Index
The Emerald Review of Industrial and Organizational Psychology
ISBN: 978-1-78743-786-9, eISBN: 978-1-78743-785-2
Publication date: 13 August 2018
This content is currently only available as a PDF
Citation
Dipboye, R.L. (2018), "Index", The Emerald Review of Industrial and Organizational Psychology, Emerald Publishing Limited, Leeds, pp. 897-912. https://doi.org/10.1108/978-1-78743-785-220181021
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Abilities, cognitive
, 12–14, 187, 449–450, 454, 679–684, 726, 728, 730–736
Abilities, physical
, 517–519, 684–686
Ability requirement scales
, 522, 679
Absenteeism
, 197, 201–204, 206, 208, 209
Academic research vs. practical realities
, 99–100
Acceptance and commitment to the goal
, 111
Accountability
, 554–556, 578
Achievement motivation
, 112, 131, 133, 135–137, 161–162, 170, 172, 449–450
Achievement tests
, 677–678, 698–699
Adams equity theory
, 141–148
Adaptation level
, 188–189
Additive group tasks
, 377, 388
Advance organizer
, 590
Adverse impact
, 645–650, 652–653, 670
Affect circumplex
, 193–194
Affective commitment
, 206–207
Age
, 184, 186–187, 189, 248–249, 547–548, 646–647, 697–698
Age bias in performance appraisal
, 547–548
Age Discrimination in Employment Act (ADEA)
, 646–647
Agreeableness
, 147, 187, 250, 255, 267, 270, 294, 296, 378, 379, 449, 451, 519, 691, 693, 695, 717, 726, 728, 730, 747
Alpha, beta, and gamma change
, 82
Americans with Disability Act (ADA)
, 644, 647
Anticipatory socialization
, 359–360
Anxiety
, 75, 94–95
Applicant pool
, 655, 663, 669
Applicant reactions
, 725, 736
Apprenticeships
, 602, 604, 623
Aptitude-treatment-interaction (ATI) research design
, 621
Army alpha and beta tests
, 13
Artifacts
, 86, 636–638, 640
Ashby’s law of requisite variety
, 352–353
Assembly line
, 4, 9, 46
Assessment center ratings
, 710–712
Assessment of trainability
, 586–587
Assimilation rating bias
, 546
Attitudes, work-related
components of
, 176
employee engagement
, 209–211
formation of satisfaction
, 190–196
affective and physiological states
, 193–196
comparison, internal standards
, 191–192
social comparisons
, 192–193
job involvement
, 205–206
job satisfaction
, 196–205
measurement of satisfaction
, 177–182
organizational commitment
, 206–209
outcomes of satisfaction/dissatisfaction
, 196–205
personal characteristics correlates
, 184–187
person-environment fit
, 190
stability of satisfaction
, 187–190
work environment correlates
, 182–184
Authoritarianism
, 489
Autochtonous coordination
, 398
Autonomous work groups
, 427–429, 439
Balance theory
, 345–346
Banding of cut scores
, 659–664
Bandura’s social learning theory
, 29, 593, 611
Bank wiring room studies
, 21
Bare bones meta-analysis
, 638
Base rate of success (BRS)
, 655–657
Bayesian statistics
, 87, 100
Beauty is beastly effect
, 547
Behavior requirement approach to job analysis
, 499
Behavioral Anchored Rating Scales (BARS)
, 557–560, 564, 577
Behavioral Description Interviews
, 703–704
Behavioral Expectation Scale (BES)
, 557–559
Behavioral modeling
, 593, 611–612, 621
Behavioral observation scale (BOS)
, 557, 560–561, 564
Behaviorism
, 12, 19–20, 44
Between-persons version of VIE theory
, 126–127
Big five personality factors
, 79, 187, 250, 270, 312, 336, 357, 437, 449, 519, 691, 692, 695, 711, 717, 730
Biodata
, 707–708, 725, 727, 729, 735–736
Biofeedback
, 257
Biographical inventory blank (BIB)
, 705–707
Bmod
, 114, 118–120, 155
Bona fide occupational qualification (BFOQ)
, 646, 648
Brainstorming
, 380, 389, 425, 431–432
Brand personality, corporate
, 336
Brogden-Cronbach-Gleser utility formula
, 658–659
Brokerage
, 355, 358–359
Bullying
, 184, 213, 232, 233, 420, 450, 538
Bureaucratic ideal
, 10
Burnout
, 68, 197, 213, 233, 241, 243–245, 247, 251, 253, 259, 262, 310, 474, 747
Campbell, McCloy, Oppler and Sager’s model of performance criteria
, 537
Careers
, 186, 188, 206–208
Central tendency rating effect
, 59
Centralization
, 7, 36, 306–307, 310, 445, 741
Centralized/decentralized network
, 349–352
Chain of command
, 7, 27, 32, 37–39, 270, 316, 366
Charismatic leadership
, 464–465, 468, 479, 492
Civil rights act of
, 640, 644–647, 654
Classical conditioning
, 114
Classical organizational theory
, 2, 6–10, 12, 15, 16, 20, 24, 25, 27–30, 32, 34, 35, 37–39, 45, 269, 308, 321, 327, 364, 367
Classical test theory (CTT)
, 14
Cleary model
, 648–652
Clinical vs. mechanical combination of predictors
, 666
Closed systems
, 34, 36
Coaching
, 595, 602–603
Coefficient of stability
, 631
Coercive power
, 301, 324, 415, 462, 463
Cognitive appraisal
, 216, 217, 221–222, 240
Cognitive Resource Theory
, 454
Cognitive strategies of learning
, 588, 589, 594–595, 617
Cohesion, group
, 374–375, 382, 392, 400, 407, 414–417, 426, 435–436, 438
Cold War
, 2, 26–27, 38, 40
Collective identity
, 337, 340–342
Common regression line
, 649–650, 652
Communication
, 32–33, 37–40, 265–266, 267, 271–284, 289, 291, 312–313, 317, 331–335, 352, 354, 373, 389, 391–392, 396, 433–436, 460–462
Communication network
, 352
Comparable worth
, 527–530
Comparison level (CL)
, 285, 313
Comparison theories of satisfaction
, 191–192
Compensatory strategy of combining predictors
, 664–665
Computer-mediated communication
, 267, 272, 281, 397, 420, 431, 433–436
