An Introduction to Work and Organizational Psychology	3
	Contents	9
	List of Contributors	13
	Foreword	21
	Introduction	23
	PART I Job-Focused	27
	1 What Do People Really Do at Work? Job Analysis and Design	29
	1.1 What Is Job Analysis?	29
	1.2 Types of Job Analysis: Work- and Worker-oriented Analysis	30
	1.3 Products of Job Analysis	32
	1.4 Methods	32
	1.4.1 Desk research	32
	1.4.2 Work-oriented job analysis methods	33
	1.4.3 Worker-oriented job analysis methods	35
	1.4.4 Combination Job Analysis Methodology (CJAM)	39
	1.5 Job Analysis in Training Contexts: Training Needs Analysis	40
	1.6 Modern Approaches to Understanding Jobs	42
	1.6.1 Competency profiling	42
	1.6.2 Work analysis	46
	1.7 Job Analysis: A Dynamic Perspective	46
	Discussion Points	48
	Suggested Further Reading	48
	Online Resource	48
	References	49
	2 How Do I Get a Job, What Are They Looking For? Personnel Selection and Assessment	51
	2.1 What Is Personnel Selection and Assessment?	52
	2.1.1 Is PSA based on theories?	52
	2.1.2 What does PSA aim to predict?	54
	2.2 How to Choose Selection Techniques	55
	2.3 Selection Techniques and Procedures	58
	2.3.1 Methods of assessment	58
	2.3.2 Procedures for assessing constructs	63
	2.4 Applicant Reactions and Decision Making in Selection	67
	Discussion Points	69
	Acknowledgements	70
	Suggested Further Reading	70
	References	70
	3 How Can I Shape My Job to Suit Me Better? Job Crafting for Sustainable Employees and Organizations	74
	3.1 Introduction	74
	3.2 What Is Job Crafting?	76
	3.2.1 Conceptualizations of job crafting	77
	3.2.2 Measurement of job crafting	78
	3.3 Predictors and Outcomes of Job Crafting	79
	3.3.1 Predictors of job crafting	80
	3.3.2 Outcomes of job crafting	81
	3.4 Job Crafting Interventions	83
	3.5 Building Sustainable Organizations Through Job Crafting	85
	3.6 Conclusion	86
	Discussion Points	87
	Suggested Further Reading	87
	Online Resource	88
	References	88
	4 What Am I Supposed to Do in My Job? Set Goals and Appraise Your People	90
	4.1 Introduction	90
	4.2 Why Conduct Performance Appraisals?	91
	4.3 Why Set Goals?	91
	4.4 What Is the Optimum Method for Setting Goals?	94
	4.5 What Are the Legal Issues Surrounding a Performance Appraisal?	94
	4.6 What Measurement Scale Should I Use to Appraise an Employee’s Performance?	95
	4.7 Are There Alternatives to the Traditional Performance Appraisal?	97
	4.7.1 360° feedback	97
	4.7.2 Feedforward	98
	4.8 What Are the Merits of Coaching an Employee on an On-Going Basis?	98
	4.8.1 Mystery shoppers	99
	4.9 What About Self-Appraisals?	101
	Discussion Points	102
	Suggested Further Reading	102
	References	103
	5 Why Is My Job So Stressful? Characteristics, Processes and Models of Stress at Work	106
	5.1 Why is Job Stress a Societal Problem?	106
	5.1.1 Prevalence and costs of job stress	107
	5.2 What Is Job Stress?	108
	5.2.1 Job stress as a stimulus: Job demands and job resources	109
	5.2.2 Job stress as a response: Job-related strain	109
	5.2.3 Job stress as a mediational process	110
	5.3 Bad and Good Job Stress: Two Sides of the Same Coin?	111
	5.4 The Role of Individual Characteristics in Job Stress	112
	5.5 What Are the Most Important Job Stress Models?	113
	5.5.1 The Demand–Control–Support model	114
	5.5.2 Effort–Reward Imbalance model	116
	5.5.3 The Job Demands–Resources model	118
	5.5.4 The Demand-Induced Strain Compensation Recovery model	121
	5.6 Conclusion: From Job Stress to Healthy Work	123
	Discussion Points	125
	Suggested Further Reading	125
	References	125
