Handbook of psychology, (volume 12) industrial and organizational psychology, 2nd ed

HANDBOOK OF PSYCHOLOGY HANDBOOK OF PSYCHOLOGY VOLUME 12: INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY Second Edition Volume Editors NEAL W SCHMITT AND SCOTT HIGHHOUSE Editor-in-Chief IRVING B WEINER John Wiley & Sons, Inc This book is printed on acid-free paper Copyright © 2013 by John Wiley & Sons, Inc All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com Requests to the Publisher 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Cataloging-in-Publication Data: Handbook of psychology / Irving B Weiner, editor-in-chief – 2nd ed v cm Includes bibliographical references and index ISBN 978-0-470-61904-9 (set) – ISBN 978-0-470-76887-7 (cloth : v 12); ISBN 978-1-118-28200-7 (ebk); ISBN 978-1-118-28378-3 (ebk); ISBN 978-1-118-28539-8 (ebk) Psychology I Weiner, Irving B BF121.H213 2013 150–dc23 2012005833 Printed in the United States of America 10 Editorial Board Volume History of Psychology Volume Personality and Social Psychology Donald K Freedheim, PhD Case Western Reserve University Cleveland, Ohio Howard Tennen, PhD University of Connecticut Health Center Farmington, Connecticut Volume Research Methods in Psychology Jerry Suls, PhD University of Iowa Iowa City, Iowa John A Schinka, PhD University of South Florida Tampa, Florida Volume Developmental Psychology Wayne F Velicer, PhD University of Rhode Island Kingston, Rhode Island Richard M Lerner, PhD M Ann Easterbrooks, PhD Jayanthi Mistry, PhD Tufts University Medford, Massachusetts Volume Behavioral Neuroscience Volume Educational Psychology Randy J Nelson, PhD Ohio State University Columbus, Ohio William M Reynolds, PhD Humboldt State University Arcata, California Sheri J Y Mizumori, PhD University of Washington Seattle, Washington Gloria E Miller, PhD University of Denver Denver, Colorado Volume Experimental Psychology Volume Clinical Psychology Alice F Healy, PhD University of Colorado Boulder, Colorado George Stricker, PhD Argosy University DC Arlington, Virginia Robert W Proctor, PhD Purdue University West Lafayette, Indiana Thomas A Widiger, PhD University of Kentucky Lexington, Kentucky v vi Editorial Board Volume Health Psychology Volume 11 Forensic Psychology Arthur M Nezu, PhD Christine Maguth Nezu, PhD Pamela A Geller, PhD Drexel University Philadelphia, Pennsylvania Randy K Otto, PhD University of South Florida Tampa, Florida Volume 10 Assessment Psychology Volume 12 Industrial and Organizational Psychology John R Graham, PhD Kent State University Kent, Ohio Neal W Schmitt, PhD Michigan State University East Lansing, Michigan Jack A Naglieri, PhD University of Virginia Charlottesville, Virginia Scott Highhouse, PhD Bowling Green State University Bowling Green, Ohio Contents Handbook of Psychology Preface Irving B Weiner xi Volume Preface xiii Neal W Schmitt and Scott Highhouse Contributors I xv CONDUCTING AND COMMUNICATING RESEARCH IN INDUSTRIAL–ORGANIZATIONAL PSYCHOLOGY 1 A SNAPSHOT IN TIME: INDUSTRIAL–ORGANIZATIONAL PSYCHOLOGY TODAY Scott Highhouse and Neal W Schmitt INFERENTIAL META-THEMES IN ORGANIZATIONAL SCIENCE RESEARCH: CAUSAL INFERENCE, SYSTEM DYNAMICS, AND COMPUTATIONAL MODELS Richard P DeShon COMMUNICATING RESEARCH FINDINGS 43 Nathan R Kuncel and Jana Rigdon II PERSONNEL PSYCHOLOGY 59 JOB AND WORK ANALYSIS 61 Paul R Sackett, Philip T Walmsley, and Roxanne M Laczo JOB PERFORMANCE 82 Stephan J Motowidlo and Harrison J Kell RECRUITMENT AND JOB CHOICE RESEARCH: SAME AS IT EVER WAS? 104 Todd C Darnold and Sara L Rynes vii 14 viii Contents PERSONNEL SELECTION AND EMPLOYEE PERFORMANCE 143 Jose M Cortina and Joseph N Luchman INTELLIGENCE AND THE WORKPLACE 184 Fritz Drasgow USE AND IMPORTANCE OF PERSONALITY VARIABLES IN WORK SETTINGS 211 Leaetta M Hough and Jeff W Johnson 10 UNDERSTANDING AND FACILITATING LEARNING: ADVANCEMENTS IN TRAINING AND DEVELOPMENT 244 Kurt Kraiger and Satoris S Culbertson 11 ABSENCE, LATENESS, TURNOVER, AND RETIREMENT: NARROW AND BROAD UNDERSTANDINGS OF WITHDRAWAL AND BEHAVIORAL ENGAGEMENT 262 David A Harrison and Daniel A Newman 12 THEORETICAL APPROACHES TO THE STUDY OF JOB TRANSITIONS 292 Daniel C Feldman and Thomas W H Ng III ORGANIZATIONAL PSYCHOLOGY 13 MOTIVATION 309 311 Aaron M Schmidt, James W Beck, and Jennifer Z Gillespie 14 JOB ATTITUDES: COGNITION AND AFFECT 341 Reeshad S Dalal 15 LEADERSHIP MODELS, METHODS, AND APPLICATIONS: PROGRESS AND REMAINING BLIND SPOTS 367 Bruce J Avolio, John J Sosik, and Yair Berson 16 ORGANIZATION CHANGE AND DEVELOPMENT: IN PRACTICE AND IN THEORY John R Austin and Jean M Bartunek 17 WORK GROUPS AND TEAMS IN ORGANIZATIONS Steve W J Kozlowski and Bradford S Bell 18 CUSTOMER SERVICE BEHAVIOR 470 Ann Marie Ryan and Robert E Ployhart 19 JUDGMENT AND DECISION MAKING 493 Terry Connolly, Lisa Ord´on˜ ez, and Steven Barker 412 390 784 Subject Index Organization change and development (continued) large group interventions, 397–400 open space technology, 398–399 World Caf´e, 399–400 learning organizations, 400 building shared vision, 400 mental models, 400 personal mastery, 400 SOL Web site, 400 systems thinking, 400 team learning, 400 life-cycle motor, 394 narrative/rhetorical intervention, 402–403 participation, 401 practitioner faculty, 405 punctuated equilibrium, 394 self-reflection, 401–402 teleologic motor cognitive framing theories, 393 strategic change, 393 theories of innovation, 393–394 theories of changing, 392 Organization Man, The, Organizational analysis, TNA, 245 Organizational attraction positive vs negative recruitment, 130 Organizational behavior, Organizational Behavior and Human Decision Processes, 273 Organizational characteristics