Understanding industrial and organizational psychology: an integrated approach
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Fort Worth u.a.
Harcourt, Brace
1994
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Getr. Zählung Ill., graph. Darst. |
| ISBN: | 0030515521 |
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| adam_text | Titel: Understanding industrial and organizational psychology
Autor: Dipboye, Robert L
Jahr: 1994
TABLE OF CONTENTS Section I I/O Psychology in Context 2 Chapter 1 Psychology, Organizations, and Society 5 The I/O Psychologist 6 The Psychological Context 8 Psychological Specialties 8 The Scientist-Practitioner Model 9 I/O s Role in Psychological Science 10 I/O s Role in the Practice of Psychology 10 Ethics and Competence 12 An Historical Overview 14 The Organizational Context 18 Major Perspectives 18 Organizational Theory 21 Closed- and Open-System Views 21 Rational and Natural Theories 23 Levels of Analysis 23 Selected Theories 24 The Societal Context 30 The Early Years (1900-1929) 32 The Depression Years (1930-1939) 33 World War II and the Postwar Years (1940-1959) 34 The Chaotic Period (1960-1979) 36 The Reagan/Bush Years (1980-1992) 37 Transition to the 21 st Century 39 Conclusions 40 Chapter 2 I/O Psychology as a Science 43 Distinguishing Science from Nonscience 44 Nonscientific Sources of Knowing 44
XVI Contents Scientific Knowledge 45 Science Is Empirical 45 Science Is Objective 46 Science Is Concerned with Understanding General Principles 46 Science Is Precise 46 Science Is Probabilistic 46 Science Is Logical 47 The Scientific Method 47 The Goals of Scientific Research 47 Some Basic Terms 47 Statistics 49 Distributions 49 Descriptive Statistics 50 Inferential Statistics 55 Measurement of Variables 56 Alternative Types of Scales 56 Errors of Measurement 56 Reliability 57 Validity 58 Designing Research for Explanation 62 Hold Constant or Eliminate Variables 64 Manipulate the Variable 64 Measure the Variable as It Naturally Occurs 65 Random Assignment 65 Match on the Variable 66 Different Types of Research 66 Experimental versus Nonexperimental 66 Laboratory versus Field Research 67 Obtrusive versus Unobtrusive 68 Factors Influencing the Validity of Explanations 68 Threats to Internal Validty 68 Construct Validity 71 External Validity 71 Prediction in I/O Psychology 74 Ethics of I/O Research 75
Contents xvii The Academic Model versus Practical Realities 76 Case: In Search of Excellence 80 Section II Organizational Psychology: The Social Psychology of Work Behavior 82 Chapter 3 Work Motivation 85 Work Motivation and Personal Characteristics: Need Theory 87 Maslow s Need Hierarchy 87 ERG Theory 89 Need for Achievement 90 Need for Power 92 Work Motivation and Environmental Characteristics: Behaviorism and Behavior Modification 94 Theoretical Assumptions 94 Research and Application 96 Implications and Current Trends 98 Work Motivation: Personal and Environmental Characteristics 99 Equity Theory 99 Theoretical Assumptions 99 Research and Application 101 Implications and Current Trends 102 Goal-Setting Theory 106 Theoretical Assumptions 106 Research and Applications 107 Implications and Current Trends 108
xviii Contents Valence-Instrumental ity-Expectancy (VIE) Theory 113 Theoretical Assumptions 113 Research and Application 117 Implications and Current Trends 119 Cognitive Evaluation Theory 121 Theoretical Assumptions 121 Research and Application 122 Implications and Current Trends 122 The Job Characteristics Model 123 Theoretical Assumptions 123 Research and Application 126 Implications and Current Trends 128 Integrative Approaches to Work Motivation Theory 129 Converging Operations Approach 130 Amalgamation Approach 131 A Final Summation and a Look at the Future 133 Case: The American Worker: Lazy or Overworked? 136 Chapter 4 Job Attitudes 139 A Brief History of Job Attitudes 141 Scientific Management 141 The Hawthorne Studies 142 The Hoppock Study 145 Theories of Job Satisfaction 147 Two-Factor Theory 147 Comparison Theories 149 Opponent Process Theory 152 Locke and Latham s High Performance Cycle 153 The Measurement of Job Satisfaction 154 Faces Scales 155 Minnesota Satisfaction Questionnaire (MSQ) 156 Job Descriptive Index GDI) 156