	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	128
	6.1 Digital Technologies Are Essential Components of Work Systems	129
	6.1.1 The development of technologies	129
	6.1.2 The social acceleration of work	130
	6.1.3 Digital technologies are used for individual and collaborative work	132
	6.1.4 Digital work on the internet	132
	6.1.5 The role of ICT in industry	134
	6.2 Consequences of ICT at Work for the Individuals, the Jobs, and the Organizations	135
	6.2.1 Consequences for individuals at work	136
	6.2.2 New ICT-related job demands	136
	6.2.3 Life outside work and societal effects	138
	6.3 Design of ICT-Related Work: The Sociomaterial Approach	138
	6.3.1 Work analysis as the basis for job design	139
	6.4 Managing ICT-Related Change Processes	139
	6.4.1 Implementation and adaption of ICT	139
	6.4.2 Implementation of change	140
	6.4.3 Adoption: Psychological needs, information, and participation inchange processes	141
	Discussion Points	144
	Suggested Further Reading	144
	Journals	144
	References	144
	7 Whose Side Is Technology on, Really? On the Interdependence of Work and Technology	147
	7.1 Introduction	147
	7.2 Work as a Consequence of Technological Developments	148
	7.3 What Is Technology and What Does It Do?	151
	7.4 New Forms of Work as a Consequence of New Technological Developments	152
	7.5 New Technologies as a Consequence of the New Forms of Work	155
	Summary	160
	Discussion Points	160
	Suggested Further Reading	160
	References	160
	8 Why Did I Choose That Career Path? Approaches to Vocational Choices and People’s Readiness to Self-Manage their Own Career Paths	163
	8.1 Introduction	163
	8.2 Main Conceptual Approaches to Career Choice	165
	8.2.1 Vocational choice as a matching process	166
	8.2.2 Vocational choice as a developmental process	167
	8.2.3 Vocational choice as a learning process	169
	8.2.4 Vocational choice as career construction	170
	8.3 Readiness to Choose a Career	171
	8.4 Empowering Career Readiness: Two Promising Perspectives	174
	8.5 The Career Decision-Making Process	175
	8.6 Conclusion	179
	Discussion Points	180
	Suggested Further Reading	180
	References	181
	PART II Organization-Focused	185
	9 How Do We Get New Entrants ‘On Board’? Organizational Socialization, Psychological Contracts, and Realistic Job Previews	187
	9.1 Introduction	187
	9.2 What Are the Features of a Successful Onboarding Programme?	189
	9.2.1 The five C’s model of onboarding	189
	9.3 The Socialization Process	191
	9.3.1 What do organizations do to onboard new employees?	191
	9.3.2 What do new employees do to ‘learn the ropes’?	193
	9.3.3 Outcomes of adjustment	195
	9.4 Current Issues in Organizational Socialization	196
	9.4.1 Virtual onboarding	196
	9.4.2 Mitigating stress for newcomers	197
	9.4.3 The dark side of socialization	198
	Discussion Points	199
	Suggested Further Reading	199
	References	199
	10 How Does Power Affect Those Who Have It and Those Who Don’t? Power Inside Organizations	202
	10.1 What Is Power and Why Is It Important?	202
	10.2 The Bases of Power	205
	10.2.1 Influence processes	205
	10.2.2 Bases and sources of power	206
	10.3 The Consequences of Having Power	207
	10.4 What Moderates the Psychological Effects of Power?	210
	10.4.1 Legitimacy	210
	10.4.2 Culture	211
	Discussion Points	214
	Suggested Further Reading	215
	References	215
	11 Does It Matter Who Leads Us?: The Study of Organizational Leadership	218
	11.1 Does Leadership Matter?	218
	11.2 What Makes a Good Leader?	219
	11.3 Trait Theories	220