location, 106 organizational image, 106 of recruitment, 106–114 and organizational performance, 107–108 recruiting outcomes, impact on, 108–114 recruiting practices, 106–108 size, 106 Organizational citizenship behaviors (OCBs), 5, 90–92, 146, 201, 214, 281, 296, 302, 321, 373 emic dimensions, 91 etic dimensions, 91 knowledge and skill theory, of performance antecedents, 99 requirements for, 86 Organizational climate, 643 agents, 651 agreement-based strength, 661, 664–665 alignment-based strength, 665–666 antecedents of, 654–655 boundary conditions, 656 changes, 668–669 vs culture, 656 artifacts, 657 items and dimensions, 657 levels of analysis, 658 linking mechanism, 657, 658 values, 657 definition, 651 elemental content, 660 higher-order social structure, 652 historical background, 651 homogeneity, 662 individual-level outcomes, 655 integrated model, 644 interaction, 660 leadership, 652, 663 mediators, 655–656 moderators, 656 modes of generic climate dimensions, 653 integration, 654 molar climate, 652–653 strategic climates, 653–654 objective vs perceptual and levels of analysis, 651–652 shared perceptions agreement, 658–659 disagreement, 659 social interaction and communication, 662 strong vs weak situations, 664 structure and practices, 661–662 subclimates, 666–667 subunit and organizational-level outcomes, 655 system-based strength, 665 work group processes, 662–663 See also Integrated model Organizational commitment, 278 Organizational culture, 643 agreement-based strength, 664–665 alignment-based strength, 665–666 antecedents of, 649 changes, 668 vs climate, 656 artifacts, 657 items and dimensions, 657 levels of analysis, 658 linking mechanism, 657, 658 values, 657 commonalities, 647 Competing Values Framework (CVF), 648 definitions of, 647 Denison Organizational Culture Survey (DOCS), 649 elemental content, 660 event cycles, 661 historical foundation, 646 integrated model, 644 integrative perspective, 647 interaction, 660 Subject Index leader regulatory behaviors, 660 leader–member interactions, 660 levels of basic assumptions, 648 espoused Values, 647 observable artifacts, 647 mediators and moderators, 650 nascent units, 660 Organizational Culture Inventory (OCI), 648 Organizational Culture Profile (OCP), 649 outcomes, 649 shared mental models, 660 shared perceptions agreement, 658–659 disagreement, 659 strong vs weak situations, 664 subcultures, 647, 666–667 system-based strength, 665 Work Practices Survey, 649 See also Integrated model Organizational development, Organizational deviance, 283 Organizational Deviance scale, 283 Organizational diversity, 677 benefits and drawbacks, 679 Blau’s index of heterogeneity, 678 categorization–elaboration model, 682 composition vs climate, 688–690 definition, 677 discrimination reduction cause-and-effect links, 688 corporate social responsibility (CSR), 688 flagrant types, 687 incivilities and microinequities, 687 interpersonal, 687 stigmas and contexts, 687 strategies, 687 effects of mediators, 691 moderators, 690–691 ethnicity, 678 forms, 678 gender, 678 inclusion, 677 initiatives instrumental justifications, 686 majority group, 686 minorities, 686 reverse discrimination, 686 stakeholders, 686 lack of fit model, 685 legitimacy, 678 methodology discrimination, 679 pregnant customers, 679 self-report, 678 snowball sampling, 679 triangulation, 679 race, 678 relational demography, 681–682 sexual orientation, 678 social identity theory (SIT), 680–681 social role theory, 684–685 stereotype content theory, 683–684 stigma theory, 682–683 surface- vs deep-level, 678 Organizational image, 106, 112 components of, 108 organizational personality, 110 Organizational justice theories, 485 Organizational personality, 110 Organizational politics, 271 Organizational productivity, definition of, 166 Organizational psychology, 3, Organizational recruitment strategy, 137 Organizational reputation, 114 Organizational stress, 560 absence behavior, 577 causality, 567 counterproductive work behavior (CWB), 576 cybernetic model, 565 discrepancy concept, 561 drift hypothesis, 567 effort–reward imbalance model, 567 gender, 577 individual stressor reduction, 578 interventions, 578–582 job demand–job control model, 566 lifestyle changes, 581–582 longitudinal studies emotional exhaustion, 570 psychosomatic complaints, 568 reverse causation, 570 sample size, 569, 570 stressor type, 570 structural equation modeling, 568 testing lagged relationships, 568, 569 time lag, 568, 569 type of strain, 571 moderator effects, 574–575 negative affectivity, 567 objective measures of stressors, 567–568 organizational commitment, 576 organizational stressor reduction, 578 performance challenge stressors, 576 cognitive reactions, 575 contextual performance, 575 785 786 Subject Index Organizational stress (continued) hindrance stressors, 576 negative linear effect, 575 organizational citizenship behavior (OCB), 576 role ambiguity, 576 role conflict, 576 social conflicts, 576 task performance, 575 time pressure, 576 person–environment (P-E) fit theory, 565–566 Poisson regression method, 577 reaction concept, 561 resources coping skills, 579 emotional exhaustion, 579 participatory process effects, 579 social support, 579 stress-preventive function, 579 role of hardiness, 574 job resources, 571 personal resources, 571 sense of coherence, 574 type A behavior, 574 stimulus concept, 561 strain reduction cognitive behavioral techniques, 580 components, 580 heart disease, 581 management programs, 580 meta-analysis, 580 relaxation techniques, 580 rest period, 581 strains, 563 stressors, 561 transactional concept, 561 transactional stress model, 565 turnover intentions