a way that fosters students' genuine interest in the field. In every chapter, Aamodt's inviting writing style is supported by provocative examples and robust pedagogy that will appeal to students with a diverse range of backgrounds. Updated to include outstanding coverage of recent trends in I/O psychology, Aamodt's applied text encourages students to develop skills that they'll actually use in the workplace. An enhanced supplement package (including a new student CD-ROM and a new Instructor CD-ROM) supports this edition--making this the most accessible text available for the I/O Psychology course.

Table of Contents

Preface xiii
Introduction to I/O Psychology
1(31)
The Field of Psychology
1(6)
Differences Between I/O and Business Programs
1(1)
Major Fields of I/O Psychology
2(1)
Brief History of I/O Psychology
3(2)
Employment of I/O Psychologists
5(1)
Educational Requirements and Types of Programs
5(2)
Research in I/O Psychology
7(11)
Why Conduct Research?
7(1)
Considerations in Conducting Research
8(10)
Chapter Summary
18(1)
Critical Thinking Questions
18(14)
Appendix 1A: List of I/O Terminal Master's Degree Programs
19(4)
Appendix 1B: List of I/O Ph.D. Programs
23(4)
Exercise 1--1 Research Designs
27(4)
Exercise 1--2 Designing a Study
31(1)
Job Analysis and Evaluation
32(38)
Job Analysis
32(25)
Importance of Job Analysis
32(1)
Writing a Good Job Description
33(4)
Preparing for a Job Analysis
37(3)
Conducting a Job Analysis
40(5)
Using Other Job Analysis Methods
45(11)
Evaluation of Methods
56(1)
Job Evaluation
57(4)
Determining Internal Pay Equity
57(2)
Determining External Equity
59(1)
Pay Equity
60(1)
Chapter Summary
61(1)
Critical Thinking Questions
62(8)
Exercise 2--1 Critiquing Job Descriptions
63(3)
Exercise 2--2 Writing a Job Description
66(1)
Exercise 2--3 Identifying KSAOs
67(1)
Exercise 2--4 Determining Pay Equity
68(2)
Legal Issues in Employee Selection
70(29)
The Legal Process
70(2)
Resolving the Complaint Internally
70(1)
Filing a Discrimination Charge
71(1)
Outcomes of an EEOC Investigation
71(1)
Determining Whether an Employment Decision Is Legal
72(8)
Does the Employment Practice Directly Refer to a Member of a Federally Protected Class?
72(6)
Is the Requirement a BFOQ?
78(1)
Has Case Law, State Law, or Local Law Expanded the Definition of Any of the Protected Classes?
78(1)
Does the Requirement Have Adverse Impact Against Members of a Protected Class?
79(1)
Was the Requirement Designed to Intentionally Discriminate Against a Protected Class?
79(1)
Can the Employer Prove That the Requirement Is Job Related?
80(1)
Did the Employer Look for Reasonable Alternatives That Would Result in Lesser Adverse Impact?
80(1)
Affirmative Action
80(4)
Affirmative Action Strategies
80(1)
Reasons for Affirmative Action Plans
81(1)
Legality of Preferential Hiring and Promotion Plans
82(2)
Consequences of Affirmative Action Plans
84(1)
Privacy Issues
84(2)
Drug Testing
85(1)
Office and Locker Searches
85(1)
Psychological Tests
85(1)
Electronic Surveillance
86(1)
Harassment
86(2)
Types of Harassment
86(1)
Organizational Liability for Sexual Harassment
87(1)
Family Medical Leave Act
88(1)
Chapter Summary
88(1)
Critical Thinking Questions
89(10)
Appendix 3: Canadian Employment Law by Province or Territory
89(1)
Exercise 3--1 Federally Protected Classes
90(1)
Exercise 3--2 Determining Adverse Impact
91(2)
Exercise 3--3 Responses to Adverse Impact
93(1)
Exercise 3--4 Legality of Employment Practices
94(1)
Exercise 3--5 Understanding Affirmative Action
95(1)
Exercise 3--6 Employee Privacy Issues
96(1)
Exercise 3--7 Sexual Harassment
97(1)
Exercise 3--8 Testing Your Knowledge
98(1)
Evaluating Selection Techniques and Decisions
99(28)
Characteristics of Effective Selection Techniques
99(6)
Reliability
99(3)
Validity
102(3)
Finding Reliability and Validity Information
105(1)
Cost Efficiency
105(1)
Establishing the Usefulness of a Selection Device
105(7)
Taylor-Russell Tables
