Michael G.

Aamodt
Industrial/organizational psychology
An applied approach

BRIEF CONTENTS

Chapter 1 Chapter 10
Introduction to I/O Psychology 1 Employee Satisfaction
and Commitment 363
Chapter 2
Job Analysis and Evaluation 33 Chapter 11
Organizational Communication 401
Chapter 3
Legal Issues in Employee Selection 75 Chapters
Leadership 437
Chapter 4
Employee Selection: Recruiting Chapters
and Interviewing 113 Group Behavior, Teams, and Conflict 473

Chapter 5 Chapter 14
Employee Selection: References Organization Development 513
and Testing 157
Chapter 15
Chapter 6 Stress Management: Dealing with the
Evaluating Selection Techniques Demands of Life and Work 555
and Decisions 203
Appendix: Working Conditions
Chapter 7
Evaluating Employee Performance 237 and Human Factors 595

Chapter 8 Glossary 603

Designing and Evaluating
Training Systems 287 References 623

Chapter 9 Name Index 668

Employee Motivation 327
Subject Index 676

IV
 CONTENTS

Preface xv

Chapter1 Introduction to I/O Psychology 1

The Field of I/O Psychology 2 Considerations in Conducting Research 14
Differences Between I/O and Ethics in Industrial/Organizational
Business Programs 2 Psychology 30
Major Fields of I/O Psychology 4 On the Job: Applied Case Study: Conducting
Brief History of I/O Psychology 5 Research at the Vancouver (British Columbia)
International Airport Authority, Canada 31
Employment of I/O Psychologists 9
Educational Requirements and Chapter Summary 31
Types of Programs 11
Questions for Review 32
Career Workshop: Getting into
Graduate School 12
Research in I/O Psychology 12
Why Conduct Research? 13

Chapter2 Job Analysis and Evaluation 33

Job Analysis 34 Determining External Pay Equity 66
Importance of Job Analysis 34 Sex and Race Equity 69
Writing a Good Job Description 36 Career Workshop: Negotiating Salary 71
Employment Profile 37 On the Job: Applied Case Study: National
Preparing for a Job Analysis 42 Board of Veterinary Medical Examiners 72

Conducting a Job Analysis 47 Focus on Ethics: Compensating

CEOs and Executives 72
Using Other Job Analysis Methods 54
Evaluation of Methods 62 Chapter Summary 73
Job Evaluation 64
Questions for Review 74
Determining Internal Pay Equity 65

v
Chapter 3 Legal Issues in Employee Selection 75
The Legal Process 76 Family Medical Leave Act 98
Resolving the Complaint Internally 76 Affirmative Action 99
Career Workshop: What to Do If You Feel You Affirmative Action Strategies 99
Are Being Discriminated Against at Work 77 Reasons for Affirmative Action Plans 100
Filing a Discrimination Charge 78 Legality of Preferential Hiring and
Outcomes of an EEOC Investigation 78 Promotion Plans 101
Determining Whether an Employment Consequences of Affirmative Action Plans 105
Decision Is Legal 80 Privacy Issues 105
Does the Employment Practice Directly Refer to Drug Testing 106
a Member of a Federally Protected Class? 80
Office and Locker Searches 107
Employment Profile 85
Psychological Tests 107
Is the Requirement a BFOQ? 89
Electronic Surveillance 108
Has Case Law, State Law, or Local
Appendix: Canadian Employment
Law Expanded the Definition of Any
Law by Province 108
of the Protected Classes? 90
On the Job: Applied Case Study: Keystone
Does the Requirement Have Adverse Impact
RV Company, Goshen, Indiana 109
on Members of a Protected Class? 91
Focus on Ethics: The Ethics Behind
Was the Requirement Designed to Intentionally
Workplace Privacy 109
Discriminate against a Protected Class? 92
Can the Employer Prove That the Chapter Summary 111
Requirement Is Job Related? 93
Questions for Review 111
Did the Employer Look for Reasonable Alternatives
That Would Result in Lesser Adverse Impact? 94
Harassment 94
Types of Harassment 95
Organizational Liability for
Sexual Harassment 96

