00000cam a22000003i 4500 UP-1685594773861620791 Buklod 20081003144504.0 j|||||||||||||| | ta 150302s2008 njua rb |||| u|eng d 9780136009900 0136009905 (iLib)UPBAG-00004015189 BC-56454 Php7,378.00 DLC BAG rda eng HF 5548.8 R43 2008 Riggio, Ronald E. author. Introduction to industrial/organizational psychology Ronald E. Riggio ; consulting editor, Lyman W. Porter. Fifth edition. Upper Saddle River, New Jersey Pearson/Prentice Hall 2008. xxi, 554 pages illustrations 24 cm Includes bibliographical references (pages 476-525) and indexes. Part One: Introduction -- Chapter One: Introduction: definitions and history -- What is industrial/ organizational psychology? -- The science and practice of industrial/organizational psychology -- The roots and early history of industrial/ organizational psychology -- The beginnings -- The great depression years and world II -- The postwar years and the modern era -- Industrial/ organizational psychology today and in the future -- First trend: The changing nature of work -- Second trend: expanding focus on human resources -- Third trend: Increasing diversity of the work-force -- Fourth trend: Increasing globalization of business -- Summary. Chapter Two: Research methods in industrial/ organizational psychology -- Social scientific research methods -- Goals of social scientific research methods -- Steps in the research process -- Formulation of the problem or issue -- Generation of hypotheses -- Selecting the research design -- Collection of data -- Analyses of research data -- Interpretation of research results -- Major research designs -- The experimental method -- Two examples of the experimental method: a laboratory and a field experiment -- Quasi-experiments -- The correlational method -- Two examples of the correlational method -- Meta-analysis -- The case study method -- Measurement of variables -- Observational techniques -- Self-report techniques -- Measuring work outcomes: the bottom line -- Interpreting and using research results -- Ethical issues in research and practice in I/O psychology -- Summary -- Appendix: Statistical analyses of research data -- Descriptive statistics -- Interferential statistics -- Statistical analysis of experimental method data -- Statistical analysis of correlational method data -- Appendix summary. Part two: Personnel job analysis -- Chapter three: Job analysis -- Job analysis methods -- Observation -- Participation -- Existing data -- interviews -- Surveys -- Job diaries -- Specific job analysis techniques -- Job element method -- Functional job analysis -- Position analysis questionnaire -- Critical incidents technique -- Comparing the different job analysis techniques -- Job analysis and the ADA -- Job evaluation and comparable worth -- Summary. Chapter four: Employee selection -- A model for employee selection -- Steps in the employee selection process -- Employee recruitment -- Employee screening -- Evaluation of written materials -- References and letters of recommendation -- Employment testing -- consideration in the development and use of personnel screening and testing methods -- Types of employee screening tests -- Test formats -- Biodata instruments -- Cognitive ability tests -- Mechanical ability tests -- Motor and sensory ability tests -- Job skills and knowledge tests -- Personality tests -- Honesty and integrity tests -- Other employee screening tests -- The effectiveness of employee screening tests -- Assessment centers -- Hiring interviews -- Employee selection and placement -- Making employee selection decisions -- Employee placement -- Equal employment opportunity in employee selection and placement -- Testing disabled job applicants -- Summary. Chapter five: Evaluating employee performance -- Job performance appraisals -- The measurements of job performance -- Objective versus subjective performance criteria -- Sources of performance ratings -- Supervisors appraisals -- Self-appraisals -- Peer appraisals -- subordinate appraisals -- Customer appraisals -- 360-degree feedback -- Methods of rating performance -- Comparative methods -- Ranking -- Paired comparison -- Forced distributions -- Individual methods -- Graphic rating scales -- Behaviorally anchored rating scales -- Behavioral observation scales -- Checklists -- Narratives -- Problems and pitfalls in performance appraisals -- Leniency/severity errors -- Halo effects -- Recency effects -- Causal attribution errors -- Personal biases -- Cross-cultural and international issues -- The performance appraisal process -- Legal concerns in performance appraisals -- Team appraisals and the future of performance appraisals -- Summary. Chapter six: Employee training and development -- Areas of employee training -- New employee orientation and training -- Retraining and continuing education programs -- Retirement planning and preparation -- Employee career development -- Training workers for international assignments -- Training in diversity issues, harassment, and ethical behavior -- Team behavior -- Fundamentals issues in employee training -- Key issues in the success of training programs -- Assessing training needs -- Organizational analysis -- Task analysis -- Person analysis -- Demographic analysis -- Establishing training objectives -- Development and testing of training materials: employee training methods -- On site methods -- Off-site methods -- Management/ leadership training methods -- Implementation of the training program -- Evaluation of the training program -- Equal employment opportunity issues in employee training -- Summary. Part three: Worker issues -- Chapter seven: Motivation -- Defining motivation -- Need theories of motivation -- Basic need theories -- McClelland's achievement motivation theory -- Behavior-based theories of motivation -- Reinforcement theory -- Extrinsic versus intrinsic motivation -- Goal-setting theory -- Job design theories of motivation -- Herzberg's two-factor theory -- Job characteristics model -- Cognitive theories of motivation -- equity theory of motivation -- Expectancy (VIE) theory of motivation -- Comparing, contrasting, and combining the different motivation theories -- The relationship between motivation and performance -- Systems and technology variables -- Individual difference variables -- Group dynamics variables -- Organizational variables -- summary. Chapter eight: Job satisfaction and positive employee attitudes and behavior -- Job satisfaction -- The measurement of job satisfaction -- Job satisfaction and job performance -- Organizational commitment -- Organizational commitment and job satisfaction -- Job satisfaction, Organizational commitment, and employee attendance -- Employee absenteeism -- Employee turnover -- Increasing job satisfaction and organizational commitment -- Changes in job structure -- Changes in pay structure -- Flexible work schedules -- Benefit programs -- Positive employee attitudes and behaviors -- Organizational citizenship behaviors -- Positive affect and employee well-being -- Summary. Chapter nine: Worker stress and negative employee attitudes and behaviors -- Defining worker stress -- Sources of worker stress -- Stressful occupations -- Organizational sources of work stress: situational stressors -- Work tasks stressors -- Work overload -- Underutilization -- Work role stressors -- Job ambiguity -- Lack of control -- Physical work conditions -- Interpersonal stress -- Harrasment -- Organizational change -- Work-family conflict -- Individual sources of work stress: dispositional stressors -- Type A behavior pattern -- Susceptibility/resistance to stress -- Self-efficacy -- Measurement of worker stress -- Physiological measures -- Self-report assessments -- Measures of stressful life events -- Measurement of person-environment fit -- Effects of worker stress -- Job burnout -- Coping with worker stress -- Individual coping strategies -- Organizational coping strategies -- Negative employee attitudes and behaviors -- Alcohol and drug use in the workplace -- Summary. Part Four: Work group and organizational issues communication in the workplace -- Chapter Ten -- The communication process: a definition and a model -- Research on the communication process -- Source factors -- Channel factors -- Audience factors -- Nonverbal communication in work settings -- The flow of communication in work organizations -- Downward, upward, and lateral flow of communication -- Barriers to the effective flow of communication -- Communication networks -- Centralized networks -- Decentralized networks -- Formal and informal lines of communication: the hierarchy versus the grapevine -- Organizational communication and work outcomes -- Summary. Chapter eleven: Group processes in work organizations -- Defining work groups -- Roles -- Norms -- Organizational socialization: Learning group roles and norms -- Basic group processes -- Conformity -- Group cohesiveness -- Group efficacy -- Cooperation and competition in work groups -- Cooperation -- Competition -- Conflict in work groups and organizations -- Levels of conflict -- Sources of conflict -- Conflict outcomes -- Managing conflict -- Group decision-making processes -- Effectiveness of group decision making -- Group decision making gone awry: groupthink and group polarization -- Groupthink -- Group polarization -- Teams and teamwork -- Summary. Chapter twelve: Leadership: What is leadership? -- Defining leadership -- Universalist theories of leadership -- Great man/woman theory -- Trait theory -- Behavioral theories of leadership -- Ohio State studies -- University of Michigan leadership studies -- Evaluation of the behavioral theories of leadership -- Contingency theories of leadership -- Fiedler's continguency model -- The path-goal theory -- The decision-making model -- The leader-member exchange model -- Charismatic and transformational leadership theory -- Transformational leadership theory -- Comparing and contrasting theories of leadership -- Applications of leadership theories -- Leadership training -- Job design and substitutes for leadership -- Summary. Chapter thirteen: Influence, power, and politics -- Defining influence, power, and politics -- Influence: the use of social control -- Power: a major force in work organizations -- Power sources -- Power dynamics distribution -- Ways to increase power -- Power and dependency relationships -- Power and work outcomes -- The power corollary -- Power and leadership -- Organizational politics -- Defining organizational politics -- Types of political behaviors -- Causes of organizational politics -- Competition for power and resources -- Subjective performance appraisals -- Delay in measurement of work outcomes -- Compensation for inadequacies -- Lack of cooperation and interdependence - Increased group decision making -- Consequences of organizational politics -- a contingency approach to organizational power and politics -- Summary. Chapter fourteen: Organizational structure,culture, and development -- Organizational structure -- Dimensions of organizational structure -- Traditional versus nontraditional structures -- Chain of command and span of control - Functional versus divisional structure -- Centralized versus decentralized structure -- Traditional organizational and nontraditional organizational structures -- Traditional organizational structures -- The bureaucracy -- The line-staff organizational structure -- Nontraditional organizational structures -- The team organization -- The project task force -- The matrix organization: a hybrid of traditional and nontraditional designs -- Contingency models of organizational structure -- Organizational structure and work technology -- Organizational structure and the external environment -- Organizational culture -- Societal influences on organizational culture -- Measures of organizational culture -- Organizational development -- Organizational development techniques -- Survey feedback -- T-groups -- Team building -- Process consultation -- Management by objectives (MBO) -- Quality circles -- The effectiveness of organizational development -- Summary. Part Five: Related areas -- Chapter fifteen: Human factors and occupational health psychology -- Human factors -- Operator-machine systems -- Displays -- Operator information processing and decision making -- Controls -- Workspace design -- Occupational health psychology -- Work safety -- Workplace dangers -- Programs to increase work safety -- Disease prevention and health promotion in the workplace -- Work-family balance -- Summary. Psychology, Industrial. Organizational change. Porter, Lyman W. consulting editor. FO UPBAG UPBAG-MAIN HF 5548.8 R43 2008 Book