Contents Correlates of Job Satisfaction 158 Personal Characteristics 159 Gender 159 Race 159 Age 160 Personality 160 Is Job Satisfaction a Stable Trait? 161 Job-Related Behaviors 162 Performance 162 Withdrawal Behaviors: Absenteeism and Turnover 164 Life Satisfaction 168 Other Job Attitudes: Job Involvement and Organizational Commitment 169 Job Involvement 169 Organizational Commitment 171 The Three Job Attitudes: An Integrated Perspective 174 A Final Summation and a Look at the Future 175 Case: A Question of Job Attitudes: The Case of the New Big Blue 178 Chapter 5 Social Behavior in Organizations 181 Social Processes 184 Communication in Organizations 184 Matching the Medium to the Message 189 Computer-Mediated Communication 189 Influence and Power 191 Competition, Conflict, and Cooperation 194 Contextual Causes of Conflict 195 Personal Causes of Conflict 198 The Development of Conflict 198 Managing Conflict 199 Prosocial Behavior 202
XX Contents Social Structures in the Organization 203 Interaction Patterns 203 Social Norms 206 Social Roles 209 Social Cohesion 211 Climate and Culture 212 Organizational Climate 213 Organizational Culture 213 Functional and Dysfunctional Cultures 214 Shared Meaning 216 The Maturation and Decline of Social Systems 217 Improving Group Effectiveness 220 Hackman and Morris s (1975) Model of Group Effectiveness 220 Why Do Groups So Often Fail to Achieve Their Potential? 222 Strategies for Improving Group Performance 223 Team Building and Process Consultation 223 Group Problem-Solving Techniques 226 Autonomous Work Groups 228 Performance Feedback 230 Goal Setting • 230 Group Rewards 231 A Final Summation and a Look at the Future 232 Case: The Bell Atlantic Way 235 Chapter 6 Leadership in the Organization 239 Leader Traits 241 What Traits Distinguish Leaders From Nonleaders? 242 What Are the Traits of the Effective Manager? 242 Is Gender Related to Managerial Effectiveness? 245 Leader Behavior 246 The Search for Fundamental Dimensions of Leadership 247 Influence and Power 250
Contents xxi Communication 253 Styles of Conflict Management 254 The Leader-Member Exchange (LMX) Model 255 Situational Influences in Leadership 256 The Effects of the Situation on Leader Behavior 257 The Effects of the Situation on Effectiveness 258 Implications of Situational Theory for Leader Effectiveness 258 Cognitive Approaches 260 Cognitive Categorization in Leadership 260 Self-Fulfilling Prophecies of the Leader 262 Impression Management 264 Contingency Theories 265 Fiedler s Contingency Theory 266 Path-Goal Theory of Leadership 268 Leader Directiveness 269 Leader Supportiveness 269 Leader Participativeness 269 Achievement-Oriented Leadership 270 Vroom/Yetton/Jago s Decision Model of Leadership 270 Hersey and Blanchard s Situational Leadership Model 276 Charismatic, Inspirational, and Transformational Leaders 277 A Final Summation and a Look at the Future 280 Case: Leadership at Nucor 284 Chapter 7 Organizational Stress 287 Introduction to the Study of Stress 289 What Is Stress? 289 The Physiology of Stress 290 The Psychology of Stress 293
XXI 1 Contents Models of Stress 294 The Process Model of Task Performance 295 The Integrative Transactional Process Model of Stress 296 Methods and Measures of Stress 298 The Nature of Job-Related Stress 301 Sources of Job-Related Stress (Potential Stressors) 301 The Job or Occupation 301 Environmental Stressors 304 Organizational Stressors 306 Nonwork Stressors 308 Effects/Outcomes of Stress (Strains) 309 Health Effects 309 Organizational Effects 314 Moderators of Stress: Personal Characteristics 318 Gender 319 Race 320 Personality 321 Social Support 321 The Management of Stress 323 Changing the Person: Individual Methods 324 Exercise 324 Relaxation/Meditation Techniques 325 Other Stress Management Techniques 326 Changing the Environment: Organizational Methods 327 Team Building: Interventions for Work Groups 327 Structural Interventions: Changing the Organization 328 Stress Management Programs: Do They Really Work? 329 A Final Summation and a Look at the Future 330 Case: Stress in the Post Office 333
Contents xxiii Section III Personnel Psychology: Improving the Person-Work Fit 336 Chapter 8 Analyzing Work 339 What Is a Job? 340 Why Conduct a Job Analysis? 343 Reducing Role Conflict and Ambiguity 343 Design and Evaluation of Training 344 Performance Appraisal and Criterion Development 344 Job Design 344 Personnel Selection 345 Wage and Salary Administration 345 Compliance with Civil Rights Legislation 346 What Is Measured in a Job Analysis? 346 How Is a Job Analysis Conducted 348 Methods of Collecting Job Information 348 Who Provides the Information? 349 How Much Information Is Needed? 350 Specific Methods of Job Analysis 351 Behaviorally Oriented Techniques 352 The Task Inventory 352 Functional Job Analysis 352 The Position Analysis Questionnaire 356 Techniques Focused on Requirements 360 Critical Incident Technique 360 Ability Requirements Scales 361 Eclectic Techniques 362 Job Evaluation as the Basis for Wage and Salary Administration 365 Ranking 365 Classification 365 Factor Comparison 366
