| Preface | p. xi |
| Introduction to Organizational Psychology | p. 1 |
| What Is Organizational Psychology? | p. 2 |
| Organizational Psychology in Context | p. 3 |
| The Scientist-Practitioner Approach | p. 5 |
| Historical Influences in Organizational Psychology | p. 9 |
| The Chapter Sequence | p. 17 |
| Chapter Summary | p. 18 |
| Suggested Additional Readings | p. 20 |
| Research Methods and Statistics | p. 21 |
| Methods of Data Collection | p. 22 |
| Special Issues in Data Collection | p. 34 |
| Statistical Methods in Organizational Psychology | p. 41 |
| Special Issues in Statistical Analysis | p. 48 |
| Chapter Summary | p. 55 |
| Suggested Additional Readings | p. 57 |
| Attraction and Socialization | p. 59 |
| The Recruitment Process: An Organizational Perspective | p. 60 |
| The Recruitment Process: The Applicant's Perspective | p. 63 |
| Organizational Socialization | p. 67 |
| The Impact of Diversity on Organizational Socialization | p. 90 |
| Chapter Summary | p. 92 |
| Suggested Additional Readings | p. 94 |
| Productive Behavior in Organizations | p. 95 |
| Defining Productive Behavior | p. 96 |
| Job Performance | p. 96 |
| Measurement of Job Performance | p. 103 |
| Determinants of Job Performance | p. 109 |
| Organizational Citizenship Behavior | p. 116 |
| Innovation in Organizations | p. 122 |
| Chapter Summary | p. 128 |
| Suggested Additional Readings | p. 130 |
| Job Satisfaction and Organizational Commitment | p. 131 |
| Job Satisfaction | p. 131 |
| Organizational Commitment | p. 152 |
| Chapter Summary | p. 163 |
| Suggested Additional Readings | p. 165 |
| Counterproductive Behavior in Organizations | p. 167 |
| Defining Counterproductive Behavior | p. 167 |
| Ineffective Job Performance | p. 169 |
| Employee Absenteeism | p. 175 |
| Employee Turnover | p. 179 |
| Less Common Forms of Counterproductive Behavior | p. 186 |
| Chapter Summary | p. 195 |
| Suggested Additional Readings | p. 197 |
| Occupational Stress and Employee Health | p. 199 |
| A Brief History | p. 200 |
| Approaches and Terminology | p. 201 |
| Occupational Stress Terminology | p. 202 |
| Occupational Stress Models | p. 205 |
| Workplace Stressors | p. 210 |
| Reducing the Impact of Workplace Stressors | p. 221 |
| Cross-Cultural Occupational Stress Research | p. 226 |
| Generalizability | p. 226 |
| Stressors Experienced | p. 227 |
| Coping with Stress | p. 228 |
| Chapter Summary | p. 229 |
| Suggested Additional Readings | p. 229 |
| Theories of Motivation | p. 233 |
| Defining Motivation and Theoretical Approaches | p. 234 |
| Need-Based Theories of Motivation | p. 235 |
| Cognitive Process Theories of Motivation | p. 239 |
| The Behavioral Approach to Motivation | p. 250 |
| Self-Determination Theory | p. 254 |
| Job-Based Theories of Motivation | p. 256 |
| The Practical Value of Motivation Theories | p. 264 |
| Chapter Summary | p. 265 |
| Suggested Additional Readings | p. 267 |
| Organizational Applications of Motivation Theory | p. 269 |
| Some Basic Assumptions | p. 269 |
| Behaviors Organizations Attempt to Influence | p. 270 |
| Organizational Reward Systems | p. 272 |
| Motivation through the Design of Work | p. 287 |
| Organizational Disciplinary Procedures | p. 298 |
| Chapter Summary | p. 300 |
| Suggested Additional Readings | p. 302 |
| Leadership and Influence Processes | p. 303 |
| Defining Leadership | p. 303 |
| General Approaches to Leadership | p. 306 |
| Modern Theories of Leadership | p. 311 |
| Power and Influence in Organizations | p. 326 |
| Chapter Summary | p. 335 |
| Suggested Additional Readings | p. 338 |
| Group Dynamics and Behavior | p. 339 |
| Why Do People Join Groups? | p. 340 |
| Defining Characteristics of Groups | p. 341 |
| Group Structure | p. 343 |
| Stages of Group Development | p. 349 |
| Intergroup Dynamics and Behavior | p. 355 |
| Types of Intergroup Interactions | p. 355 |
| Predictors of Intergroup Interaction Patterns | p. 358 |
| Intergroup Conflict | p. 362 |
| Improving the Quality of Intergroup Relations | p. 366 |
| Chapter Summary | p. 371 |
| Suggested Additional Readings | p. 373 |
| Team Effectiveness | p. 375 |
| Defining Team Effectiveness | p. 376 |
| Models of Team Effectiveness | p. 378 |
| Determinants of Team Effectiveness | p. 389 |
| Behavioral Processes | p. 396 |
| Enhancing the Effectiveness of Teams | p. 402 |
| The Future of Teams in Organizations | p. 406 |
| Chapter Summary | p. 407 |
| Suggested Additional Readings | p. 409 |
| Organizational Theory and Design | p. 411 |
| What Is an Organizational Theory? | p. 412 |
| Major Organizational Theories | p. 414 |
| Determinants of Organizational Design | p. 421 |
| Recent Innovations in Organizational Design | p. 432 |
| Research on Organizational Design | p. 436 |
| The Future of Organizational Design | p. 437 |
| Chapter Summary | p. 438 |
| Suggested Additional Readings | p. 440 |
| Organizational Culture | p. 441 |
| Defining Organizational Culture | p. 442 |
| Models of Organizational Culture | p. 446 |
| Manifestations of Organizational Culture | p. 447 |
| The Development of Organizational Culture | p. 454 |
| Measuring Organizational Culture | p. 456 |
| Changing Organizational Culture | p. 458 |
| The Impact of Organizational Culture | p. 464 |
| Chapter Summary | p. 468 |
| Suggested Additional Readings | p. 470 |
| Organizational Change and Development | p. 473 |
| What Is Organizational Development and Why Is It Used? | p. 473 |
| A Brief History of Organizational Development | p. 475 |
| The Theory Base of Organizational Development | p. 477 |
| Organizational-Change Interventions | p. 486 |
| Conditions Necessary for Successful Organizational Change | p. 497 |
| Evaluation of Organizational-Development Programs | p. 502 |
| Special Issues in Client-Consultant Relationships | p. 508 |
| Chapter Summary | p. 511 |
| Suggested Additional Readings | p. 513 |
| References | p. 515 |
| Author Index | p. 587 |
| Subject Index | p. 611 |
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