and behavior, 578 vitamin model, 567 See also Job demand–job control model; Job resources; Personal resources; Stress reactions; Stressors; Vitamin model Organizational support, 89 posttraining interventions, 252 Organizational withdrawal, 263 Oscillating dynamic system, 29 Oswald, F., Outcome–input ratios, 270 Paired comparison procedure, 235 PAQ See Position Analysis Questionnaire (PAQ) PAR See Participatory Action Research (PAR) Parallel analysis, 192 Pareto-optimal displays, 50 Participatory Action Research (PAR), 402 Patterning across time and contexts job withdrawal, 276 work withdrawal, 267–269 PCO See Protean career orientation (PCO) Perceptual model, job design, 531 PEM See Punctuated equilibrium model (PEM) Performance antecedents, knowledge and skill theory of, 98–100 dimensions, taxonomy of, 224 distribution, 84 vs effectiveness, 166 goals, 315 job performance, 146–150 model, 143–144 prediction, and time, 163–165 predictors of, 202 See also Intelligence; Job performance Performance, nature of, 146–150 adaptive performance, 146, 149 citizenship behavior, 147–149 contextual performance, 147–149 focusing on, 146 task performance, 146–147 focusing on, 146 Person analysis, TNA, 245 Personal phone calls, 267 Personal resources coping styles, 573–574 core self-evaluations emotional stability, 574 internal locus of control, 574 moderator effects, 574 self-efficacy, 574 self-esteem, 574 recovery processes, 574 Personality, 262 Personality-based integrity tests, 237 Personality-based job analysis, 69 Personality–criterion relationships, 235 Personality dimensions identification, job analysis for, 68–69 Personality–performance relationships, 212, 224 Personality process models, 214 Personality ratings, 236–237 Personality-Related Position Requirements Form (PPRF), 69 Personality taxonomy, 224 Personality theory, 299–300 Personality trait-based interactionist model (Tett and Burnett), 95–96 Personality traits agreeableness, 99 Subject Index conscientiousness, 99 Personality variables, 96, 211–239 age group similarities and differences, 235 construct validity of, 214–215 effect size, 214 ethnic group similarities and differences, 229–234 gender group similarities and differences, 234–235 intentional distortion, 237–238 job performance, 213 measurement, 235–237 computer adaptive personality tests, 235–236 conditional reasoning tests, 236 forced-choice measures, 235 ratings, 236–237 meta-analyses, 215 moderator, 214 past decade, 238–239 specific performance dimensions, 214 structure, 211–213 lexical approach, 212 subgroup mean differences, 212 synthetic validity, 215–227 work performance, determinants of, 213–214 Person-centric work psychology, Personnel Decisions International Employment Inventory, 68 Personnel Decisions Research Institutes, 89 Personnel psychology, 3, 4, 273 Personnel selection, 215, 235, 236, 239 Personnel selection and employee performance, 143–172 cognitive ability, 154–156 declarative knowledge antecedents and outcomes of, 151–154 distal outcomes of, 165–171 counterproductive behavior, 168–169 creativity, 166–167 customer satisfaction and loyalty, 170–171 health and safety outcomes, 169 innovation, 166–167 litigation and social responsibility, 169–170 productivity, 165–166 withdrawal behavior, 167–168 job experience, 156 job performance and job analysis, theories of, 145–146 measurement methods, 158–162 assessment centers, 160 cross-cultural research, 161 interviews, 159–160 neuroimaging, 161 selection procedures, reactions to, 162 situational judgment tests (SJTs), 160–161 technological changes, 158–159 model of, 144 moderators, 165 787 motivation antecedents and outcomes of, 151–154 motivational and noncognitive traits, 156–158 performance models, 143–144, 165 performance, nature of, 146–150 adaptive performance, 146, 149 citizenship behavior, 147–149 contextual performance, 146–149 task performance, 146–147 physical ability, 156 prediction over time, 163–165 procedural knowledge and skills antecedents and outcomes of, 151–154 proximal antecedents, of performance, 150–151 declarative knowledge, 150–151 motivation, 150–151 procedural knowledge and skills, 150 societal and organizational issues, 171–172 validation, 163 Person–environment (P-E) fit model, 296–298, 346, 565–566 Person–group (P-G) fit, 297 Person–job (P-J) fit, 297 Person–organization (P-O) fit, 112, 113, 130, 280, 297 recruitment, 130–133 Person–vocation (P-V) fit, 297 PET See Positron-emission tomography (PET) Physical ability, 156 Physical stressors, 562 Picturing the Uncertain World (Wainer), 57 Planned behavior, theory of, 271 Position Analysis Questionnaire (PAQ), 62 Positive work–family linkage dimensions, 701 enrichment, 701 facilitation, 701 outcomes, 702 positive spillover, 701 predictors, 702 psychology and organizational scholarship, 701 temporal ordering, 701 Positron-emission tomography (PET), 184 Post-retirement adjustment period, 278 Posttraining interventions, for transfer of training, 251–252 organizational support, 252 situational constraints, 252 transfer climate, 252 Potential responses (PR) frameworks, 16 Practitioners, 10 Precarious employment, 632–633 Prediction, Action, Results, Interpretation (PARI), 74 Prediction, judgment and decision making idea generation, 499–500 overconfidence, 499 788 Subject Index Prediction, judgment and decision making (continued) simple prediction, 498–499 Preferences, 213 judgment and decision making additive difference models, 503 choice rules, 502–503 comparison processes, 502 conjunctive models, 502 lexicographic models, 503 multiattribute utility theory, 502 utilities and, 501–502 values, goals, and objectives, 500–501 Prescriptive