106(1)
Proportion of Correct Decisions
107(1)
Lawshe Tables
107(3)
Brogden-Cronbach-Gleser Utility Formula
110(2)
Determining the Fairness of a Test
112(3)
Adverse Impact
113(2)
Single-Group Validity
115(1)
Differential Validity
115(1)
Making the Hiring Decision
115(5)
Linear Approaches
115(4)
Nonlinear Approaches
119(1)
Chapter Summary
120(1)
Critical Thinking Questions
120(7)
Exercise 4--1 Locating Test Information
121(1)
Exercise 4--2 Using the Utility Formula and Tables
122(1)
Exercise 4--3 Determining the Proportion of Correct Decisions
123(2)
Exercise 4--4 Using Banding to Reduce Adverse Impact
125(2)
Employee Selection: Recruiting and Interviewing
127(41)
Job Analysis
127(1)
Recruitment
127(12)
Media Advertisements
129(3)
Point-of-Purchase Methods
132(2)
Campus Recruiters
134(1)
Outside Recruiters
134(1)
Employee Referrals
134(1)
Direct Mail
135(1)
Internet
136(1)
Job Fairs
137(1)
Incentives
137(1)
Nontraditional Populations
137(1)
Evaluating the Effectiveness of Recruitment Strategies
138(1)
Realistic Job Previews
139(1)
Effective Employee Selection Techniques
139(1)
The Structured Employment Interview
140(6)
Problems with Unstructured Interviews
141(2)
Creating a Structured Interview
143(1)
Creating a Scoring Key for Interview Answers
144(1)
Conducting the Structured Interview
145(1)
Job Search Skills
146(7)
Successfully Surviving the Interview Process
146(1)
Writing Cover Letters
147(1)
Writing a Resume
148(5)
Chapter Summary
153(1)
Critical Thinking Questions
154(14)
Exercise 5--1 Reading Help-Wanted Ads
155(1)
Exercise 5--2 Writing Help-Wanted Ads
156(1)
Exercise 5--3 Point-of-Purchase Recruitment
157(1)
Exercise 5--4 Employee Recruitment
158(1)
Exercise 5--5 Identifying KSAOs
159(3)
Exercise 5--6 Developing Interview Questions
162(4)
Exercise 5--7 Scoring Interview Questions
166(2)
Employee Selection: References and Testing
168(52)
References and Letters of Recommendation
168(6)
Reasons for Using References and Recommendations
168(6)
Ethical Issues
174(1)
Predicting Performance Using Applicant Training and Education
174(1)
Predicting Performance Using Applicant Knowledge
175(4)
Predicting Performance Using Applicant Ability
179(6)
Cognitive Ability
180(1)
Perceptual Ability
180(1)
Psychomotor Ability
180(1)
Physical Ability
180(5)
Predicting Performance Using Applicant Skill
185(2)
Work Samples
185(1)
Assessment Centers
185(2)
Predicting Performance Using Prior Experience
187(2)
Experience Ratings
187(1)
Biodata
187(2)
Predicting Performance Using Personality, Interest, and Character
189(3)
Personality Inventories
189(1)
Interest Inventories
190(1)
Integrity Tests
190(1)
Graphology
191(1)
Predicting Performance Limitations Due to Medical and Psychological Problems
192(1)
Drug Testing
192(1)
Psychological Exams
193(1)
Medical Exams
193(1)
Comparison of Techniques
193(2)
Validity
193(1)
Legal Issues
193(2)
Rejecting Applicants
195(1)
Chapter Summary
196(1)
Critical Thinking Questions
196(24)
Exercise 6--1 Trait Approach
197(1)
Exercise 6--2 Cognitive Ability
198(2)
Exercise 6--3 Leaderless Group Discussion
200(3)
Exercise 6--4 Personality Tests
203(7)
Exercise 6--5 Interest Inventories
210(6)
Exercise 6--6 Integrity Testing
216(2)
Classroom Exercise 6--1
218(2)
Evaluating Employee Performance
220(39)
Step 1: Determine the Reason for Evaluating Employee Performance
220(2)
Determining Salary Increases
220(1)
Making Promotion Decisions
221(1)
Providing Employee Training and Feedback
222(1)
Making Termination Decisions
222(1)
Conducting Personnel Research
222(1)
Step 2: Identify Environmental and Cultural Limitations
222(1)
Step 3: Determine Who Will Evaluate Performance
222(2)
Supervisors
222(1)
Peers
223(1)
Subordinates
223(1)
Customers
224(1)
Self-Appraisal
224(1)
Step 4: Select the Best Appraisal Methods to Accomplish Your Goals
224(8)
Decision 1: Focus of the Appraisal Dimensions
225(1)
Decision 2: Use of Employee Comparisons, Objective Measures, or Ratings?