Chapter4 Employee Selection: Recruiting and Interviewing 113

Job Analysis 114 Employment Profile 125
Recruitment 114 Direct Mail 126
Media Advertisements 115 Internet 127
Career Workshop: How to Respond to Job Fairs 129
Newspaper Advertisements 119 Incentives 130
Situation-Wanted Ads 120 Nontraditional Populations 130
Point-of-Purchase Methods 120 Recruiting "Passive" Applicants 131
Recruiters 121 Evaluating the Effectiveness of
Employment Agencies and Search Firms 123 Recruitment Strategies 131
Employee Referrals 124
 Realistic Job Previews 133
Effective Employee Selection
Techniques 134
Employment Interviews
Types of Interviews 134
Advantages of Structured Interviews
Problems with Unstructured Interviews
Successfully Surviving the Interview Process 144
Writing Cover Letters 146
Writing a Résumé 148
134 On the Job: Applied Case Study: Recruitment
at the Borgata Hotel Casino and Spa 153
135 Focus on Ethics: The Ethics of Recruiting and
136 Hiring Based on Physical Appearance 153

Creating a Structured Interview 139 Chapter Summary 154

Conducting the Structured Interview 143
Questions for Review 155
Job Search Skills 144

Chapter5 Employee Selection: References and Testing 157

Predicting Performance Using References Predicting Performance Using Personality,
and Letters of Recommendation 158 Interest, and Character 186
Reasons for Using References and Personality Inventories 186
Recommendations 158 Interest Inventories 188
Career Workshop: Asking for Letters Integrity Tests 188
of Recommendation 159
Conditional Reasoning Tests 190
Ethical Issues 167
Graphology 191
Predicting Performance Using Applicant
Predicting Performance Limitations Due to
Training and Education 169
Medical and Psychological Problems 191
Predicting Performance Using
Drug Testing 192
Applicant Knowledge 170
Psychological Exams 193
Predicting Performance Using
Applicant Ability 170 Medical Exams 193

Cognitive Ability 170 Comparison of Techniques 194

Perceptual Ability 172 Validity 194

Psychomotor Ability 172 Legal Issues 196

Physical Ability 176 Rejecting Applicants 197

Employment Profile 178 On the Job: Applied Case Study: City of New
London, Connecticut, Police Department 198
Predicting Performance Using
Applicant Skill 178 Focus on Ethics: The Ethics of Tests of Normal
Personality in Employee Selection 199
Work Samples 178
Assessment Centers 179 Chapter Summary 200
Predicting Performance Using Prior
Questions for Review 201
Experience 181
Experience Ratings 181
Biodata 182

CONTENTS vii
Chapter 6 Evaluating Selection Techniques and Decisions 203
Characteristics of Effective Single-Group Validity 226
Selection Techniques 204 Differential Validity 227
Reliability 204 Employment Profile 228
Validity 209 Making the Hiring Decision 228
Career Workshop: Evaluating Tests 210 Unadjusted Top-Down Selection 229
Cost-efficiency 215 Rule of Three 229
Establishing the Usefulness of Passing Scores 230
a Selection Device 216
Banding 232
Taylor-Russell Tables 216
On the Job: Applied Case Study: Thomas
Proportion of Correct Decisions 217 Edison's Employment Test 233
Lawshe Tables 221
Focus on Ethics: Diversity Efforts 234
Brogden-Cronbach-Gleser Utility Formula 221
Determining the Fairness of a Test 224 Chapter Summary 235

Adverse Impact 225 Questions for Review 235

Chapter7 Evaluating Employee Performance 237

Step 1: Determine the Reason for Decision 3: Use of Employee Comparisons,
Evaluating Employee Performance 239 Objective Measures, or Ratings 247
Providing Employee Training and Feedback 239 Evaluation of Performance Appraisal
Determining Salary Increases 239 Methods 255

Making Promotion Decisions 239 Step 5: Train Raters 258

Making Termination Decisions 240 Step 6: Observe and Document

Performance 259
Conducting Personnel Research 240
Step 7: Evaluate Performance 261
Step 2: Identify Environmental
and Cultural Limitations 240 Obtaining and Reviewing Objective Data 261

Step 3: Determine Who Will Evaluate Reading Critical-Incident Logs 262

Performance 241 Completing the Rating Form 263
Supervisors 242 Employment Profile 264
Peers 242 Step 8: Communicate Appraisal Results
Subordinates 243 to Employees 270
Customers 243 Prior to the Interview 271
Self-Appraisal 244 During the Interview 271
Step 4: Select the Best Appraisal Methods Career Workshop: Getting Good
to Accomplish Your Goals 245 Performance Ratings 272
Decision 1: Focus of the Appraisal Step 9: Terminate Employees 273
Dimensions 245 Employment-at-Will Doctrine 273
Decision 2: Should Dimensions Legal Reasons for Terminating Employees 274
Be Weighted? 247

viii CONTENTS
 The Termination Meeting 276 Chapter Summary 279
On the Job: Applied Case Study: Firing an
Questions for Review 280
Employee at Kohl's Department Store 278
Focus on Ethics: The Ethics of the At-Will Appendix: Additional Types
Doctrine 278 of Rating Scales 281