Concrete vs. symbolic resources
, 284
Concurrent or current employee validation
, 635
Conference discussions
, 609
Confidence interval
, 70–71, 87, 639–640, 668
Confirmatory tests
, 78
Conflict
, 266, 275, 286–294, 296, 305, 313, 460, 463–464, 482, 484–485, 487
Conflict management
, 76–78, 444, 456, 463–464
Conformity, anticonformity, and independence
, 304–305, 392–393,
Confounding variables
, 82, 88, 90, 468, 598, 615, 721
Conjunctive tasks
, 377, 388
Consensus decision making
, 431
Conservation of resources (COR) model
, 255
Construct, defined
, 57
Construct validation
, 74–81, 92, 94–95
Content validity
, 634, 641–642
Contextual approach to job analysis
, 499
Contextual interference
, 596–597, 599
Contextual performance
, 381
Contingency theories of leadership
, 480–491
Continuance commitment
, 206–207
Contrast rating effect
, 545–546, 701
Control theory
, 169–172
Convergent validity
, 76, 138, 642
Cooperation, competition, and conflict
, 24, 232–233, 240, 286–292, 308, 313, 353, 395–396, 434, 437
Cooperative learning
, 593–594
Cooperative vs. Competitive reward systems
, 174, 287–289, 308
Coping styles, stress
, 258–259
Core self-evaluations
, 158–159
Core values
, 317, 331–335
Corrections for attenuation
, 84–86, 637–641
Correlation coefficient
, 55–56, 62–67, 74, 84, 86, 90
Correlational study
, 89–90, 92
Counterproductive work behavior (CWB)
, 245, 248, 266, 295–300, 310, 313
Contagion
, 199, 346–350, 400, 426
Corporations
, 3, 5, 10, 18, 39, 46
Creative individualism
, 363–364
Creativity
, 688–689, 691, 697–698, 708–709
Credibility interval
, 639–640
Crew Resource Management (CRM)
, 420–421
Criterion related validity
, 74, 80, 83, 85
Criterion relevance, deficiency, and contamination
, 540–542
Critical Incidents Technique (CIT)
, 501, 509, 514–515
Crystallized intelligence
, 582
Culture, occupational (Schein’s description)
, 334–345
Customer evaluations
, 569
Cutoff scores
, 647, 649, 660–665
Daft and Lengel’s theory of media richness
, 280–281
Daily hassles
, 238–239
Decision making
in the contemporary era
, 39–40
group tasks
, 388–389
group technologies for
, 431–433
job analysis dimension
, 512, 519, 523
in open system/contingency theory
, 34–38
participation in
, 183–184, 261, 307, 427–430, 488–489
theorists
, 33–34
in the traditional pyramid
, 321–323
in virtual groups
, 433–436
Vroom/Yetton/Jago model
, 483–484, 487
Delayed test-retest
, 631
Dense networks
, 353–354, 356
Depersonalization
, 231, 244, 247, 249, 262
Descriptive statistics
, 58–59
Destructive leadership
, 473–474
Deviation, standard
, 640, 658, 662
Devil’s advocacy approach to group problem solving
, 432
Differential prediction
, 727, 732–734
Differential validity
, 648, 652–653, 727, 731–732, 734
Differentiation, organizational
, 290
Disability
, 503
Discriminant validity
, 76, 78, 209
Discrimination
, 2, 13, 29, 185, 235–236, 249–250, 262, 502, 503, 528–532, 547–549, 552, 555, 643–654, 670–671, 700, 712, 733–734, 759
Discrimination, impact on health and well-being
, 184, 235–236, 249–250
Discriminative validity
, 78, 709–710
Disjunctive group task
, 377, 388, 390
Disparate impact discrimination cases
, 647–648
Distress
, 214–215, 234
Distributed practice
, 591
Distributive justice
, 140–145, 148–149, 151, 153
Diversity
, 373, 380–385, 405, 411, 437
Diversity mindsets
, 383–384, 437
Diversity, deep and surface level
, 376, 380–382, 385, 437
Division of labor
, 3–5, 7, 8, 10, 316–320, 365, 390
Downsizing
, 217, 222, 236–238, 262, 263
Downward communication
, 277–278
Drug testing
, 712, 721, 723–724
Education and experience
, 696–699
EEOC uniform guidelines
, 640, 645–646, 653
Effect sizes
, 83–86
Embeddedness
, 204
Emergent group structure
, 374–375, 407–420
Emergent social structure
, 316–317, 366
Emotion(s)
, 109–110, 120, 171, 188, 191, 195–196, 690, 715–718
Emotional exhaustion
, 231, 233, 244, 247, 249, 262
Emotional intelligence (EI)
, 714–718, 726
Emotional stability
, 691, 694–695, 717, 718
Empirical vs. rational approach to scoring biodata
, 707
Employee engagement
, 176, 209–211
Employee theft
, 153
Employment-at-will principle
, 644
Encoding
, 272–275, 551
Entitivity
, 266, 316, 339
Environments, organizational
, 34–39, 42, 45, 298–299, 308, 324, 327, 333, 352–353, 364, 375–376, 404–405, 428, 444–448, 465, 480, 489, 557, 586
Equal Employment Opportunity Commission (EEOC)
, 640, 645–646
Equity theory, Adams’
, 141–148
Equivalent forms reliability
, 541, 632–633
Error avoidance training (EAT)
, 597–598
Error management training (EMT)
, 597–598
Eugenics movement
, 13–14
European Working Conditions Survey
, 179
Eustress
, 215, 222
Evaluating training programs
, 584, 616–622
Existence, Relatedness, Growth (ERG) Theory
, 135
Expectancies
, 111, 121–128, 140, 153, 166–168, 171, 173, 185, 191–192, 202
Expectancy banding
, 661
Expectancy chart
, 634
Experiment
, 82, 87–95, 97, 618–621
External equity in compensation
, 526
External referents
, 146
External validity
, 92, 95–98
Extrinsic motivation
, 160, 167, 303, 743
Faces scale
, 181, 211
Face-to-face groups
, 397, 433–436
Facet scales, satisfaction
, 182
Factor analysis
, 78–80
Factor loading
, 79, 733
Faking
, 694, 706
Faultline
, 381–385
Fayol’s administrative management theory
, 7–8
Feedback