vs descriptive job analysis, 63 Presenteeism, definition of, 267 Pretreatment heterogeneity, 22 Primary Mental Abilities (Thurstone), 188 Priming, 317 Proactive cognitive processes, 213 Probit analysis, 108 Problem-focused coping, 301, 573 Procedural justice perceptions, 124 Procedural knowledge and skills antecedents and outcomes of, 151–154 cognitive task/verbal protocol analysis, 153 definition of, 96, 151 measurement, 153–154 mental models/knowledge structures, 153 Procedural memory, 198 Process models, 213, 235 Procrastination, 327 Procter and Gamble (P&G), 136 Product image, 110 Production deviance, 267, 283 Productivity, 165–166 Productivity Measurement and Enhancement System (ProMES) approach, 47, 452 Progression model, 264 Promotion strategy, 121 Propensity score methods, 23 Property damage, 283 Property deviance, 283 Prospect theory, 316, 503–504 Protean career orientation (PCO), 595 Protected class, adverse impact, 227 Proximal antecedents, of performance declarative knowledge, 150 motivation, 151 procedural knowledge and skills, 151 Proximal determinants, of job performance, 150–151 Psychological detachment, 274, 574 Psychological motives, 213 Psychological Science, 11 Psychological strains, 271 Psychological withdrawal, 264 break taking, 264 drug usage, 264 missing meetings, 264 Psychology vs business tension, 4–5 management customer vs worker customer tension, problems, 57 of work, Psychometric approaches, to intelligence, 185–195 Carroll model, 191–194 Cattell model, 191 critique, 194–195 factor fractionation, 185 Guilford model, 190–191 Spearman theory, 185–187 Thurstone innovations, 188–189 Vernon model, 189–190 Psychosomatic complaints, 274, 574 Public Policy and Social Issues Committee, 12 Punctuated equilibrium model (PEM), 427 Qualitative vs quantitative job analysis, 62 Quitting, 274–276 time-dependent likelihood, 276 Random utility models, 502 Ratings, personality variables, 236–237 Realistic job previews (RJPs), 114, 120–121 Reason-based choice effects (RBCEs), 509 Reasoned action, theory of, 271 Recovery Experience Questionnaire, 274 Recruiters, 114–116 competence, 115 informativeness, 115 personableness, 115 role of, 136 trustworthiness, 115 Recruiting outcomes, organizational characteristics, 108–114 Recruiting practices organizational characteristics, 106–107 and organizational performance, 107–108 Recruitment, 104–138 crowdsourcing, 133, 136 future research, 133–138 and job choice, 105, 106, 115, 125, 127–129 labor markets, changes in, 136 meta-analysis, 115 methodological issues, 137–138 organizational attraction, 109, 110, 112, 113, 115, 116, 118, 119, 122, 123, 125, 130–132 organizational characteristics, 106–114 and organizational performance, 107–108 recruiting outcomes, impact on, 108–114 Subject Index and recruiting practices, 106–108 organizational recruitment strategies, 137 organizational traits, 112 overview, 104–106 practices, changes in, 133–136 practices and procedures, 114–126 diversity initiatives, 121–124 realistic job previews, 120–121 recruiters, 114–116 recruitment sources, 116–120 selection procedures, 124 vacancy characteristics, 124–126 processes, 126–133 applicant self-selection, 126–127 individual differences and person–organization fit, 130–133 information processes, 129–130 interactive processes, 130 social processes, 128–129 time-related processes, 127–128 status manipulation, 115 structural equation modeling, 115, 119 in 21st Century, 105 Regulatory focus, 325 accuracy, 325 prevention-focused, 325 productivity, 325 promotion-focused, 325 safety, 325 speed, 325 Relational demography, 681–682 Relative deprivation theory, 293 Relaxation, 274 Research and development (R&D), 376 Research findings, communication of, 43–57 correlations, 43–44 considerations, 46 correct vs incorrect decisions, 45 criterion problem, 46–47 effectiveness, 45–46 experiments, research from, 47 natural frequencies, 45 odds ratio (OR), 44–45 risk ratio (RR), 44 decision making, 44, 47 good graphical display, general rules and ideas, 52–57 area to convey size, 53 aspect ratios and banking, 53 dot dash plot, 55 future research, 57 jittering, 55 loess smoothing, 55 multiple y axis, 55 needless words, omission of, 52–53 789 recommendations, 55–57 sampling error, 55 scale changes, 53–55 sunflowers/binning, 55 values, labeling, 53 graphical solutions and data displays, for I-O psychology, 47–52 binomial effect size display (BESD), 48 caution, 48–50 communicating trade-offs, 50–51 contingency tables into graphical displays, conversion of, 48 graphics vs tables, 48 Research-oriented business schools, Resource allocation, 271 Resource-based view (RBV), of firm, 107 Resource depletion challenges, 271 hindrances, 271 Resource drains, on family and friends, 300–301 Response-focused strategies, 322 Results-only work environment (ROWE), 706 Retention, 280 Retirement, 264, 274 adjustment, 281 behavior, dimensions, 277 consequences of, 281 decision-making process, 278 definition of, 275 planning, 278 quitting, 276 revised model, 277 Retirement Descriptive Index, 281 Risk ratio (RR), 44 RJPs See Realistic job previews (RJPs) RMSEA See Root mean squared error of approximation (RMSEA) Role ambiguity, 271 Role stressors, 562 job control, 623 moderating effects, 623 psychological strains, 622 role ambiguity, 622 role conflict, 622 role overload, 622 role-sending process, 622 role theory, 621 social support, 622 tolerance for ambiguity, 623 Root mean squared error of approximation (RMSEA), 187 Rugged individualism, 215 Sacrifice, definition of, 295 Safety climate 790 Subject Index Safety climate (continued) definition, 628 in-role and extrarole tasks, 629 