xxiv Contents Point Systems 366 Establishing the Pay Structure 368 The Policy-Capturing Approach 368 Which Is the Best Method? 370 Comparable Worth Controversy 370 Origins of the Gender Gap in Wages: The Case of Secretarial Work 370 The Concept of Comparable Worth 371 Biases in Job Evaluation 371 A Final Summation and a Look at the Future 372 Case: San Jose Tries Comparable Worth 375 Chapter 9 Performance Appraisal and Feedback 379 What Are the Characteristics of a Good Appraisal Measure? 380 What Is Evaluated? 382 How Do We Measure Performance? 384 Objective Measures of Performance 384 Judgmental Measures of Performance 386 Rating Effects 387 Alternative Measures of Performance 392 Other Attempts to Improve Ratings 402 Who Should Judge Performance? 404 Supervisors 404 Peers 404 Self-Appraisals 405 Subordinates 405 Customers 405 Processes Involved in Performance Rating 406 Cognitive Processes in Ratings 406 The Encoding, Integration, and Storage of Ratee Behavior 408 Causal Attributions 408 Information Gathering 409
Contents XXV Recall 409 Data Integration and Final Evaluation 410 The Cognitive Structures of Raters 410 Organizational Determinants of the Rating Process 411 Purpose of the Rating 411 Differences in Organizational Culture/Climate 411 Accountability of the Rater for the Appraisal 412 Politics of the Organization 413 Feedback of Performance Appraisal 414 Feedback Giving and Seeking 415 Processing of Feedback 416 Feedback in the Formal Appraisal Session 417 A Final Summation and a Look at the Future 419 Case: Teacher Evaluation in Texas 422 Chapter 10 Staffing: Attraction, Selection, and Placement 425 Staffing and the Matching Strategy 426 Strategy Complications 427 The Definition Problem 427 The Fairness Issue 427 Implementation Substrategies or Tactics 428 Attraction and Job Search 429 Misrepresentation and Realistic Job Previews (RJP) 430 Moral/Ethical versus Scientific Questions 431 Selection 432 The Logic of Selection 432 Contrasting Examples: Implicit versus Explicit (Scientific) Approaches 433 I/O Psychology s Role 436
xxvi Contents Adaptation to Special Circumstances 436 Alternative Uses 436 Evaluation of Measurement Techniques 437 Reliability Indexes 438 Validity Indexes 441 Personnel Decision-Making: Use of Selection Tools 449 Compensatory and Noncompensatory Selection Strategies 459 Placement 460 Selection and Placement Tools: Predictors 461 Interviews 461 Biographical Information 462 Tests 463 Standardization and Norming 463 Types of Tests 464 Computerized Psychological Testing 475 A Final Summation and a Look at the Future 476 Case: Selection of Firefighters in Cleveland 479 Chapter 11 Training and Development 481 Needs Assessment 484 Organization Analysis 484 Task Analysis 485 Person Analysis 486 An Example of a Needs Assessment 486 Specification of Instructional Objectives 488 Learning Outcomes 488 Stating Instructional Objectives 489 Training and Development Phase 491 Incorporating the Findings of Learning Research 491 Practice and Recite 491 Use Distributed Practice 492
Contents xxvii Use Whole-Task Learning for Tasks High on Complexity and Organization 493 Give Knowledge of Results 494 Set Goals 494 Give Positive Reinforcement 494 Provide Models 495 Make Learning a Team Effort 495 Gagne s Model of Instructional Design 496 Transfer and Maintenance of Training 497 Alternative Training Media 503 On-the-job Techniques 503 Off-the-Job Techniques 506 Choosing Among Alternative Methods 515 Implementation 516 Evaluating Training Effectiveness 517 Criteria for Evaluation 517 Summative versus Formative Evaluations 518 Research Design in Training Evaluation 519 Individual Differences Among Trainees 520 Special Training Needs 521 Retraining 521 Training for Work Force Diversity 522 Training the Chronically Unemployed 524 A Final Summation and a Look at the Future 525 Case: Developing Leaders and Teamwork Through Outdoor Adventure Training 528 Chapter 12 The Work Context 531 Background and Systems Orientation 532 Psychological and Behavioral Factors in the Work Context 535 Human Error and Reliability 535 Types of Human Error 535 Human Reliability 536