226(6)
Step 5: Train Raters
232(1)
Step 6: Document Performance
233(3)
Step 7: Evaluate Performance
236(6)
Obtaining and Reviewing Objective Data
236(1)
Reading Critical Incident Logs
236(1)
Completing the Rating Form
236(6)
Step 8: Communicate Appraisal Results to Employees
242(1)
Prior to the Interview
242(1)
During the Interview
243(1)
Step 9: Terminate Employees
243(3)
Employment-at-Will Doctrine
243(1)
Legal Reasons for Terminating Employees
244(2)
The Termination Meeting
246(1)
Chapter Summary
246(1)
Critical Thinking Questions
247(12)
Appendix 7: Additional Types of Rating Scales
248(4)
Exercise 7--1 360-Degree Feedback
252(1)
Exercise 7--2 Creating Performance Dimensions
253(1)
Exercise 7--3 Paired-Comparison Technique
254(1)
Exercise 7--4 Writing Behavioral Statements
255(1)
Exercise 7--5 Evaluating Employee Performance
256(1)
Exercise 7--6 Rating Errors
257(1)
Exercise 7--7 Performance-Appraisal Interviews
258(1)
Designing and Evaluating Training Systems
259(32)
Determining Training Needs
259(4)
Organizational Analysis
260(1)
Task Analysis
260(1)
Person Analysis
261(2)
Developing a Training Program
263(2)
Establishing Goals and Objectives
263(1)
Motivating Employees
263(2)
Choosing the Best Training Method
265(1)
Conducting Classroom Training
265(8)
Initial Decisions
265(3)
Preparing for Classroom Training
268(1)
Delivering the Training Program
268(3)
Using Case Studies to Apply Knowledge
271(1)
Using Simulation Exercises to Practice New Skills
271(1)
Practicing Interpersonal Skills Through Role Play
272(1)
Increasing Interpersonal Skills Through Behavior Modeling
272(1)
Providing Individual Training Through Distance Learning
273(1)
Programmed Instruction Using Books, Videos, or Interactive Video
273(1)
Computer-Based or Web-Based Programmed Instruction
273(1)
Conducting On-the-Job Training
274(3)
Learning by Modeling Others
274(1)
Learning Through Job Rotation
275(1)
Learning Through Apprentice Training
275(1)
Learning Through Coaching and Mentoring
276(1)
Ensuring Transfer of Training
277(2)
Putting it All Together
279(1)
Evaluation of Training Results
279(3)
Research Designs for Evaluation
279(1)
Evaluation Criteria
280(2)
Chapter Summary
282(1)
Critical Thinking Questions
282(9)
Exercise 8--1 Needs Assessment: Task Analysis
283(2)
Exercise 8--2 Needs Assessment: Person Analysis
285(2)
Exercise 8--3 Evaluating Training Programs: 1
287(2)
Exercise 8--4 Evaluating Training Programs: 2
289(2)
Employee Motivation
291(30)
Individual Differences in Motivation
291(3)
Self-Esteem
291(2)
Intrinsic Motivation
293(1)
Needs for Achievement and Power
293(1)
Employee Values and Expectations
294(3)
Have Employees' Job Expectations Been Met?
294(1)
Have Employees' Needs, Values, and Wants Been Met?
294(3)
Do Employees Have Achievable Goals?
297(3)
Specific
298(1)
Measurable
298(1)
Difficult But Attainable
298(1)
Relevant
299(1)
Time Bound
300(1)
Employee Participation
300(1)
Are Employees Receiving Feedback on Their Goal Progress?
300(1)
Are Employees Rewarded for Achieving Goals?