, 108, 136, 159, 164–165, 167, 173, 183, 195, 257, 261, 272–273, 280–281, 310, 425–426, 430–431, 570, 572–578, 592, 593, 594, 596, 597, 602, 606–607, 611, 618, 701, 741, 746
Feedback sessions
, 576
Fiedler’s contingency theory of leadership
, 480–482
Field research
, 91, 97–98
Fight or flight response
, 216
Filtering in communication
, 273, 276, 278
Foa and Foa’s model of social exchange
, 283–284
Forced choice appraisal
, 557, 561–562
Forced distribution performance appraisal
, 564–567
Formal authority hierarchy (FAH) and real authority hierarchy (RAH)
, 325
Formal organizational chart
, 317–318, 320, 366
Formal power
, 320, 324
Formal structures
, 316, 318–319, 327, 333, 364–366
Forming, storming, norming, and performing model
, 372
Frame of reference (FOR) training
, 567, 701, 748
Frederick Taylor’s Scientific Management
, 7
French and Raven’s theory of social power
, 300–302, 462, 464
Frustration
, 104, 129–130, 132, 134–135
Functional Job Analysis (FJA)
, 509, 511–512, 514, 521, 524, 529, 533
Functionalism
, 11
Future oriented interview question
, 702–703
Gagne’s learning outcomes
, 587–588
Gagne’s model of instructional events
, 594–595
General adaptation syndrome (GAS)
, 216, 218–220
General Schedule (GS)
, 525
Generational differences
, 186
Global self-esteem
, 154, 156–158
Goals
acceptance and commitment
, 111
assigned vs. self-set
, 108, 110, 113
characteristics of
, 107–109
goal orientation
, 133, 405–406
group vs. individual
, 112
mediators
, 109–110
moderators of goal effects
, 110–113
multiple
, 167
self-concordant
, 155
Gossip and rumor
, 273, 278, 281–283
Grade point average (GPA)
, 63–67, 69, 706, 713–714, 726
Graphic scales
, 544–545, 557, 563–564, 577
Great Depression
, 1, 2, 15–18, 46
Grit
, 113
Group affect
, 374, 400–401
Group cohesiveness
, 414–415
Group coordination
, 397–398
Group dialectical inquiry
, 432
Group efficacy
, 402, 438, 744
Group feedback
, 425–426, 430
Group identification
, 339, 342, 372, 417–420, 434, 438
Group incentives
, 426–427
Group involvement in decision making
, 427–430, 483–488
Group norms
, 25, 31, 52, 128, 144–145, 316, 317, 327–331, 374, 392–393, 395, 403, 410–412
Group prosocial behavior
, 204, 313, 374, 381, 391, 498–400, 438
Group socio-emotional and task roles
, 318, 354, 374, 399, 438, 459
Group Support Systems (GSS)
, 420, 439
Group tasks
, 387–390
Groupthink
, 26, 276, 393, 416, 417, 438, 712
Growth needs
, 135, 161–162, 164–166, 171
Guanxi
, 355
Guided team reflexivity
, 422–423
Guilt proneness
, 202
Hackman and Morris’s Input-Process-Outcome model (IPO)
, 373–376
Hackman and Oldham’s Job Characteristics Theory (JCT)
, 164–166
Halo rating effect
, 83, 504, 538, 544–545, 550, 552, 553, 559, 560, 567, 568
Hardiness
, 252–253
Harking
, 56
Hawthorne effect
, 94, 606, 620
Hawthorne studies
, 20–23
Hay guide chart-profile method
, 526
Heat stress
, 221
Helping norms, emergence of
, 330
Heritability
, 189
Hersey and Blanchard’s situational theory
, 480, 490–491
Herzberg’s two-factor theory
, 162
Hidden profile group procedure
, 396–397
Hierarchical structure
, 133–136, 160, 170, 322–323, 333
High performance cycle model
, 199–200
Higher order needs
, 108, 133–135
History of I/O Psychology
contemporary era (1990–now)
, 38
artificial intelligence
, 39–40
climate change
, 42
computer technology
, 39–40
diminishing natural resources
, 41–42
global competition
, 39
immigration
, 42–44
internet
, 39–40
organizing and managing work in
, 44–45
population growth
, 41
robotics
, 39–40
terrorism
, 40–41
early years (1880–1920)
applications of
, 11–12
early theories or organization
, 6–7
emergence of
, 10–11
Fayol’s administrative management theory
, 7–8
first standardized cognitive ability test
, 12–14
founders of
, 12
immigration
, 4–5
psychometric theory
, 14–15
rise of consumerism
, 5–6
rise of the corporation
, 5
scientific management
, 8–9
Weber’s ideal bureaucracy
, 9–10
industrialization and mass production
, 3–4
middle years (1920–1945)
economic boom and bust
, 15–18
forces shaping work
, 15
Hawthorne studies
, 20–22
Human Relations Movement
, 22–23
neoclassical theorist
, 23–26
theories of work behavior
, 20
WWII
, 18–19
post-WWII era (1945–1990)
cold war
, 27
decision theorists
, 33–34
economic growth
, 26–27
modern human relations theorists
, 30–33
open systems/contingency approach
, 34–38
protest and social activism
, 29
psychology during
, 29–30
rise of organizational psychology
, 30
space exploration
, 27–28
research ethics in
, 98–99
Holland’s theory of vocational interests
, 523, 686–687
Homeostatic model
, 129–130, 134, 143, 160, 161, 171
Hoppock job satisfaction scale
, 180–181
House’s theory of charismatic leadership
, 465
Human Relations Movement
, 20, 22–23, 26, 30–35, 38, 198, 620, 742–743
Human Resource Management (HRM), vii, viii, ix
, 7, 19, 26, 30, 201, 495, 536, 537, 571, 578, 625, 701, 723, 737, 752
Hypothesis
, 54–56, 69
Hypothetic-deductive method
, 54–55
Idea generation tasks
, 389
Ideal criteria (sometimes called the ultimate criteria)
, 540–541
Illicit drugs
, 721, 723
Illumination studies, Hawthorne
, 21
Image, organizational
, 336–337
Immediacy in language
, 280, 460–461
Immigrants
, 5, 13, 43
Implicit leadership theories
, 476–477
Implicit personality theory
, 551–552
Impression management