Chapter 8 Designing and Evaluating Training Systems 287

Determining Training Needs 288 Programmed Instruction Using Books,
Organizational Analysis 289 Videos, or Interactive Video 309

Task Analysis 290 Computer-Based or Web-Based

Programmed Instruction 309
Person Analysis 291
Conducting On-the Job Training 310
Developing a Training Program 293
Learning by Modeling Others 310
Establishing Goals and Objectives 293
Learning through Job Rotation 312
Motivating Employees 293
Learning through Apprentice Training 312
Choosing the Best Training Method 297
Learning through Coaching and Mentoring 313
Conducting Classroom Training 298
Ensuring Transfer of Training 315
Initial Decisions 298
Putting It All Together 316
Employment Profile 300
Evaluation of Training Results 318
Preparing for Classroom Training 300
Research Designs for Evaluation 318
Delivering the Training Program 302
Evaluation Criteria 320
Career Workshop: Audience Etiquette 304
On the Job: Applied Case Study: Training
Using Case Studies to Apply Knowledge 305
at Pal's Sudden Service 322
Using Simulation Exercises to Practice
Focus on Ethics: The Ethics of Using Role
New Skills 306
Play in Employee Training 323
Practicing Interpersonal Skills through
Role Play 306 Chapter Summary 324
Increasing Interpersonal Skills through
Questions for Review 324
Behavior Modeling 307
Providing Individual Training
through Distance Learning 308

Chapter 9 Employee Motivation 327

Is an Employee Predisposed to Being Have the Employee's Values and
Motivated? 328 Expectations Been Met? 332
Self-Esteem 328 Job Expectations 332
Intrinsic Motivation 331 Job Characteristics 333
Needs for Achievement and Power 332 Needs, Values, and Wants 333

CONTENTS IX
 Do Employees Have Achievable Type of Incentive Used 345
Goals? 338 Individual Versus Group Incentives 349
Specific 338 Expectancy Theory 353
Measurable 339 Reward Versus Punishment 355
Difficult but Attainable 339 Are Rewards and Resources Given
Employment Profile 340 Equitably? 356
Relevant 340 Are Other Employees Motivated? 358
Time-Bound 340 Integration of Motivation Theories 358
Employee Participation 340 On the Job: Applied Case Study: Faster Service
Are Employees Receiving Feedback at Taco Bueno Restaurants 360

on Their Goal Progress? 341 Focus on Ethics: Ethics of Motivation

Strategies 360
Career Workshop: Providing Feedback 342
Self-Regulation Theory 342 Chapter Summary 361
Are Employees Rewarded for Achieving
Goals? 343 Questions for Review 362

Timing of the Incentive 344

Contingency of Consequences 345

Chapter 10 Employee Satisfaction and Commitment 363

Why Should We Care About Employee Measuring Job Satisfaction
Attitudes? 364 and Commitment 381
What Causes Employees to Be Satisfied Commonly Used Standard Inventories 381
with and Committed to Their Jobs? 366 Employment Profile 384
What Individual Differences Affect Custom-Designed Inventories 386
Job Satisfaction? 367
Consequences of Dissatisfaction and
Are Employees Satisfied with Other Other Negative Work Attitudes 386
Aspects of Their Lives? 370
Absenteeism 386
Are Employees'Job Expectations Being Met? 371
Turnover 393
Is the Employee a Good Fit with the
Counterproductive Behaviors 396
Job and the Organization? 372
Lack of Organizational Citizenship Behaviors 397
Are the Tasks Enjoyable? 373
On the Job: Applied Case Study: Reducing
Do Employees Enjoy Working with
Turnover at Bubba Gump Shrimp Co. 397
Supervisors and Coworkers? 373
Focus on Ethics: Ethics and Organizational
Are Coworkers Outwardly Unhappy? 374
Commitment 398
Are Rewards and Resources Given Equitably? 374
Is There a Chance for Growth and Challenge? 376 Questions for Review 399

Integration of Theories 378

Career Workshop: What to Do If You Are
Unhappy with Your Job 380

X CONTENTS
Chapter 11 Organizational Communication 401
Types of Organizational Problem Area 3: Message Received Versus
Communication 402 Message Interpreted 425
Upward Communication 402 Improving Employee Communication
Employment Profile 405 Skills 429