300(8)
Timing of the Incentive
301(1)
Contingency of Consequence
301(1)
Type of Incentive Used
301(3)
Individual-Based Versus Group-Based Incentives
304(3)
Expectancy Theory
307(1)
Reward Versus Punishment
308(1)
Are Rewards and Resources Given Equitably?
308(1)
Motivation Level of Other Employees
309(1)
Integration of Motivation Theories
309(2)
Chapter Summary
311(1)
Critical Thinking Questions
311(10)
Exercise 9--1 Self-Esteem
312(2)
Exercise 9--2 Intrinsic Versus Extrinsic Motivation
314(4)
Exercise 9--3 Reinforcement Hierarchy
318(1)
Exercise 9--4 Motivation Case Study
319(1)
Exercise 9--5 Your Own Motivation Theory
320(1)
Employee Satisfaction and Commitment
321(27)
Why Should We Care About Employee Attitudes?
321(2)
What Causes Employees to Be Satisfied with Their Jobs?
323(7)
What Individual Differences Affect Job Satisfaction?
323(3)
Are Employee's Job Expectations Being Met?
326(1)
Are the Tasks Enjoyable?
326(1)
Do Employees Enjoy Working with Supervisors and Coworkers?
326(1)
Are Coworkers Outwardly Unhappy?
326(1)
Are Rewards and Resources Given Equitably?
327(1)
Is There a Chance for Growth and Challenge?
328(2)
Integration of Theories
330(1)
Measuring Job Satisfaction
331(1)
Commonly Used Standard Inventories
331(1)
Custom-Designed Inventories
332(1)
Absenteeism
332(7)
Linking Attendance to Consequences
336(1)
Increasing Attendance by Reducing Employee Stress
337(1)
Increasing Attendance by Reducing Illness
338(1)
Reducing Absenteeism by Not Hiring ``Absence Prone'' Employees
338(1)
Uncontrollable Absenteeism Caused by Unique Events
339(1)
Turnover
339(2)
Cost of Turnover
339(1)
Reducing Turnover
340(1)
Chapter Summary
341(1)
Critical Thinking Questions
341(7)
Exercise 10--1 Stability of Job Satisfaction
342(1)
Exercise 10--2 Core Self-Evaluation
343(2)
Exercise 10--3 Your Level of Life Satisfaction
345(2)
Exercise 10--4 Case Study
347(1)
Organizational Communication
348(33)
Types of Organizational Communication
348(8)
Upward Communication
348(3)
Downward Communication
351(2)
Business Communication
353(1)
Informal Communication
354(2)
Interpersonal Communication
356(10)
Problem Area 1: Intended Message Versus Message Sent
356(1)
Problem Area 2: Message Sent Versus Message Received
357(5)
Problem Area 3: Message Received Versus Message Interpreted
362(4)
Improving Employee Communication Skills
366(3)
Interpersonal Communication Skills
366(1)
Written Communication Skills
366(3)
Chapter Summary
369(1)
Critical Thinking Questions
369(12)
Exercise 11--1 Informal Communication
370(2)
Exercise 11--2 Nonverbal Communication
372(4)
Exercise 11--3 Your Listening Style
376(1)
Exercise 11--4 Listening Quiz
377(3)
Exercise 11--5 Readability
380(1)
Leadership
381(31)
An Introduction to Leadership
381(1)
Personal Characteristics Associated with Leadership
381(5)
Leader Emergence
381(2)
Leader Performance
383(3)
Interaction Between the Leader and the Situation
386(4)
Situational Favorability
386(1)
Organizational Climate
387(1)
Subordinate Ability
388(1)
Relationships with Subordinates
389(1)
Specific Leader Skills
390(6)
Leadership Through Decision Making
391(1)
Leadership Through Contact: Management by Walking Around
392(1)
Leadership Through Power
392(2)
Leadership Through Vision: Transformational Leadership
394(1)
Leadership Through Persuasion
395(1)
Cultural Differences in Leadership: Project GLOBE
396(2)
Leadership: Where Are We Today?