	11.3.1 Great Man theories	221
	11.3.2 Other trait theories	221
	11.4 Behavioural Theories	222
	11.5 Contingency Theories	224
	11.5.1 Fiedler’s contingency theory	224
	11.5.2 The Leadership Grid	225
	11.5.3 Path–goal theory	226
	11.5.4 Substitutes for leadership theory	227
	11.6 Modern Theories of Leadership	227
	11.6.1 Leader member exchange (LMX) theory	227
	11.6.2 Transformational leadership theory	227
	11.6.3 Transactional leadership	228
	11.7 Comparison of Leadership Approaches	230
	11.8 Negative Leadership	232
	11.8.1 Abusive supervision	232
	11.8.2 Supervisory injustice	232
	11.8.3 Unethical leadership	233
	11.9 Conclusion	234
	Discussion Points	234
	Note	235
	Suggested Further Reading	235
	Journals	235
	References	235
	12 Why Are We in a Team? Effects of Teamwork and How to Enhance Team Effectiveness	238
	12.1 Why Teams?	238
	12.2 Outcomes of Teamwork	239
	12.3 What Is a Team?	240
	12.4 What Is an Effective Team?	242
	12.5 What Characterizes Effective Teamwork?	242
	12.6 Inputs	244
	12.6.1 Inputs at the individual level	244
	12.6.2 Inputs at the team level	245
	12.6.3 Inputs at the organizational level	247
	12.7 Processes as Mediators between Inputs and Outcomes	248
	12.7.1 Leadership processes	249
	12.7.2 Team processes	250
	12.8 Conclusion	254
	Discussion Points	256
	Suggested Further Reading	256
	References	257
	13 How Do We React When Our Organization Changes? Perspectives on Employees’ Appraisal of Change, Consequences and Mitigating Factors	259
	13.1 Introduction	260
	13.2 The Various Focuses of Organizational Changes	261
	13.2.1 Radical or evolutionary change	262
	13.2.2 Sequential change models	262
	13.3 Different Types of Organizational Changes	264
	13.3.1 Organizational development	264
	13.3.2 Downsizing	264
	13.3.3 Mergers and acquisitions	265
	13.3.4 Privatization	266
	13.4 How Do Employees Appraise Organizational Change?	266
	13.5 Consequences of Organizational Change	268
	13.5.1 Consequences for the employee	269
	13.5.2 Consequences for the organization	273
	13.6 The Role of Job Insecurity	273
	13.7 Factors that Affect the Appraisal and Consequences of Change	275
	13.7.1 Importance of individual factors	275
	13.7.2 Importance of organizational factors	278
	Discussion Points	280
	Suggested Further Reading	280
	References	281
	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	284
	14.1 Introduction	284
	14.2 Different Forms of Non-Standard Employment	285
	14.2.1 A typology of different forms of non-standard employment	285
	14.2.2 How comparable are typologies of employment forms across national legislations?	287
	14.3 The Nature of Non-Standard Employment Forms: The Organizational and Individual Perspectives	288
	14.3.1 The organizational perspective	289
	14.3.2 The individual perspective	291
	14.3.3 Psychological contract theory	291
	14.3.4 Stress frameworks	292
	14.3.5 Volition and motives to work in non-standard employment forms	293
	14.4 Consequences of Non-Standard Employment	295
	14.4.1 Work attitudes of non-standard workers	295
	14.4.2 How do non-standard employees act at work?	296
	14.4.3 Non-standard workers’ well-being and health	297
	14.4.4 Career development	297
	Discussion Points	299
	Suggested Further Reading	299
	Online resources	299
	References	299
	15 Why Should Organizations Treat Their Employees Fairly? Definition, Relevance, and Consequences of Justice at Work	302
	15.1 Introduction	302
	15.2 What is Justice in the Work Context?	303
	15.2.1 Dimensions of justice	305