xxviii Contents Human Capabilities and Limitations 537 Auditory Functioning 538 Visual Functioning 539 Signal Detection 540 Human Information Processing 541 Attention and Mental Work Load 543 Physical and Temporal Factors in the Work Context 546 Equipment Design 546 Displays 546 Controls 549 Control-Display Relationships 550 Computers 552 Environmental Design 553 Work Spaces 554 Automation and Computerization 556 Temporal Design 559 Shiftwork 559 Alternative Work Schedules 566 Safety at Work 567 Occupational Accidents 567 Learning Models 568 Cognitive Models 569 Personality Models 570 Life Stress Models 572 Biological Models 572 Safety Legislation 575 Legal Issues 576 A Final Summation and a Look at the Future 577 Case: Safety Issues in the Work Place: United Auto Workers v. Johnson Controls 580 Chapter 13 Conclusions and Future Trends 583 Major Themes 584
Contents xxix What Does the Future Hold for I/O Psychology? 586 The Destabilizing of the World Order 586 Technological Change 589 Demographic Change 590 Restructuring of the Large Corporation 590 The Shift to Services 592 The Increasing Use of Team Management 592 Conclusions 593 References 594 Credits C-1 Name Index 1-1 Topic Index 1-15
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| spelling | Dipboye, Robert L. Verfasser aut Understanding industrial and organizational psychology an integrated approach Robert L. Dipboye ; Carlla S. Smith ; William C. Howell Fort Worth u.a. Harcourt, Brace 1994 Getr. Zählung Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Arbeids- en organisatiepsychologie gtt Psicologia aplicada larpcal Organizational behavior Psychology, Industrial Industriepsychologie (DE-588)4135097-2 gnd rswk-swf Arbeitspsychologie (DE-588)4002767-3 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Betriebspsychologie (DE-588)4135098-4 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content Organisationspsychologie (DE-588)4043786-3 s DE-604 Industriepsychologie (DE-588)4135097-2 s Betriebspsychologie (DE-588)4135098-4 s Arbeitspsychologie (DE-588)4002767-3 s Smith, Carlla S. Verfasser aut Howell, William C. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006452440&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Dipboye, Robert L. Smith, Carlla S. Howell, William C. Understanding industrial and organizational psychology an integrated approach Arbeids- en organisatiepsychologie gtt Psicologia aplicada larpcal Organizational behavior Psychology, Industrial Industriepsychologie (DE-588)4135097-2 gnd Arbeitspsychologie (DE-588)4002767-3 gnd Organisationspsychologie (DE-588)4043786-3 gnd Betriebspsychologie (DE-588)4135098-4 gnd |
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| title | Understanding industrial and organizational psychology an integrated approach |
| title_auth | Understanding industrial and organizational psychology an integrated approach |
| title_exact_search | Understanding industrial and organizational psychology an integrated approach |
| title_full | Understanding industrial and organizational psychology an integrated approach Robert L. Dipboye ; Carlla S. Smith ; William C. Howell |
| title_fullStr | Understanding industrial and organizational psychology an integrated approach Robert L. Dipboye ; Carlla S. Smith ; William C. Howell |
| title_full_unstemmed | Understanding industrial and organizational psychology an integrated approach Robert L. Dipboye ; Carlla S. Smith ; William C. Howell |
| title_short | Understanding industrial and organizational psychology |
| title_sort | understanding industrial and organizational psychology an integrated approach |
| title_sub | an integrated approach |
| topic | Arbeids- en organisatiepsychologie gtt Psicologia aplicada larpcal Organizational behavior Psychology, Industrial Industriepsychologie (DE-588)4135097-2 gnd Arbeitspsychologie (DE-588)4002767-3 gnd Organisationspsychologie (DE-588)4043786-3 gnd Betriebspsychologie (DE-588)4135098-4 gnd |
| topic_facet | Arbeids- en organisatiepsychologie Psicologia aplicada Organizational behavior Psychology, Industrial Industriepsychologie Arbeitspsychologie Organisationspsychologie Betriebspsychologie Einführung |
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