, 466, 479
Independent variable (IV)
, 87–95
Indifference, zone of
, 25
Individual assessments
, 724–725
Inductive approach
, 55–56
Industrial and organizational psychology, defined, vii
Industrial revolution
, 2–3, 5
Industrial Workers of the World (IWW)
, 18
Inferential statistics
confidence intervals
, 70–71
testing the significance of a difference
, 69–70
Influence tactics
, 302–304, 312, 392, 462–463
Informal learning behavior
, 602
Informational fairness
, 140, 151–153
Information processing
, 30, 33, 37, 39, 44, 504, 507, 512, 523, 552–554, 577
Information sharing, group
, 394, 396–397, 427, 434–435
Informed consent
, 759, 760
Initiating structure and consideration
, 457, 491–492
Injunctive norms
, 328–330
Inspirational leader
, 465–468
Instructional events
, 594–595, 623
Instructional methods
, 610, 612, 614–615, 623
Instructional objectives
, 587–589, 593, 612, 616–617
Instructional systems model of training
, 583–584
Instrumentality
, 122–123
Integrity tests
, 721–723, 727, 730
Intellective tasks
, 388–390
Intellectual skills
, 587–589, 594
Intelligence, see Abilities, cognitive
Interactional fairness
, 151–153
Interaction processes
, 373–376, 399–400, 420, 437
Interdependence
, 35–36
Internal consistency
, 72–73, 75, 540, 541, 561, 632, 633
Internal equity
, 502, 526–527, 530
Internal validity
, 92–94
Internships
, 602, 604
Interrater agreement
, 73, 504, 570
Interrater reliability
, 73, 503, 504, 540, 633
Interval scale
, 71–72, 87
Interviews
adverse impact
, 728–729
applicant reactions to
, 735
in coaching
, 760
criterion-related validity
, 726–727
in individual assessments
, 725
inter-interviewer reliability
, 632–633
measuring job satisfaction
, 177–178
method of job analysis
, 505–506
performance feedback interview
, 573–577
reliance on with intuitive approaches
, 627–630
selection interviews
, 700–705
Intransitivity
, 565
Intrinsic motivation
, 138, 159–164
Intuition as source of knowledge
, 52–53
Intuitive approach to selection
, 671–672
Jackson’s Return Potential Model (RPM)
, 328–329
Jaque Time Span of Discretion (TSD)
, 525
Job (defined)
, 495–498
Job analysis
amount of information needed
, 508
approaches to
, 498–500
components measured in
, 495–498
evaluating
, 503–505
methods used
, 505–506, 509–525
reasons for
, 500–502
sources of job information
, 506–508
used in compensation
, 525–532
Job Characteristics Theory
, 164–166
Job description
, 499
Job Description Index (JDI)
, 180, 182, 211
Job Diagnostic Survey (JDS)
, 499, 501
Job elements
, 496
Job enrichment
, 164–166, 501
Job evaluation
, 502, 525–532
Job family
, 497–498
Job insecurity
, 236–237, 247–248
Job involvement
, 176–177, 205–206, 209–211
Job knowledge tests
, 698–699, 727
Job rotation
, 602, 605
Job satisfaction
affective and physiological states
, 193–196
comparison against internal standards
, 191–192
measurement
, 177–183
environmental correlates
, 182–184
outcomes of
, 196–205
personal correlates
, 184–190
social comparisons
, 192–193
Job zone in O*NET
, 523
Justice (fairness)
distributive
, 141–148
informational
, 151–153
inter-relations among types
, 153
interactional
, 150–151
procedural
, 148–150
as source of satisfaction
, 183
as source of stress
, 233–236
two-component model
, 153
Karasek and Theorell Job Demands-Control-Support model
, 226–227, 250
Katz and Kahn’s model of role sending and role taking
, 318–320
Key issues interview scoring
, 703
Knowledge of results
, 108, 593, 597
Knowledge tests
, 698–699, 727
KSAOs (knowledge, skills, abilities, and other characteristics) job analysis
, 499
Laboratory research
, 91, 95–98, 371, 377, 386, 390–391, 413
Layoffs (downsizing, reductions in force)
, 236–237, 258
Leader Behavior Description Questionnaire (LBDQ)
, 457
Leader contagion
, 347
Leader directiveness
, 454, 458, 488
Leader expectations
, 478–479
LEADER MATCH
, 482
Leader-Member Exchange (LMX)
, 444, 469–472
Leader Opinion Questionnaire (LOQ)
, 457, 460
Leader prototypes
, 475–477
Leader vs. manager or supervisor
, 442–443
Leadership
defined
, 442–443
neutralizers
, 447–448
behavioral approach
, 455–475
cognitive approaches
, 475–479
contingency approaches
, 480–491
romance of
, 441–442
situational approaches
, 445–448
trait approaches
, 448–455
Learning
cognitive ability as predictor
, 13–14, 681–684
basic skills (O*NET)
, 696
Bmod principles
, 114–120
effects of monetary incentives
, 162–164
Gagne’s learning outcomes
, 587–588
goal orientation
, 133, 425
group learning
, 404–406, 420–423
learning organizations
, 582
learning vs. performance stage
, 113
providing opportunities
, 741
social learning theory
, 29, 120
socialization tactics
, 361–363
recommendations from learning research
, 590–594
as threat to internal validity (maturation)
, 93
transactive memory
, 406–407
Least preferred coworker (LPC) scale
, 480–482
Lecture
, 606–610, 612, 614
Legitimate power
, 301, 302, 324, 442, 462, 472, 481
Leniency rating effect
, 538, 541, 544, 545, 550, 553, 556–557, 560, 564, 565, 567, 568–569, 701, 712
Levels of measurement
, 71–72
Life events
, 239, 262
Linear programs (programmed instruction)
, 607
Locus of control
, 146, 158, 160, 238, 251, 255, 303, 304, 310, 311, 726
Lofquist and Dawis Theory of Work Adjustment (TWA)
, 626, 688–689
Lower level needs