Downward Communication 406 Interpersonal Communication Skills 430

Business Communication 408 Written Communication Skills 430

Career Workshop: Phone Etiquette 409 On the Job: Applied Case Study: Reducing
Order Errors at Hardee's and McDonald's 433
Informal Communication 412
Interpersonal Communication 414 Focus on Ethics: Ethical Communication 434

Problem Area 1: Intended Message Versus Chapter Summary 435

Message Sent 415
Problem Area 2: Message Sent Versus Questions for Review 435
Message Received 416

Chapter 12 Leadership 437

An Introduction to Leadership 438 Leadership through Power 457
Personal Characteristics Associated Leadership through Vision: Transformational
with Leadership 438 Leadership 458
Leader Emergence 439 Leadership through Persuasion 461
Leader Performance 441 Cultural Differences in Leadership:
Interaction between the Leader Project Globe 462
and the Situation 447 Leadership: Where Are We Today? 465
Situational Favorability 447 Career Workshop: Obtaining Leadership
Organizational Climate 448 Skills 468

Subordinate Ability 451 On the Job: Applied Case Study: Developing

Leaders at Claim Jumper Restaurants 469
Relationships with Subordinates 453
Specific Leader Skills 454 Focus on Ethics: Ethics and Leadership 469

Leadership through Decision Making 455

Chapter Summary 471
Leadership through Contact: Management
by Walking Around 456 Questions for Review 471

Employment Profile 457

ChapterВ Group Behavior, Teams, and Conflict 473

Group Dynamics 474 Factors Affecting Group Performance 478
Definition of a Group 474 Group Cohesiveness 478
Reasons for Joining Groups 475 Groupthink 488

CONTENTS XI
 Individual Versus Group Performance 488 Career Workshop: Tips for Being a
Teams 490 Good Group Member 503

What Is a Work Team? 491 Employment Profile 505

Types of Teams 492 Resolving Conflict 507

How Teams Develop 495 On the Job: Applied Case Study:

Conflict at Work 510
Why Teams Don't Always Work 495
Group Conflict 497 Focus on Ethics: Group Hazing 510
Types of Conflict 499
Chapter Summary 511
Causes of Conflict 499
Conflict Styles 502 Questions for Review 511

Chapter 14 Organization Development 513

Managing Change 514 Work Schedules 541
Sacred Cow Hunts 514 Compressed Workweeks 542
Employee Acceptance of Change 516 Moonlighting 543
Implementing Change 519 Flexible Work Hours 544
Career Workshop: Coping with Change 521 Peak-Time Pay 546
Organizational Culture 522 Job Sharing 546
Employment Profile 524 Work at Home 547
Empowerment 527 Shiftwork 548
Making the Decision to Empower 527 On the Job: Applied Case Study: Managing
Levels of Employee Input 530 Change at Carlson Restaurants 551

Empowerment Charts 534 Focus on Ethics: Change Management 551

Consequences of Empowerment 535
Chapter Summary 553
Downsizing 536
Reducing the Impact of Downsizing 536 Questions for Review 553

Effects of Downsizing 540

Chapter 15 Stress Management: Dealing with the Demands

of Life and Work 555
Stress Defined 556 Occupational Stressors 561
Predisposition to Stress 557 Organizational Stressors 562
Stress Personalities 558 Stressors in the Physical Work Environment 564
Gender, Ethnicity, and Race 558 Other Sources of Stress 572
Stress Sensitization 559 Consequences of Stress 573
Sources of Stress 559 Personal Consequences 573
Personal Stressors 559 Organizational Consequences 575

xii CONTENTS
Managing Stress 576 Measuring Stress 587
Planning for Stress 577 Workplace Violence 588
Stress Reduction Interventions Related Perpetrators of Workplace Violence 590
to Life/Work Issues 580 Reducing Workplace Violence 590
Career Workshop: Dealing with Stress 581 On the Job: Applied Case Study: Reducing
Easing the Child-Care Burden 581 Stress at a Manufacturing Company 592
Easing the Elder-Care Burden 584 Focus on Ethics: The Obligation to Reduce Stresss 592
Easing the Daily-Chore Burden 585
Chapter Summary 593
Providing Rest through Paid Time Off 585
Employment Profile 586 Questions for Review 594

Appendix: Working Conditions and Human Factors 595

Glossary 603
References 623
Name Index 668
Subject Index 676

CONTENTS xiii