Includes bibliographical references and index.

An Introduction to Work and Organizational Psychology -- Contents -- List of Contributors -- Foreword -- Introduction -- PART I Job-Focused -- 1 What Do People Really Do at Work? Job Analysis and Design -- 1.1 What Is Job Analysis? -- 1.2 Types of Job Analysis: Work- and Worker-oriented Analysis -- 1.3 Products of Job Analysis -- 1.4 Methods -- 1.4.1 Desk research -- 1.4.2 Work-oriented job analysis methods -- 1.4.3 Worker-oriented job analysis methods -- 1.4.4 Combination Job Analysis Methodology (CJAM) -- 1.5 Job Analysis in Training Contexts: Training Needs Analysis -- 1.6 Modern Approaches to Understanding Jobs -- 1.6.1 Competency profiling -- 1.6.2 Work analysis -- 1.7 Job Analysis: A Dynamic Perspective -- Discussion Points -- Suggested Further Reading -- Online Resource -- References -- 2 How Do I Get a Job, What Are They Looking For? Personnel Selection and Assessment -- 2.1 What Is Personnel Selection and Assessment? -- 2.1.1 Is PSA based on theories? -- 2.1.2 What does PSA aim to predict? -- 2.2 How to Choose Selection Techniques -- 2.3 Selection Techniques and Procedures -- 2.3.1 Methods of assessment -- 2.3.2 Procedures for assessing constructs -- 2.4 Applicant Reactions and Decision Making in Selection -- Discussion Points -- Acknowledgements -- Suggested Further Reading -- References -- 3 How Can I Shape My Job to Suit Me Better? Job Crafting for Sustainable Employees and Organizations -- 3.1 Introduction -- 3.2 What Is Job Crafting? -- 3.2.1 Conceptualizations of job crafting -- 3.2.2 Measurement of job crafting -- 3.3 Predictors and Outcomes of Job Crafting -- 3.3.1 Predictors of job crafting -- 3.3.2 Outcomes of job crafting -- 3.4 Job Crafting Interventions -- 3.5 Building Sustainable Organizations Through Job Crafting -- 3.6 Conclusion -- Discussion Points -- Suggested Further Reading -- Online Resource -- References 4 What Am I Supposed to Do in My Job? Set Goals and Appraise Your People -- 4.1 Introduction -- 4.2 Why Conduct Performance Appraisals? -- 4.3 Why Set Goals? -- 4.4 What Is the Optimum Method for Setting Goals? -- 4.5 What Are the Legal Issues Surrounding a Performance Appraisal? -- 4.6 What Measurement Scale Should I Use to Appraise an Employee's Performance? -- 4.7 Are There Alternatives to the Traditional Performance Appraisal? -- 4.7.1 360° feedback -- 4.7.2 Feedforward -- 4.8 What Are the Merits of Coaching an Employee on an On-Going Basis? -- 4.8.1 Mystery shoppers -- 4.9 What About Self-Appraisals? -- Discussion Points -- Suggested Further Reading -- References -- 5 Why Is My Job So Stressful? Characteristics, Processes and Models of Stress at Work -- 5.1 Why is Job Stress a Societal Problem? -- 5.1.1 Prevalence and costs of job stress -- 5.2 What Is Job Stress? -- 5.2.1 Job stress as a stimulus: Job demands and job resources -- 5.2.2 Job stress as a response: Job-related strain -- 5.2.3 Job stress as a mediational process -- 5.3 Bad and Good Job Stress: Two Sides of the Same Coin? -- 5.4 The Role of Individual Characteristics in Job Stress -- 5.5 What Are the Most Important Job Stress Models? -- 5.5.1 The Demand-Control-Support model -- 5.5.2 Effort-Reward Imbalance model -- 5.5.3 The Job Demands-Resources model -- 5.5.4 The Demand-Induced Strain Compensation Recovery model -- 5.6 Conclusion: From Job Stress to Healthy Work -- Discussion Points -- Suggested Further Reading -- References -- 6 Digital Technologies at Work Are Great, Aren't They? The Development of Information and Communication Technologies (ICT) and Their Relevance in the World of Work -- 6.1 Digital Technologies Are Essential Components of Work Systems -- 6.1.1 The development of technologies -- 6.1.2 The social acceleration of work 6.1.3 Digital technologies are used for individual and collaborative work -- 6.1.4 Digital work on the internet -- 6.1.5 The role of ICT in industry -- 6.2 Consequences of ICT at Work for the Individuals, the Jobs, and the Organizations -- 6.2.1 Consequences for individuals at work -- 6.2.2 New ICT-related job demands -- 6.2.3 Life outside work and societal effects -- 6.3 Design of ICT-Related Work: The Sociomaterial Approach -- 6.3.1 Work analysis as the basis for job design -- 6.4 Managing ICT-Related Change Processes -- 6.4.1 Implementation and adaption of ICT -- 6.4.2 Implementation of change -- 6.4.3 Adoption: Psychological needs, information, and participation inchange processes -- Discussion Points -- Suggested Further Reading -- Journals -- References -- 7 Whose Side Is Technology on, Really? On the Interdependence of Work and Technology -- 7.1 Introduction -- 7.2 Work as a Consequence of Technological Developments -- 7.3 What Is Technology and What Does It Do? -- 7.4 New Forms of Work as a Consequence of New Technological Developments -- 7.5 New Technologies as a Consequence of the New Forms of Work -- Summary -- Discussion Points -- Suggested Further Reading -- References -- 8 Why Did I Choose That Career Path? Approaches to Vocational Choices and People's Readiness to Self-Manage their Own Career Paths -- 8.1 Introduction -- 8.2 Main Conceptual Approaches to Career Choice -- 8.2.1 Vocational choice as a matching process -- 8.2.2 Vocational choice as a developmental process -- 8.2.3 Vocational choice as a learning process -- 8.2.4 Vocational choice as career construction -- 8.3 Readiness to Choose a Career -- 8.4 Empowering Career Readiness: Two Promising Perspectives -- 8.5 The Career Decision-Making Process -- 8.6 Conclusion -- Discussion Points -- Suggested Further Reading -- References -- PART II Organization-Focused 9 How Do We Get New Entrants 'On Board'? Organizational Socialization, Psychological Contracts, and Realistic Job Previews -- 9.1 Introduction -- 9.2 What Are the Features of a Successful Onboarding Programme? -- 9.2.1 The five C's model of onboarding -- 9.3 The Socialization Process -- 9.3.1 What do organizations do to onboard new employees? -- 9.3.2 What do new employees do to 'learn the ropes'? -- 9.3.3 Outcomes of adjustment -- 9.4 Current Issues in Organizational Socialization -- 9.4.1 Virtual onboarding -- 9.4.2 Mitigating stress for newcomers -- 9.4.3 The dark side of socialization -- Discussion Points -- Suggested Further Reading -- References -- 10 How Does Power Affect Those Who Have It and Those Who Don't? Power Inside Organizations -- 10.1 What Is Power and Why Is It Important? -- 10.2 The Bases of Power -- 10.2.1 Influence processes -- 10.2.2 Bases and sources of power -- 10.3 The Consequences of Having Power -- 10.4 What Moderates the Psychological Effects of Power? -- 10.4.1 Legitimacy -- 10.4.2 Culture -- Discussion Points -- Suggested Further Reading -- References -- 11 Does It Matter Who Leads Us?: The Study of Organizational Leadership -- 11.1 Does Leadership Matter? -- 11.2 What Makes a Good Leader? -- 11.3 Trait Theories -- 11.3.1 Great Man theories -- 11.3.2 Other trait theories -- 11.4 Behavioural Theories -- 11.5 Contingency Theories -- 11.5.1 Fiedler's contingency theory -- 11.5.2 The Leadership Grid -- 11.5.3 Path-goal theory -- 11.5.4 Substitutes for leadership theory -- 11.6 Modern Theories of Leadership -- 11.6.1 Leader member exchange (LMX) theory -- 11.6.2 Transformational leadership theory -- 11.6.3 Transactional leadership -- 11.7 Comparison of Leadership Approaches -- 11.8 Negative Leadership -- 11.8.1 Abusive supervision -- 11.8.2 Supervisory injustice -- 11.8.3 Unethical leadership -- 11.9 Conclusion Discussion Points -- Note -- Suggested Further Reading -- Journals -- References -- 12 Why Are We in a Team? Effects of Teamwork and How to Enhance Team Effectiveness -- 12.1 Why Teams? -- 12.2 Outcomes of Teamwork -- 12.3 What Is a Team? -- 12.4 What Is an Effective Team? -- 12.5 What Characterizes Effective Teamwork? -- 12.6 Inputs -- 12.6.1 Inputs at the individual level -- 12.6.2 Inputs at the team level -- 12.6.3 Inputs at the organizational level -- 12.7 Processes as Mediators between Inputs and Outcomes -- 12.7.1 Leadership processes --