, 134, 135, 160, 172
Machiavellianism
, 303, 310–311
Maintenance of training
, 595
Management of Differences Exercise (MODE)
, 463–464
Management by objectives
, 26
Managerial Grid©
, 458–460
Maslach burnout inventory
, 244
Maslow’s need hierarchy
, 133–136, 139, 160, 169
Massed vs. spaced practice strategy
, 591
Mass production
, 3–5
Matrix organization
, 27–28, 40, 47
Mayoism
, 22
McClelland’s three need theory
, 135–139
Mean, statistical
, 58–59
Measurement
, 53–54, 62, 66, 70–83, 85, 93, 631, 636–637, 660–661, 663
Mechanistic model
, 37
Median
, 58–59, 68
Mentoring
, 602–604
Meta-analysis
, 83–87, 636–638, 641
Microaggressions
, 249
Migration
, 42–43
Minimize Unpleasant Message (MUM)
, 276
Minnesota Satisfaction Questionnaire (MSQ)
, 180–182, 211
Mission statements
, 331–333, 336, 366, 367
Mixed Standard Scale (MSS)
, 557, 559–560, 564, 577
Mode
, 58–59
Moral maturity
, 146
Mortality (threat to internal validity)
, 93
Motivation (defined)
, 103–106
Motivational force
, 124, 125
Motivator-hygiene theory
, 161
Motives
, 129, 133, 136, 137
Motor skill
, 588, 589, 594–595
Multiconstruct multimethod matrix (MCMM)
, 75–79
Multifactor Leadership Questionnaire (MLQ)
, 464, 467, 493
Multimethod Job Design Questionnaire (MJDQ)
, 501, 509, 519
Multiple regression
, 67, 664–665
Multiple-hurdle model of selection decision making
, 665
Multiplexity
, 350, 353, 355
MUM effect (minimize unpleasant messages)
, 276
Murray’s taxonomy of needs
, 130–133
Narcissism
, 43, 474–475, 722
National Aeronautic Space Administration (NASA)
, 27, 40
National Electric Manufacturers Association (NEMA) job evaluation system
, 526
Need for achievement (nAch)
, 135–139, 167, 449–450,
Need for affiliation (nAff)
, 136–139, 449–450
Need for power (nPow)
, 135, 137–138, 449–450
Need Satisfaction Questionnaire (NSQ)
, 191
Negative affectivity (NA)
, 187, 253
Negative feedback
, 572–574
Negative feedback loop
, 169–170
Negative reinforcement
, 114–116
Negative relationships
, 413–414
Negative transfer of training
, 595
Negligent hiring
, 713
Neoclassical theorists
, 23–24
Network
analysis
, 354, 367
centralized
, 350, 352
characteristics
, 349–350
decentralized
, 349, 350, 352
density
, 353–354
features
, 355
multiplex
, 353
participants
, 349–350, 353
Neuroticism
, 691, 693, 726, 730
Neutralizers
, 447–448
New Deal
, 16–18
Nominal group technique
, 432
Nominal scale
, 57, 71
Noncompensatory strategies of combining predictors
, 665
Nonconscious mimicry
, 347
Nonequivalent control group study
, 90–91
Nonexperimental research
, 88–89, 92–93, 97
Nonverbal behaviors
, 235, 249, 252, 272–275, 280–281, 321, 397, 415, 433–435, 461, 465, 715
Normal distribution
, 15, 58, 59, 62
Normative commitment
, 206–207
Normative control
, 391
Null hypothesis
, 55, 69
Occupational Information Network (O*NET)
, 509, 520–524, 533–534, 676–679, 684–686, 690, 696–697
Objective measures
, 53, 56, 100, 149, 151, 542–543
Objectivity (in science)
, 53
Observed scores
, 662
Observation method of job analysis
, 505
Obtrusive vs. Unobtrusive research
, 91
Occupational Safety and Health Administration (OSHA)
, 229–230
Ohio State leadership studies
, 457–458
One-dimensional model of leadership
, 456–457
On-the-job training
, 601–602, 604–606, 608
Open office plans
, 278–279
Open skills
, 601
Open Systems/Contingency theory
, 36–38, 38
Operant conditioning
, 114–115, 118
Opponent process theory
, 188
Ordinal scales
, 71–72
Organization based self-esteem (OBSE)
, 155, 157–158
Organizational citizenship behavior (OCB)
, 199, 204–205, 207, 210, 266, 282, 292–297, 310, 312–313
Organizational climate
, 333–334, 366
Organizational commitment
, 147–148, 150, 152–153, 176–177, 206–211, 231–232, 237, 246, 294–295, 312
Organizational culture
, 334–335, 359
Organizational designs
, 321, 323, 365
Organizational deviance
, 298
Organizational development (OD)
, 26, 30, 260, 423, 600
Organizational differentiation
, 290
Organizational identity
, 317, 336–338, 341, 366
Organizational politics
, 233, 244, 305–306, 309, 312–313
Organizational psychology, rise of
, 30–38
Organizational structure
, 27–28, 30, 34, 39–40, 316, 319, 321, 445, 447
Organization training needs analysis
, 584–585
Ostracism
, 299–300
Overlearning
, 590–591
Overpayment inequity
, 142–144, 146
Overprediction
, 650, 652–653
Paired comparison performance appraisal
, 565
PAQ (position analysis questionnaire)
, 501–502, 507, 509, 512–514, 521–524, 529, 533
Paramedics
, 506, 521–524, 534
Parity of authority and responsibility
, 7
Part task learning
, 591–592
Partial inclusion
, 338–339
Participative decision making
, 483–488
Particularistic vs. universalistic resources
, 283–284
Past-oriented interview questions
, 702
Path-goal theory of leadership
, 488–490
Pcg
, 334
P-E fit, satisfaction
, 190
P-E fit, stress
, 217, 222, 254–255
Peer ratings
, 568
Perceived discrimination
, 184, 249–250
Perceptions of organizational politics (POPS)
, 233, 309–312
Perceived Person–Environment Fit Scales (PPEFS)
, 190
Performance appraisal
bases for employee evaluation
, 548–540
cognitive structures and processes in performance appraisals
, 550–554
contextual determinants of performance appraisals
, 554–557
criteria
, 537–538
evaluating appraisal measures
, 540–542
