preface
PART 1: FUNDAMENTALS
Chapter 1: What is industrial and organizational psychology?
Module 1.1 The importance of I-O psychology
The importance of work in people's lives
What is I-O Psychology?
How can this course help you?
The importance of understanding younger workers
Module 1.2 Past, Present and Future of I-O Psychology
The Past: A Brief History of I-O Psychology
The Present: The Demographics of I-O Psychologists
The future: the challenges of I-O psychology in the 21st century
A Personal Look into the Future: Preparing for a Career in Psychology I-O
Module 1.3 Multicultural and intercultural aspects in I-O psychology
The multicultural nature of life in the 21st century
theories of cultural influence
Module 1.4 The organization of this book
subjects
to you
resources
Chapter 2: Research Methods and Statistics in I-O Psychology
Module 2.1 Science and research
What is science
The role of science in society.
Why are I-O psychologists involved in the research?
Design of the investigation
data collection methods
Generalization and control in research.
Ethical behavior in psychology I-O
Module 2.2 Data analysis
Descriptive and inferential statistics
correlation and regression
correlation and causation
big data
meta-analysis
Micro, macro and meso research
Module 2.3 Interpretation through Reliability and Validity
reliability
validity
PART 2: INDUSTRIAL PSYCHOLOGY
Chapter 3: Individual differences and assessment
Module 3.1 Introduction to individual differences
some background
Differential Psychology, Psychometrics and Psychology I-O
Recognize individual differences.
Varieties of individual differences.
Module 3.2 Human attributes
capabilities
Cognitive habilyties
Physical, sensory and psychomotor skills
personality and work habits
capabilities
Saber
Skills
emotional intelligence
Module 3.3 Fundamentals of evaluation
Past and present of the tests
What is a test?
The Administrative Test Category
test and culture
Module 3.4 Evaluation process
Evaluation content versus process
Evaluation method: content
physical ability tests
personality
emotional intelligence
individual assessment
Job interviews
Rating Centers
Work samples and situational judgment tests
Module 3.5 Special topics in evaluation
Incremental validity measure of implicit variables in employment biographical data
qualifications and letters of recommendation
minimum qualifications
Controversial Appraisal Practices: Graphology and the Polygraph
Drug and alcohol tests
Computer and Internet Based Assessment
Chapter 4: Job Analysis and Performance
Module 4.1 A basic performance model
Campbell's Job Performance Model
Deficiency and contamination criteria
Module 4.2 Extensions to the Base Performance Model
Task performance versus organizational citizenship behavior
The Dark Side of Performance: Counterproductive Work Behavior
adaptive performance
A brief summary
expert performance
KPI Types
Module 4.3 Job analysis: basic and practical characteristics
The use of information for job analysis.
types of job analysis
How job analysis is carried out
job analysis
Module 4.4 Job analysis: recent developments
Electronic performance monitoring as part of a job analysis
Cognitive task analysis
Personality based job analysis.
An overview of the job analysis process
Computer Aided Workplace Analysis
BIND
competency modeling
Module 4.5 Professional Assessment and Law
job evaluation
The concept of comparable value
Job analysis and labor disputes
Chapter 5: Performance Measurement
Module 5.1 Basic concepts of performance measurement
Used for performance information
Module 5.2 Performance Evaluation - Substance
performance appraisal theories
Focus on performance reviews
Qualification Formats
Employee Comparison Methods
Module 5.3 Performance Evaluation - Process
rating sources
valuation biases
qualifying training
Reliability and validity of performance evaluations
Module 5.4 The social and legal context of performance evaluation
Motivation for qualification.
conflict of objectives
performance feedback
Performance Evaluation and Culture
Performance Evaluation and Law
Chapter 6: Personnel Decisions
Module 6.1 Conceptual issues of staffing
An introduction to the hiring process.
The impact of human resource practices on organizational performance
Stakeholders in the recruitment process
Recruitment from an international perspective
Module 6.2 Evaluating Staffing Results
validity
utility
justice
Module 6.3 Practical Staffing Problems
A staff model
combine information
of selection
Number of decisions to make
Staff in the 21st century
Module 6.4 Legal issues in personnel decisions
Allegations of discrimination in the workplace
Workplace Discrimination Outside the United States
discrimination theories
Chapter 7: Training and development
Module 7.1 Fundamentals of training and learning
training, learning and performance
Analysis of training needs
The learning process in training.
learning organizations
Module 7.2 Content and methods of training
training methods
Critical Thinking Training
training transfer
Module 7.3 Evaluation of training programs
training evaluation
training criteria
benefits analysis
Training Evaluation Designs
Equal Opportunity Issues in Education
Module 7.4 Specialized training programs
Management and leadership development.