moderator variable, 628 safety compliance, 628 safety participation, 628 situational pressures, 628 transformational leadership, 629 Safety promotion, 630 Sales effectiveness, 215, 234 Scenario-based training, 249 Schmid–Leiman transformation, 192 Science vs practice gap, Science vs practice tension tension, issues, 6–8 time and change, 8–9 training I-O psychologists, 10–11 translational research, need for, 11–12 work meaning, worker well-being, 9–10 Scientist-practitioner model, Script, 277 Second-generation model, TNA, 246 Second-level causality, 25 Selection procedures reactions to, 162 recruitment, 124 Selection ratio, 227, 234, 237 Self-determination theory autonomy, 323 competence, 323 relatedness, 323 Self-efficacy definition of, 319 general self-efficacy, 320 vs performance, 319 performance ambiguity, 320 time allocation, 320 transformational leadership, 319 work design, 543 Self-fulfilling prophecy, 130 Self-regulation, 213 Self-regulatory focus, on job transitions, 300 Self-regulatory training, 251 Self-report instruments, 235 Self-selection research, 127 Self-transcendent goals, 315 Selling orientation–customer orientation (SOCO), 477 Servants of Power, The (Baritz), Sexual harassment, 283 Shared leadership, 367 Shiftwork, 619 Shirking, 92 Shocks, 277, 279 Short-term absence, 265 Short-term turnover propensity, 276 Sickness absence, 262, 266 Signal-based measurement, 164 Simplex, 268 Single job vs job comparison, 63 SIOP See Society for Industrial and Organizational Psychology (SIOP) Situation trait relevance, 95 Situational constraints, posttraining interventions, 252 Situational demands, on personality, 213 Situational judgment tests (SJTs), 98, 153, 160–161, 195, 202, 204–205, 477 and job performance, 205 and social intelligence, 205 Skill acquisition Declarative stage, 199 knowledge compilation stage, 199 laboratory studies of, 199–200 procedural stage, 199 SMEs See Subject matter experts (SMEs) Sociability, 215, 234 Social characteristics, work design feedback, 537 interaction, 537 interdependence, 537 social support, 537 Social cues, trait activation, 95 Social decision scheme model, 513 Social desirability, 235 Social desirability scales, 237, 238 Social exchange theory, 281, 294 Social identity, 113 Social identity theory (SIT), 133 characteristics, 680 classifications, 680 markers, 681 mechanism, 681 Social influence, on absenteeism, 272 Social intelligence, 202 definition, 203 explicit measures, 203 measurement, 202–203 and SJTs, 205 Social interconnectedness, 279 Social legitimacy job withdrawal, 279–280 work withdrawal, 271–272 Social loafing, 92 Social network analysis, 272 Social networks, 277 disruption in, 279 dyadic contagion effects of withdrawal, assessment of, 284 Subject Index emergent group-level withdrawal properties, assessment of, 284 structurally equivalent positions in, 279 Social processes, recruitment, 128–129 Social psychologists, Social responsibility personnel selection and employee performance, 169–170 Social role theory, 684–685 Social Service Orientation, 212 Social Skills Inventory, 203 Social stressors, 562 Social–technical systems, 380 Societal and organizational issues, affecting selection practices, 171–172 Society for Industrial and Organizational Psychology (SIOP), 3, 6, 8, 11, 12, 70 early career awards, presentation categories, Society for Organizational Learning (SOL) Web site, 400 Sociotechnical systems theory, 528–529 SOCO See Selling orientation–customer orientation (SOCO) Spatial and mechanical abilities (k:m), 189 Spearman theory, of intelligence, 185–187 Armed Services Vocational Aptitude Battery (ASVAB), 186 deductive reasoning, 186 goodness of fit statistic, 187 hierarchy of the intelligences, 186 law of tetrad differences, 186 matrix of residuals, 187 non-normed fit index, 187 residuals, 186 root mean squared error of approximation (RMSEA), 187 specific factors, 186 two-factor model, 187 two-factor theory of intelligence, 186 Spearman, C., 186 Specific vs general job analysis, 62 Spillover model, 264 Spouse relocation, 275 Spreading activation, 317 Stability coefficients, 268 Stable-unit-treatment-value assumption (SUTVA), 22, 23 Standard Occupational Classification (SOC) system, 67 Standardized mean differences, and correlations, 48 State space representation, 27 Status striving, 213 Stereotype content theory, 683–684 Stigma theory, 682–683 Strain-based conflict, 699 Strategic climate, 653–654 Strategic job analysis, 62, 75–76 Strategic leadership, 378–380 Strategic skills, 372 Strategy richness, 99, 153 Strategy scholars, Stress See Organizational stress Stress–coping–adjustment (SCA) paradigm, 294–295 Stress reactions accidents, 564 adrenaline, 564 affective reactions, 564 cardiovascular system, 563 coronary heart diseases, 563 depressive symptoms, 564 emotional exhaustion, 564 experience-sampling studies, 564 headache, 564 hostility, 564 immune functioning, 564 leisure activities, 564 mood, 564 psychosomatic complaints, 564 turnover intentions, 564 types of, 563 violence, 564 Stressors, 561 appraisals, 562 career-related stressors, 562 challenge/hindrance stressors hassles, 562 role ambiguity, 562 role conflict, 562 situational constraints, 562 social conflicts, 562 time pressure, 562 daily hassles, 561 objective approaches, 563 organizational change, 562 overtaxing regulation, 562 physical stressors, 562 regulation obstacles, 562 regulation uncertainity, 562 role ambiguity, 562 role conflict, 562 role overload, 562 role stressors, 562 social stressors, 562 subjective approaches, 563 task-related job stressors, 562 traumatic stressors, 562 work-schedule-related stressors, 562 Stressor–stress–strain