398(3)
Chapter Summary
401(1)
Critical Thinking Questions
401(11)
Exercise 12--1 Thinking About Leadership
402(2)
Exercise 12--2 Understanding Your Leadership Style
404(8)
Group Behavior and Conflict
412(33)
Definition of a Group
412(1)
Multiple Members
412(1)
Group Rewards
412(1)
Corresponding Effects
412(1)
Common Goals
413(1)
Reasons for Joining Groups
413(2)
Affiliation
413(1)
Identification
413(1)
Emotional Support
414(1)
Assistance or Help
414(1)
Common Interests
414(1)
Common Goals
414(1)
Physical Proximity
414(1)
Assignment
414(1)
Factors Affecting Group Performance
415(8)
Group Cohesiveness
415(3)
Communication Structure
418(1)
Group Roles
418(1)
Presence of Others
418(2)
Individual Dominance
420(2)
Groupthink
422(1)
Individual Versus Group Performance
423(1)
Group Conflict
424(6)
Types of Conflict
424(1)
Causes of Conflict
424(2)
Conflict Styles
426(3)
Resolving Conflict
429(1)
Chapter Summary
430(1)
Critical Thinking Questions
431(14)
Exercise 13--1 Focused Free-Write
432(1)
Exercise 13--2 Increasing Group Membership
433(1)
Exercise 13--3 Competition and Conflict
434(2)
Exercise 13--4 Cohen Conflict Response Inventory (short version)
436(3)
Exercise 13--5 Reactions to Conflict
439(2)
Exercise 13--6 Reacting to Conflicts
441(4)
Organization Development
445(29)
Managing Change
445(8)
Sacred Cow Hunts
445(1)
Employee Acceptance of Change
446(2)
Implementing Change
448(1)
Organizational Culture
449(3)
Coping with Change
452(1)
Empowerment
453(6)
Making the Decision to Empower
453(2)
Levels of Employee Input
455(3)
Empowerment Charts
458(1)
Consequences to Empowerment
458(1)
Teams
459(5)
What Is a Team?
459(2)
Types of Teams
461(1)
How Teams Develop
462(1)
Why Teams Don't Always Work
462(2)
Downsizing
464(3)
Reducing the Impact of Downsizing
464(2)
Effects of Downsizing
466(1)
Chapter Summary
467(1)
Critical Thinking Questions
467(7)
Exercise 14--1 Sacred Cow Hunts
468(2)
Exercise 14--2 Organizational Culture
470(1)
Exercise 14--3 Vroom-Yetton Decision-Making Model
471(2)
Exercise 14--4 Teams
473(1)
Stress Management: Dealing with the Demands of Life and Work
474(28)
Stress Defined
474(1)
Eustress
474(1)
Distress
474(1)
Predisposition to Stress
475(1)
Stress Personalities
475(1)
Gender, Ethnicity, and Race
476(1)
Stress Sensitization
476(1)
Sources of Stress
476(4)
Personal Stressors
476(1)
Occupational Stressors
477(3)
Other Sources of Stress
480(1)
Consequences of Stress
480(3)
Personal Consequences
480(1)
Organizational Consequences
481(2)
Managing Stress
483(7)
Planning for Stress
483(2)
During and After Stress
485(1)
Stress Reduction Interventions Related to Life/Work Issues
486(4)
Workplace Violence
490(3)
Perpetrators of Workplace Violence
491(1)
Reducing Workplace Violence
492(1)
Chapter Summary
493(1)
Critical Thinking Questions
493(9)
Exercise 15--1 Type A Behavior
494(2)
Exercise 15--2 Optimism
496(2)
Exercise 15--3 Lifestyle Questionnaire
498(2)
Exercise 15--4 Empowering and Motivating Yourself: Gaining Control Over Your Life
500(2)
Working Conditions and Human Factors
502(30)
Work Schedules
502(7)
Compressed Work Weeks
502(1)
Flexible Work Hours
503(1)
Peak-Time Pay
504(1)
Job Sharing
504(1)
Work at Home
505(1)
Shift Work
506(2)
Moonlighting
508(1)
Work Environment
509(8)
Noise
509(1)
Music
510(2)
Temperature
512(3)
Office Design
515(2)
Ergonomics and Human Factors
517(8)
Providing Ergonomically Correct Work Environments
517(2)
Product Design
519(3)
System Efficiency
522(1)
Transportation
523(2)
Chapter Summary
525(1)
Critical Thinking Questions
525(7)
Exercise 16--1 Work Schedules
526(1)
Exercise 16--2 The Work Environment
527(1)
Exercise 16--3 Office Environments
528(4)
Glossary 532(17)
References 549(42)
Name Index 591(11)
Subject Index 602

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