Organizational Psychology: A Scientist-Practitioner Approach
Steve M. Jex, Thomas W. Britt
Format: PDF / Kindle (mobi) / ePub
The foundation of organizational psychology, updated to reflect the changing workplace
Organizational Psychology: A Scientist-Practitioner Approach, Third Edition provides students with a thorough overview of both the science and practice of organizational psychology. Reflecting changes in the global workplace, the third edition expands coverage of the effects of technology on processes and personnel, the generalizability of theories across cultures, including organizational climate, and employee health and well-being. The new edition retains the hallmark features of the text and
- Expanded coverage of the pervasive effects of technology on the social environment of work, including virtual work and the impact of social media.
- More graphics, including tables and charts, to help students understand and remember various related concepts and theories.
- Includes a unique full chapter on research methods and the use of statistics in understanding organizations.
- New chapter on the work/non-work interface, including consideration of both employees' life stages and changes over their careers.
- Provides Instructors with comprehensive presentation and testing materials.
- More on ethics, in light of relatively recent scandals in corporations and in politics.
- Expanded coverage throughout on cross-cultural issues and diversity in organizations.
- Additional readings facilitate in-depth learning.
Industrial and organizational psychologists contribute to the success of an organization by improving the performance, satisfaction, and well-being of employees. By identifying how behaviors and attitudes can be improved through hiring practices, training programs, and feedback and management systems, I/O psychologists also help organizations transition during periods of change and development. Organizational Psychology: A Scientist-Practitioner Approach, Third Edition is a comprehensive guide to the theory and application of behavioral science in the workplace.
often made between excused and unexcused absences. Excused absences would be those due to reasons that the organization deems as acceptable (e.g., illness). In contrast, unexcused absences would be those that are either due to unacceptable reasons or cases where employees have not followed proper procedures (e.g., calling in to one’s supervisor). What is considered an unacceptable absence obviously varies from organization to organization. However, most organizations would probably not look
employee turnover was discussed in the previous chapter as a correlate of job satisfaction and organizational commit- ment. Furthermore, compared to absenteeism, empirical evidence has shown that employee affect is a stronger predictor of turnover decisions. Therefore, the focus in this section will be to examine employee turnover from a more macro perspective (e.g., the impact of turnover on organizations), explore nonaffective predictors of turnover, and, finally, explore a recent model that
organizations use to influence behavior, namely leadership. This chapter also examines the power and influence processes that are at the core of leadership. In the next three chapters, the focus of the book shifts from the individual to the group level. This is very important, given the increased reliance on teams in many organizations. Chapter 11 introduces the basic concepts underlying group behavior. Chapter 12 describes the factors that have the greatest impact on group effectiveness. In
faculty who have taught such a course, I found that few textbooks were available, and those that were available did not seem to meet my course objectives. Therefore, in this book, I have tried to incorporate a number of features that I feel are important. Three of these features are briefly discussed below. One feature that is different, compared to most books, is that there is a full chapter on research methodology and statistics (Chapter 2). I believe, as do many others, that research
a wide variety of workers, such as convenience store clerks, restaurant employees, and production employees in manufacturing. Formal socialization assures the organization that all newcomers have a reasonably comparable set of experiences. In professions such as law, medicine, and dentistry, the commonality in educational programs ensures that those entering these professions have a common base of knowledge. A potential drawback of formal socialization is that it is associated with a custodial