forcing comparisons to improve appraisals
, 564–567
giving feedback of appraisals
, 571–577
graphic rating scales
, 543–544
objective measures
, 542–543
rating effects
, 544–550
rating scales
, 557–564
training to improve appraisals
, 567
sources of appraisals
, 567–571
when to give appraisals
, 572
Performance feedback
, 108, 136, 159, 164–165, 183, 195, 257, 261, 272–273, 280–281, 310, 425–426, 430, 571–577, 578, 592–594, 596, 597, 602, 606–607, 611, 618, 701, 741, 746
Performance goal orientation
, 405
Performance vs. motivation
, 104–105
Person training needs analysis
, 586
Personal norms
, 410
Personal references
, 712–713
Personal relationships
, 268–269, 271
Personality questionnaires
, 695, 718, 736
Personality-Oriented Job Analysis
, 519
Personality-Related Position Requirements Form (PPRF)
, 519
Personal requirements approach job analysis
, 522, 524
Personality tests
, 689–696, 699, 706, 718, 725, 735
Personality trait EI
, 716–717
Personality traits
, 266, 269–270, 290, 303, 316, 330, 336–337, 376, 378, 444, 449, 452, 454–455, 480, 489, 678, 689–695, 714–717, 736
Personalized use of power
, 452
Person-role conflict
, 231–232
Physical ability tests
, 677, 684–686, 730–731
Physical attractiveness bias
, 546–547
Physical exercise
, 256–257
Placement
, 626, 666–667
PM theory of leadership
, 459
Point method of job evaluation
, 526, 529–530
Political behavior
, 266, 305–312
Political correctness norms
, 411–412
Political skill, self-reported
, 312
Political tactics
, 305–306, 308–309, 312–313
Polygraph
, 721–724
Pooled interdependence
, 268, 287, 306
Population growth
, 41, 48
Populism
, 15, 18
Position
, 496
Position power
, 472–473, 481–482
Positive feedback loops
, 169–171
Positive reinforcement
, 115, 116, 592–593
Positive transfer
, 595–597, 600
Posttest
, 91, 93–94
Power
, 11, 17–19, 26, 39–40, 105, 117, 130–131, 136–139, 316, 321–323, 325–326, 366
Power heterarchy
, 325
Power inhibition
, 450, 465
Powerless language
, 461
Pretest/posttest research design
, 619
Predictive validation
, 713, 736
Predictor measures, multiple
, 660, 664
Predictor scores
, 635, 666
Primacy rating effect
, 546, 701
Problem-solving style of performance feedback
, 575
Procedural fairness
, 140, 148–150
Procedural knowledge
, 587, 612, 615, 617
Process conflict
, 395–396
Process consultation
, 420, 424, 439
Process losses
, 391
Productivity measurement and enhancement system (PROMES)
, 430
Professional and Managerial Position Questionnaire (PMPQ)
, 514
Programmed instruction
, 606–608
Psychogenic needs
, 130–133
Psychological climate
, 333–334
Psychological contract
, 285–286
Psychological distress
, 233–234, 236, 239, 249, 252
Psychometric theory
, 14–15
Punctuated equilibrium
, 372
Punishment
, 114–116, 120, 131–132, 134, 160
Pyramid, traditional
, 321–323
Quality of interpersonal relationships
, 40, 310, 412–414, 469–472, 577, 691, 742–743
Quasi-experiment
, 90
Radical behaviorists
, 114
Random assignment
, 88–9, 92, 94
Range
, 60, 67–68, 70, 83–86
Rankings
, 564–566, 577
Rating accuracy
, 550
Rating biases
, 544–546, 563
Ratio scale
, 71–72
Ravens progressive matrices test
, 682
Realistic job preview (RJP)
, 669–670
Recency effects
, 546
Reciprocal interdependence
, 267, 268, 746
Recruiting
, 626, 643, 668–670
Referent power
, 301, 302, 324, 415, 462, 463, 472
Reflexivity
, 374, 404–407, 422–423, 438
Regression
, 66–67
Regression line
, 527, 529–530
Reinforcement
, 115–118, 160
Relapse prevention (RP)
, 598–599
Relationships
, 374, 386, 396, 401, 409, 412–414, 424, 436–438, 456, 460, 462, 465, 469–472, 481–482, 490
Relationship conflict
, 395–396, 400
Relay assembly test room studies
, 21
Relevance of a performance appraisal measure
, 540–542
Reliability
, 72–73, 83, 85–86, 631, 633
Repetitive work as stressor
, 227–228
Research design
, 87, 89–92, 94–97
Resources, person in coping with stress
, 215, 255
Restriction in range
, 83–86
Return potential model (RPM)
, 328–329
Reward power
, 301–302, 462
Reward systems
, 288–289, 308
Role ambiguity
, 157, 197, 217, 230, 231, 238, 240, 241, 249, 251, 252, 261, 290, 363, 503
Role analysis
, 260
Role conflict
, 197, 217, 230–232, 238, 241, 243, 249, 251, 260–263, 469, 470, 500, 501
Role congruity theory of leadership
, 452–453
Role overload
, 228, 230, 231, 241, 243, 251, 399
Role playing
, 610–612
Role set
, 319–320, 342
Role stress
, 230–232
Rules and procedures
, 317, 325, 366
Rumors
, 273, 278, 281–283
Sampling error
, 84–86, 636, 638–639, 641
Satisfice
, 33, 125
Scientific management
, 2, 6, 8–9, 12, 15, 20, 22–25, 35, 37, 44, 46
Scientific method
, 10, 20, 22, 26, 51–56, 87
Scientist-practitioner model
, 755–756
Segmentation model
, 200
Selection principles
evaluation of selection techniques
, 631
fairness
, 643, 648, 653–654
matching strategy
, 625–626
placement and classification
, 666–667
reliability
, 631–633
recruitment
, 667–671
scientific vs. intuitive
, 627–630
utility
, 654–659
using measures to make decisions
, 659–664
using multiple predictors
, 664–666
validity
, 633–643
Selection Constructs and Methods
assessment centers
, 708–712
biographical information
, 705–708
cognitive ability (specific)
, 679–681
cognitive ability (general)
, 681–684
motional intelligence
, 714–718
experience, education and tenure
, 696–699
