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