model, 271 Structural equation modeling, 15 Structural validation, 37 Structure of intellect (SOI) model, 190 Subject matter experts (SMEs), 47, 69, 246 791 792 Subject Index Subjective career success, 596 Subjective expected utility (SEU) theory, 503 Sunflowers/binning, usage of, 55 Supervisory Judgment Test, 202 Supplication, 121 SUTVA See Stable-unit-treatment-value assumption (SUTVA) Symmetric differences squared (SDS) methodology, 513 Symptom-focused coping strategies, 301 Synthetic validation, 215–227 System dynamics, 14 Tables vs graphics, 48 Tacit knowledge, 150 Tactical decision-making (TDM), 445 TADMUS program See Team decision making under stress (TADMUS) program Tailored Adaptive Personality Assessment System (TAPAS), 236 Task characteristics, work design feedback, 536 identity, 536 significance, 535–536 variety, 535 Task cohesion, 436 Task performance, 87, 88, 93, 97, 201, 224 cognitive ability, 97 vs contextual performance, 87–90 focusing on, 146 nature of, 146–147 Task proficiency vs contextual behavior, 144 Task-related behaviors, 147 raw materials, 147 technical core, 146 Task-related cues, trait activation, 95 Task-related job stressors situational constraints, 562 time pressure, 562 Taskwork skills, 249 Taskwork communication, 442 Taxonomy-based vs blank slate job analysis, 62 Taylor–Russell tables, 45, 51 TDI See Technology-delivered instruction (TDI) TDM See Tactical decision-making (TDM) Team building, Team coherence, 448 Team cohesion, 437 Team composition, 419 applied issues, 422–423 cognitive ability, 421–422 personality, 420–421 team size diversity, 420 optimal size, 419 theoretical and empirical issues, 422 values, 422 Team coordination and adaptation training, 249 Team decision making under stress (TADMUS) program, 431 Team development, 423 classic stage models, 426–427 implications for, 427–429 meta theory, 428 punctuated equilibrium model, 427 research implications and application issues, 429–430 role compilation, 428 task compilation, 428 team compilation, 427, 428 team formation, 428 Team effectiveness, 412 aspects, 413 decision making, 432 input–process–outcome, 430–431 research targets, 454 structural adaptation, 432 TADMUS program, 431 task cycles, 432 team adaptability, 431 team competencies and performance adaptability, 444 categories of, 444 communication, 444 context-driven, 444 coordination, 444 decision making, 444 interpersonal relations, 444 KSAs, 445 leadership/team management, 444 orientation, 444 performance monitoring and feedback, 444 shared situational awareness, 444 team training, 445–446 transportable, 444 Team formation, 423–424 Team knowledge typology (TKT), 436 Team leadership, 447 functional role of, 447–448 practical applications, 450 self-managing teams, 448–450 shared team leadership, 448–450 Team learning, 432–433 Team mental models, 433–434 compositional cognition, 434 equipment model, 433 learning cycle, 434 member model, 434 task model, 434 team climate, 434 Subject Index team self-correction training, 434 teamwork model, 434 Team motivation, 450 practical recommendations, 452 productivity loss, 450–451 theories of, 451 Team orientation, 447 Team performance, 143, 156, 157, 443–445 Team processes affective and motivational constructs and mechanisms cohesion, 436–438 collective efficacy, 439–440 conflict, 440–441 team affect/mood, 438–439 behavioral constructs and mechanisms behavioral process taxonomy, 442–443 communication, 442 cooperation, 441–442 coordination, 441 cognitive constructs and mechanisms macrocognition, 436 team learning, 432–433 team mental models, 433–434 transactive memory, 434–436 Team role test (TRT), 443 Teams See Workgroups and teams, organizations Team socialization, 424 direct findings for, 424–425 indirect findings for, 425 research implications and application issues, 429 team role, 425–426 Team training, 247, 249 compilation, 447 composition, 447 crew resource management, 445 cross-training, 249 effectiveness, 249 efficacy of, 446 generic teamwork skills training, 249 guided team self-correction, 249 vs individual-based training, 249 research on, 446–447 scenario-based training, 249 tactical decision-making, 445 team building, 446 team coordination and adaptation training, 249 team processes and KSAs, 445 vertical transfer, 447 Team viability, 452–454 Teamwork communication, 442 Teamwork skills, 249 Technological changes, personnel selection and employee performance, 158–159 Technology-delivered instruction (TDI), 247–249 Telecommuting, 704 Teleologic motor, organizational change cognitive framing theories, 393 strategic change, 393 theories of innovation, 393–394 Temporal dynamics, 326 deadlines, 326–327 creativity, 327 expectancy-value theories, 326 time pressure, 327 TMT, 326–327 planning fallacy, 327–328 procrastination, 327 temporal motivation theory, 326–327 work teams and groups, 416 Temporal motivation theory (TMT), 151, 319, 326–327 utility, 327 Tension(s), business tension vs psychology, 4–5 I-O tension, 3–4 science vs practice gap, 5–12 worker customer vs management customer, Terkel, S., Tetrad differences, 186 Tett and Burnett’s trait-based model, 95–96 Theft, 283 Theory of signal detection (TSD), 505–506 ROC curve, 506 Third-generation model, TNA, 246 Thorndike, E L., 203 Three-stratum model (Carroll), 192 Three-stratum theory of intelligence (Carroll), 192 Thurstone innovations, factor analysis, 188–189 Thurstone, L L., 188, 235 Thurstonian correlated factors, 192 Time loss and absenteeism, 266 Time, and performance prediction, 163–165 Time, and work behaviour, Time-based conflict, 699 Time-dependent likelihood, of quitting, 276 Time-related recruitment processes, 127–128 