Sexual Harassment Awareness Training
ethic formation
intercultural training
PART 3: ORGANIZATIONAL PSYCHOLOGY
Chapter 8: Motivation to work
Module 8.1 Introduction to motivation
The central position of motivation in psychology.
A Brief History of Motivation Theory in I-O Psychology
Motivation metaphors.
The meaning and importance of motivation in the workplace
Module 8.2 Classic approaches to motivation theories
person-as-machine theories
Theories of the person as a scientist
Module 8.3 Modern approaches to work motivation
person approaches as intentional
The concept of self-efficacy in modern motivation theory
Common Themes in Modern Approaches to Motivation
A new motivational theme: the entrepreneur
Module 8.4 Practical issues of motivation
Can motivation be measured?
Intercultural problems in motivation Generational differences and work motivation
Motivational Interventions
Chapter 9: Attitudes, Emotions and Work
Module 9.1 Job Setup
The experience of emotions at work
Job satisfaction: some history
Measurement of job satisfaction
The concept of commitment.
identification of organizations
employee engagement
Module 9.2 Moods, emotions, attitudes and behavior
Everybody is happy? Does it matter if they are?
Satisfaction versus mood versus emotional withdrawal behavior
Module 9.3 Special Topics on Attitudes and Emotions
Loss of work
telecommuting
Work-Family-Balance
Psychological Contracts
professional embedding
Elaboration of works
Work-related attitudes and emotions from an intercultural perspective
Chapter 10: Worker Stress and Well-Being
Module 10.1 The problem of stress
Study stress at work.
What is a stressor?
Common stressors at work
consequences of stress
working hours
Module 10.2 Theories of stress
Demand Control Model
Person-environment model of fit
Individual differences in resistance to stress.
Module 10.3 Stress reduction and management
Primary prevention strategies
secondary prevention strategies
Tertiary prevention strategies
Summary of Stress Intervention Strategies
Module 10.4 Violence at work
Stress and violence at work
The “typical” violent worker
Theories of violence in the workplace
A special form of violence: mobbing
What can we conclude about violence at work?
Chapter 11: Justice, equity and diversity in the workplace
Module 11.1 Justice and Equity
The concept of justice
Justice, equity and trust
Approaches to organizational justice
Module 11.2 The practical implications of perceptions of fairness
Performance evaluation
Reactions of applicants to the selection procedures
confirmation action
Module 11.3 Diversity
What does diversity mean?
The dynamics of diversity
Chapter 12: Leadership in Organizations
Module 12.1 The concept of leadership
Some conceptual distinctions
The Problem of Defining Leadership Results
Negative Leadership Outcomes: The Destructive Leader
Leader vs. Order Manager or Supervisor
Leadership Development vs. Leadership Development
The motivation to lead
Module 12.2 Traditional Theories of Leadership
The "Great Man" Theories
The trait approach
The Power Approach in Leadership
The behavioral approach
University of Michigan Studies
The contingency approach
The consequences of participation: the Vroom-Yetton model
Module 12.3 New Approaches to Leadership
Lead Member Exchange (LMX)
transformational leadership
authentic leadership
The charismatic leader
Module 12.4 Emerging Themes and Challenges in Leadership Research
Leadership in a changing world of work
Male and Female Leaders: Are They Different?
personality and leadership
leadership and neuroscience
Intercultural Studies in Leadership
Leadership in a diverse environment
Guidelines for Effective Leadership
Chapter 13: Teams in Organizations
Module 13.1 Types of equipment
Groups and teams: definitions
equipment types
Module 13.2 Input-process-output model of team effectiveness
team tickets
team process
equipment expenses
Module 13.3 Special topics in teams
Team evaluation and feedback
the role of the team
team development
team building
Cultural problems in teams.
Chapter 14: Organizational Theory, Dynamics, and Change
Module 14.1 Conceptual and theoretical foundations of organizations
organizations and people
Organization as Integration
organization theories
Module 14.2 Social dynamics of organizations
climate and culture
Climate and culture from a multicultural perspective
A Culture and Climate App: Safety
Socialization and the concept of Person-Organization (P-O) and Person-Work (P-J) Fit
Module 14.3 Change and organizational development
changes in the organization
Examples of large-scale organizational change initiatives
Emerging Common Elements Among Organizational Interventions
glossary
references
name index
Subject index