grades
, 713–714
individual assessments
, 724–725
interviews
, 700–705
occupational interests
, 686–688
personality traits
, 689–696
physical and psychomotor abilities
, 684–686
polygraph, integrity and drug testing
, 721–724
references and referrals
, 712–713
situational judgment
, 718–721
work samples
, 699–700
work values
, 688–689
Selection ratio (SR)
, 646, 648, 655–658
Self-actualization
, 130, 133–135, 139–140, 160
Self-appraisals
, 567–569, 574, 576
Self-concept
, 106, 154, 159, 337–342, 359–360
Self-concordance theory
, 155
Self-determination theory
, 160, 162–163
Self-efficacy
, 106, 111, 156–158, 251, 255
Self-enhancement
, 154–155, 159
Self-esteem
, 121–122, 133, 144, 155, 157–159, 173
Self-evaluation
, 154
Self-fulfilling prophecies in leader-follower relationships
, 478–479
Self managed work teams
, 429, 430
Self-monitoring
, 303, 330, 693
Self-reports
, 76–77, 81–83, 91, 97, 282, 294–295, 297
Set point
, 188
Seven primary cognitive abilities
, 679–681
Severity rating effect
, 545
Sex bias in performance appraisal
, 548
Sex-typing
, 531–532
Sexual harassment
, 184, 235–236, 282, 473–474, 759
Shared identity
, 336–337, 339, 341–342, 366
Shared leadership
, 374–375, 394–395
Shared mental models
, 375, 407, 409–410, 422, 438
Shared social identity
, 317, 335–342
Shiftwork
, 228, 230, 254, 262
Similar-to-me rating effect
, 546
Simple pretest-posttest design
, 92–93
Simulation training
, 608
Situation favorability
, 481
Skewed distributions
, 58, 59
Small world phenomenon
, 348–349
Social capital
, 350–351, 353, 366
Social cohesion
, 414
Social exchange
, 266, 283–286, 313
Social facilitation
, 402, 404
Social identity
, 304, 316, 317, 335–342, 745
Social identity theory
, 340, 475
Social information processing approach
, 192, 193
Social isolation
, 185, 249
Social learning theory
, 120
Social network analysis
, 317, 342–343, 345–351, 353–359, 366
Social norm, see Group norms
Social ostracism
, 299–300
Social power
, 300–301, 304
Social process
contextual antecedents
, 267–268
communication
, 271–283
conflict
, 286–289
defined
, 266
formal vs. informal
, 271
interpersonal antecedents
, 268–269
negative work behavior
, 295–300
organizational citizenship behavior
, 292–295
power and influence
, 300–305
personal antecedents
, 269–271
political behavior
, 305–312
social exchange
, 283–286
working model
, 266–312
Social roles
, 317–320, 366
Social structure
core values
, 331–335
division of labor
, 316–320
distribution of power and status
, 320–326
formal vs. informal
, 315–317, 364–365
norms
, 327–331
organizational culture
, 334–335
psychological and organizational climate
, 333–334
rules
, 327–331
shared social identity
, 335–342
social networks
, 342–359
social roles
, 318–320
socialization
, 359–364
Social support
, 216, 221, 223–224, 226, 248, 253, 255, 262
Socialism
, 15, 18
Socialization
, 316–317, 341, 359–364
Society for Industrial and Organizational Psychology (SIOP)
, 179, 653–654, 751, 752, 754, 756, 760
Sociofugal spaces
, 267
Sociopetal spaces
, 267
Sociotechnical systems design (STSD) approach
, 428–429
Sources of evaluations
, 569–570
Spillover model
, 200, 239–240
Split role appraisals
, 575
Standard deviation (SD)
, 58, 60–62, 66, 72, 85
Standard deviation of performance in dollars (SDy)
, 658
Standard error of measurement
, 70–71
Standard error of measurement (SEM) banding
, 661–663
Standard scores
, 61–62, 662
Statistical artifacts
, 84, 86
Statistical significance
, 55, 69–70, 87, 90
Statistics
, 58, 62, 65, 70–71, 84
central tendency
, 59
correlation
, 62–66
descriptive statistics
, 58–59
distributions
, 58
factor analysis
, 78–80
inferential statistics
confidence intervals
, 70–71
testing the significance of a difference
, 69–70
regression
, 66–67
variability
, 60–61, 71–73
Status
defined
, 325
status distributions
, 316, 324–325, 366
status hierarchies
, 322, 326
status inconsistency
, 325–326
status symbols
, 320, 326
Stereotypes
, 104, 186, 235, 271, 292, 322, 326, 436, 452–453, 508, 547–549, 672, 711
Strength of weak ties
, 353, 355–357
Stress
defined
, 214
conceptual approaches to personal characteristics
, 254–255
individual differences
, 246–247, 253–255
organizational interventions
, 260–261
personal interventions
, 256–260
physiology of
, 216–220
psychology of
, 220–222
stressors
, 214–215, 221–241
strains
, 215, 241–246
stress responses
, 215
transactional process model of
, 216
Stress management programs
, 259–260, 262
Structural equivalence contagion
, 347
Structural holes
, 357–358
Structured selection procedures
, 671–672
Structured interviews
, 676, 700–704, 721, 725–727, 729
Styles of conflict management
, 463–464
Subject matter experts (SMEs)
, 505–506, 523, 533
Subordinate ratings of managers
, 569
Substitutes for leadership
, 447–448
Summative vs. formative evaluation of training
, 622
Superordinate goal strategy
, 292
Supervisor Behavior Description Questionnaire (SBDQ)
, 457, 460
Supportive leadership
, 447, 488
Synchronization of group member responses
, 397–398
Systems, open
, 2, 30, 35, 44–45
Task cohesion
, 414–416, 425
Task complexity
, 112, 200, 241, 383, 394, 437, 512, 592
Task conflict
, 395–396, 434, 437
Task interdependence
, 287–289
Task identity
, 164–165
Task inventory approach to job analysis