Time trends, in lateness, 268 TKT See Team knowledge typology (TKT) TNA See Training needs assessment (TNA) Top management teams (TMT), 106, 416–417 Trainee motivation, 245 Trainee reactions, 254 Training, 244–257 active learning approaches, 250–251 comments, 256–257 design and delivery, 247 evaluation, 252–254 and job criteria, 200–201 793 794 Subject Index Training (continued ) vs management development, 254–255 meaning, 244 older workers, 255–256 overview, 244–245 team training, 249 technology-delivered instruction (TDI), 247–249 training needs assessment (TNA), 245–246 transfer of, 251–252 posttraining interventions, 251–252 training interventions, 251 Training and development (T&D), meaning of, 244 Training I-O psychologists, 10–11 Training needs assessment (TNA), 245–246 first-generation model, 246 job/task analysis, 245 organizational analysis, 245 person analysis, 245 second-generation model, 246 third-generation model, 246 trainee motivation, 245 Training performance, 201 prediction of, 191 Trait activation, 95 empirical evidence, 96 social cues, 95 task-related cues, 95 theory, 213 trait-activating cues, 95 Trait richness, 99 Transactional leadership, 372 Transactional stress model, 565 Transactive memory, 434–436 accuracy and specialization, 435 communication media, 435 compilational cognition, 435 complexity, 435 development of, 434 knowledge specialization, 435 Transfer, 275 Transfer climate, posttraining interventions, 252 Transfer of training, 251–252 posttraining interventions, 251–252 training interventions, 251 Transformational leadership, 372 Translational research, need for, 11–12 Transportable competencies, 444 Traumatic stressors, 562 TRT See Team role test (TRT) Turnover, 274 consequences of, 280–281 definition of, 274–275 inducements and contributions, 276 unfolding model of, 275 Twitter, 133 Two-factor model (Spearman), 187 Two-factor theory of intelligence (Spearman), 186 Uncivil behaviors, 92 Undergraduate grade-point average (UGPA), 51 Unemployment, 10 Union, Unit additivity See Unit treatment homogeneity Unit exchangability/homogeneity, 22 Unit treatment homogeneity, 22, 23 Unlikely Virtues scales, 234 U.S Navy’s Computer Adaptive Personality Scales (NCAPS), 235 U.S Patent and Trademark Office (USPTO), 108 Utrecht Work Engagement Scale (UWES), 283 Vacancy characteristics, recruitment, 124–126 Validation of computational models, 36–38 personnel selection and employee performance, 163 Validity generalization, 200 Value-percept model, 345–346 Values, 213 Variable pay, 125 Variance components analysis, 78 Varimax, 192 VDL theory See Vertical dyad linkage (VDL) theory Vensim, 36 Verbal-educational (v:ed ) higher order factor, 189 Verbal protocol analysis (VPA), 129, 154 Verbal reasoning, 196 Vernon model, of intelligence, 189–190 Vernon, P E., 189 Vertical dyad linkage (VDL) theory, 375 Vertical percent (VP) method, 48 Video-based SJTs, 205, 207 Visual Display of Quantitative Information, The (Tufte), 55, 57 Visualizing Data (Cleveland), 55 Visual perception, 194 Vitamin model feedback, 567 job autonomy, 567 job demands, 567 skill utilization, 567 skill variety, 567 social support, 567 Volitional turnover, 262 Wage differentials, 277 Warnings, 237, 238 WDQ See Work design questionnaire (WDQ) Weather Research and Forecasting Model, 34 Subject Index Web-based recruitment, 120 Web-based recruitment study, 118 Wernicke’s aphasia, 197 WHP programs See Workplace health promotions (WHP) programs Withdrawal behavior, 262–285 background, 262–263 historical origins, 263 personnel selection and employee performance, 167–168 withdrawal construct, broadening of, 263–265 interconnection, 264–265 See also Job withdrawal; Work withdrawal Withdrawal construct, 281 broadening of, 263–265 interconnection, 264–265 Withdrawal intentions, 274 Withdrawal model (Hanisch), 263, 351–352 progression of, 276 Withdrawal-engagement continuum, 263, 281–284 attitude-engagement model, 282 behavioral engagement, 281–282 counterproductive work behavior (CWB), 283–284 engagement, conceptions of, 282–283 Wonderlic, 98 Work adjustment, 271 Work analysis See Job analysis Work behavior, 83 critical incidents, 84 Work content and outcomes, 65 Work context, 65 Work design, 525 attitudinal outcomes, 544 behavioral outcomes, 545 cognitive outcomes, 545–546 comprehensive measures, 533–534 compromise approach, 551 individual differences early research, 547–548 growth need strength, 548 negative and positive affectivity, 548–549 psychological flexibility, 549 temporal focus, 549 integrated work design framework, 550–551 interdisciplinary model of job design, 530–531 biological model, 531 mechanistic model, 530 motivational model, 530 perceptual model, 531 job demands–control–support model, 529 job demands–resources model, 529–530 job enrichment approaches job characteristics theory, 528 motivator-hygiene theory, 526–528 level-separation approach, 551 measurement concerns common method Variance, 540–541 levels of analysis, 541–542 mediating mechanisms psychological empowerment, 542 self-efficacy, 543 self-regulation, 544 social impact and social worth, 542 task enlargement and knowledge enlargement, 543 objective characteristics vs subjective perceptions, 538 convergent validity, 538–539 manipulation of job properties, 540 scientific management, 526 sequential approach, 551 social influences, 531–532 socio-technical systems approach, 552 sociotechnical systems theory, 528–529 structural influences, 532–533 organizational context, 533 organizational structure, 532 physical environment, 532 technological environment, 532–533 structure, 533 synthesis approach, 552 team approach, 552 tensions, 