12.7.2 Team processes -- 12.8 Conclusion -- Discussion Points -- Suggested Further Reading -- References -- 13 How Do We React When Our Organization Changes? Perspectives on Employees' Appraisal of Change, Consequences and Mitigating Factors -- 13.1 Introduction -- 13.2 The Various Focuses of Organizational Changes -- 13.2.1 Radical or evolutionary change -- 13.2.2 Sequential change models -- 13.3 Different Types of Organizational Changes -- 13.3.1 Organizational development -- 13.3.2 Downsizing -- 13.3.3 Mergers and acquisitions -- 13.3.4 Privatization -- 13.4 How Do Employees Appraise Organizational Change? -- 13.5 Consequences of Organizational Change -- 13.5.1 Consequences for the employee -- 13.5.2 Consequences for the organization -- 13.6 The Role of Job Insecurity -- 13.7 Factors that Affect the Appraisal and Consequences of Change -- 13.7.1 Importance of individual factors -- 13.7.2 Importance of organizational factors -- Discussion Points -- Suggested Further Reading -- References -- 14 How Do We Feel and Behave When We're Not Permanent Full-Time Employees? The Case of the Diverse Forms of Non-Standard Work -- 14.1 Introduction -- 14.2 Different Forms of Non-Standard Employment -- 14.2.1 A typology of different forms of non-standard employment 14.2.2 How comparable are typologies of employment forms across national legislations?

The latest edition of this classic text provides a comprehensive and internationally relevant introduction to work and organizational psychology, exploring the depth and diversity of the field in an accessible way without obscuring the complexities of the subject.