, 509, 514
Task training needs analysis
, 585–586
Tasks
, 496
Thematic Apperception Test (TAT)
, 136–139
Taylor–Russell tables
, 655–658
Teams and groups
diversity and faultlines
, 380–385
emergent group structures
cohesiveness
, 414–417
group identification
, 417–420
interpersonal relationships
, 412–414
mental models
, 408–410
social norms
, 410–412
social roles
, 407–408
formal work group types
, 370–371
group development
, 371–373
group inputs
, 376–387
group interpersonal processes
, 390–407
affective tone
, 400–401
conflict
, 395–396
coordination and synchronization
, 397–398
influence and power
, 391–393
information sharing
, 396–397
leadership sharing
, 394–395
motivation
, 401–404
prosocial behavior
, 398–400
reflection, learning, and adaptation
, 404–406
transactive memory
, 406–407
group tasks
, 387–390
interventions to improve
group feedback
, 425–426
group goal setting
, 424–425
group incentives
, 426–427
group involvement in decision making
, 427–430
guided reflexivity
, 422–423
process consultation
, 424
structured problem solving techniques
, 431–433
team building
, 423
team training
, 420–421
virtual teams
, 433–436
IPO model of group effectiveness
, 373–376
process loss and gain
, 391
team vs. group, definition
, 371
Team adaptability
, 405
Team cross-training
, 421
Teamwork KSAs
, 378
Team member exchange (TMX) scale
, 413–414
Team mental model
, 408–410
Team reflexivity
, 404–406, 422–423
Team training
, 420–421
Team transactive memory processes
, 374, 391, 405–408, 438
Team work engagement scale
, 401
Tell and listen style of feedback
, 575
Tell and sell approach style of feedback
, 575
Terrorism
, 40–41
Test-retest method
, 72, 73, 188, 631, 633
Tharking
, 56
The Organization Man
, 208
Theory
, 52, 54–57, 68, 72, 75, 81, 88–90, 96–98, 100
Theory of identity fusion
, 418
Theory X and theory Y
, 15, 31, 52, 134, 477, 478
Threats to internal validity
, 93–94, 620–621
360-degree appraisal
, 570–571
Time span of discretion (TSD)
, 525
Top-down procedure of selection
, 660
Training
principles of learning
, 590–594
Gagne’s model of instructional events
, 594–595
transfer to workplace
, 595–601
alternative methods
, 601–612
implementation
, 612–616
evaluating programs
, 616–622
Training need analysis
, 584–587
Training validity
, 616
Trait approach to leadership
, 448–455
Transactional leader
, 466–469
Transactional process model of stress
, 216
Transformational leadership
, 384, 464–468
True halo
, 545
Turnover
, 196–197, 201–204, 206–207, 209, 211, 316, 342, 347–348, 351, 363
Two-factor theory
, 160–162, 164
Type A behavior pattern
, 251–252
Uncertainty
, 33–34, 38, 41
Unemployment
, 236
Unethical behavior
, 282, 298–299
Unionism
, 15, 18
Unity of command
, 7
University of Michigan leadership studies
, 457
Unobtrusive research
, 91
Upward communication
, 277
Utility
, 654–655, 657–659
Utrecht Work Engagement Scale
, 210
Valence
, 121–128, 167–168, 171
Valence-instrumentality-expectancy (VIE) theory
, 121–126
Validation
, 74–75, 80–81, 637–643
Validity
, 80–81
construct validity of a research design
, 94–95
content validity
, 74, 81
criterion-related of measures
, 74, 634–636
difference between internal and construct
, 94
discriminant validity
, 76, 78
external validity of a research design
, 95
face validity
, 643
factors influencing the
, 91–92
of nonexperimental research
, 92–94
Validity generalization vs. situational specificity
, 502, 636–641
Values, personal
, 185, 190–192, 204, 206, 232, 254–255, 498–499, 524, 533, 678, 688–689
Values, organizational
, 331–359
Variables
boundary
, 96
confounding
, 90
defined
, 57–58
dependent
, 82, 84, 88, 90–94
distributions
, 58
independent
, 87–88, 92–94
latent
, 79
measurement
, 58, 85
Variance
, 58, 60–61, 73, 78, 639–640, 654
Verbal information
, 587–589, 594
Vestibule training
, 605
Vicious circles
, 291
VIE theory
, 121–126
Virtual teams
, 433–436
Viscerogenic needs
, 130
Vroom/Yetton/Jago model
, 483, 487
Web-based instruction
, 614–615
Weighted application blank (WAB)
, 705–707
Weighted checklist of performance appraisal
, 562–563
Whole-task training
, 591–592
Withdrawal behavior
, 68, 148, 150, 152, 201–204, 245–246, 262, 297–298, 300, 348, 381, 722
Within person approach
VIE theory
, 126–127
self-efficacy
, 156–157
Work experience
, 697
Work group identification
, 419–420
Work place violence
, 245
Work samples
, 676–678, 685, 689, 699–700, 707, 726, 728, 735
Work- vs. worker-oriented job analysis
, 499, 522–524
Yerkes–Dodson effect
, 241–242
Yukl and Tracey typology of influence tactics
, 302–303, 462–463
Zone of indifference
, 25
Z-scores
, 62, 71
- Prelims
- 1. A History of I/O Psychology
- 2. Research Methods in I/O Psychology
- 3. Work Motivation
- 4. Work-Related Attitudes in Organizations
- 5. Occupational Stress
- 6. Social Processes in Organizations
- 7. Social Structures in Organizations
- 8. Groups and Teams in Organizations
- 9. Leader Emergence and Effectiveness in Organizations
- 10. Work Analysis
- 11. Criterion Development, Performance Appraisal, and Feedback
- 12. Employee Training and Development
- 13. Principles of Employee Selection
- 14. Constructs and Methods in Employee Selection
- 15. Epilogue
- Appendix: What is I/O Psychology?
- Index
- References