551–552 WDQ, 534 characteristic definitions, 535 contextual characteristics, 538 knowledge characteristics, 536–537 social characteristics, 537 task characteristics, 534–536 well-being outcomes, 546 work methods autonomy, 535 work redesign interventions, 546–547 work scheduling autonomy, 535 Work design questionnaire (WDQ) contextual characteristics, 538 knowledge characteristics, 536–537 information processing, 536 job complexity, 536 problem solving, 536 skill variety, 536 specialization, 536–537 social characteristics feedback, 537 interaction, 537 interdependence, 537 social support, 537 task characteristics feedback, 536 identity, 536 795 796 Subject Index Work design questionnaire (WDQ) (continued) significance, 535 variety, 535 work characteristic definitions, 535 Work engagement, 274, 282 Work groups and teams, organizations, 414 contextual constraint and creation, 415 life-cycle perspective, 414 multilevel influences, 415 research issues context, 454–455 levels, 455–456 time, 456–457 workflow, 455 team composition, 419 applied issues, 422–423 cognitive ability, 421–422 personality, 420–421 research recommendations, 457–458 team size, 419–420 theoretical and empirical issues, 422 values, 422 team development classic stage models, 426–427 implications for, 427–429 research implications and application issues, 429–430 research recommendations, 458 team effectiveness, 412 aspects, 413 decision making, 432 input–process–outcome, 430–431 research recommendations, 458–459 research targets, 454 structural adaptation, 432 TADMUS program, 431 task cycles, 432 team adaptability, 431 team competencies and performance, 443–445 team training, 445–446 team formation, 423–424 research recommendations, 458 team leadership, 447 functional role of, 447–448 practical applications, 450 research recommendations, 459–460 self-managing teams, 448–450 shared team leadership, 448–450 team motivation, 450 practical recommendations, 452 productivity loss, 450–451 research recommendations, 459–460 theories of, 451 team processes, 432 behavioral process taxonomy, 442–443 cohesion, 436–438 collective efficacy, 439–440 communication, 442 conflict, 440–441 cooperation, 441–442 coordination, 441 macrocognition, 436 research recommendations, 458–459 team affect/mood, 438–439 team learning, 432–433 team mental models, 433–434 transactive memory, 434–436 team regulation, 451 team socialization, 424 direct findings for, 424–425 indirect findings for, 425 research implications and application issues, 429 research recommendations, 458 team role, 425–426 team training, 446–447 team viability, 452–454 temporal dynamics, 416 types of, 416 action and performing teams, 416 cross-and mixed-culture teams, 417 external integration, 417 features, 418 management teams, 416 production teams, 416 project teams, 416 service teams, 416 simple vs complex, 418 top management teams, 416–417 virtual teams, 417 work cycles, 417 work team differentiation, 417 workflow interdependence, 415–416 Work habits, 213 Work meaning, Work performance, determinants of, 213–214 Work-related outcomes, 214 Work styles, O*NET, 69 Work-to-family conflict, 273 definition, 620 facilitation, 621 factor, 621 qualitative reviews and meta-analyses, 620 work/nonwork conflict, 621 Work withdrawal, 262, 263, 265–274 absence, definition of, 265–266 absenteeism, definition of, 265–266 conceptualizations, 269–273 decisions, 271 dedicated theories, 269–270 Subject Index deviance, 271–272 discretion, 273 disequilibrium, 270–271 dispositions, 272–273 dissatisfaction, 270 distress, 271 social legitimacy, 271–272 connection to, 266–267 consequences, 273–274 forms of, 267 lateness, definition of, 266 modifiers, definition of, 266 patterning across time and contexts, 267–269 recovery, 274 recovery periods, 274 tasks, changing nature of, 274 vacations, 274 weekends, research on, 274 withering, 273 Worker attributes, 65 Worker customer vs management customer tension, Worker well-being, 9–10 Worker-oriented attributes, 62 Working memory, 197, 256 Working-memory capacity, 194, 197 Working (Terkel), Workplace basic skills, definition of, 65 Workplace health promotions (WHP) programs, 635 Workplace violence administrative interventions, 636 behavioral strategies, 636 definition of, 635 environmental designs, 635 health care-patient interface, 636 intervention effectiveness, 636 risk factors, 635 secondary and tertiary interventions, 636 Workplace, and intelligence, 184 See also Intelligence Work–family role interface, 698 balance, 702–703 dispositional variables, 703 generalizability of relationships, 709–710 integration/segmentation, 704 interdependencies, 699 negative work–family linkage, 699–701 positive work–family linkage, 701–702 legislative policy, 707–708 neuroscience, 711–712 older workers, 712–713 organizational policies and practices dependent care, 705–706 flexibility, 706–707 informal organizational support, 707 supervisor support, 707 technology, 710–711 values, 703–704 World Caf´e, 399–400 Zero-level causality, knowledge of causal relations, 25 797 ... HANDBOOK OF PSYCHOLOGY HANDBOOK OF PSYCHOLOGY VOLUME 12: INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY Second Edition Volume Editors NEAL W SCHMITT AND SCOTT HIGHHOUSE Editor-in-Chief... reorganized Volume 12 on Industrial and Organizational Psychology The Handbook of Psychology was prepared to educate and inform readers about the present state of psychological knowledge and about... kind of psychologist Accordingly, Volume in the Handbook , again edited by Donald Freedheim, is devoted to the History of Psychology as it emerged in many areas of scientific study and applied technology