	15.2.2 Why justice matters to people	306
	15.3 How Individuals Form Justice Perceptions	307
	15.3.1 Justice rules and equity theory	307
	15.3.2 Justice heuristics and fairness heuristics theory	309
	15.4 Consequences of Justice Perceptions	310
	15.4.1 Consequences for employees’ work attitudes and behaviour	310
	15.4.2 Consequences for employee health	310
	15.4.3 Consequences for other individuals of interest	311
	15.4.4 Overview of the consequences of organizational justice	312
	15.5 The Relevance of Individual and Situational Characteristics	313
	15.5.1 Individual characteristics	313
	15.5.2 Situational characteristics	314
	15.6 Building Fair Workplaces	315
	Discussion Points	317
	Suggested Further Reading	318
	Online resource	318
	References	318
	16 What Does Our Organization Do to Help Our Well-Being? Creating Healthy Workplaces and Workers	321
	16.1 Introduction: Improving Workers’ Well-Being	322
	16.2 What Is Meant by Well-Being and Health?	322
	16.3 Psychologically Healthy Workplaces	324
	16.4 What Does a Psychologically Healthy Workplace Look Like?	325
	16.5 Promoting Worker Well-being: Building a Model of Psychologically Healthy Workplaces	326
	16.5.1 Healthy workplace components	326
	16.5.2 Healthy workplace outcomes	328
	16.6 How Do Organizations Support and Create Healthy Workers and Workplaces?	328
	16.7 Organizational-Level Initiatives	331
	16.7.1 Organizational-level intervention research example: PIOP	331
	16.8 Group-Level Initiatives	332
	16.8.1 Group-level Initiatives Research Example: CREW	333
	16.9 Leader-Level Interventions	333
	16.9.1 Leader-level intervention research example #1: MHAT	334
	16.9.2 Leader-level interventions research example #2: Managing teams	334
	16.10 Individual-Level Interventions	335
	16.10.1 Individual-level intervention research example: ABLE	335
	16.11 Conclusion	336
	Discussion Points	337
	Suggested Further Reading	337
	Online resources	337
	References	338
	PART III People-Focused	341
	17 Does It Matter Who We Are? Personality at Work	343
	17.1 Introduction	343
	17.2 The Taxonomy of Personality	345
	17.2.1 Extraversion	346
	17.2.2 Neuroticism	347
	17.2.3 Psychoticism	348
	17.2.4 Agreeableness	349
	17.2.5 Openness-to-Experience	349
	17.2.6 Conscientiousness	350
	17.3 Change Over Time	351
	17.4 Personality and Work Success: Organizational Level, Promotion History And Salary	352
	17.5 High Flyers Personality	353
	17.6 The Dark Side of Personality at Work	354
	17.7 Conclusion	358
	Discussion Points	359
	Suggested Further Reading	359
	References	359
	18 How Do I Learn What to Do? How the Science of Training Supports Learning	361
	18.1 How Do I Learn What to Do?	361
	18.2 Definitions and Theory	362
	18.2.1 Learning and training	362
	18.3 Analyzing Training Needs	364
	18.4 The Learning Climate	366
	18.4.1 Individual characteristics	366
	18.4.2 Organizational characteristics	367
	18.5 Design and Delivery Methods Impacting Learning	368
	18.5.1 Theoretical drivers	368
	18.5.2 Active learning	369
	18.5.3 Delivery methods	370
	18.5.4 Feedback	371
	18.5.5 Technology	372
	18.5.6 Simulation-based training	372
	18.5.7 Team training	373
	18.6 Transfer	373
	18.7 Evaluation	374
	18.8 Conclusion	376
	Discussion Points	376
	Acknowledgements	377
	Suggested Further Reading	377
	References	377
	19 How Much Effort Will I Put into My Work? It Depends on Your Type of Motivation	380
	19.1 Introduction	380
	19.2 Classical Motivational Theories	381
	19.2.1 Reinforcement theory	381
	19.2.2 Maslow’s need theories	381
	19.2.3 Expectancy–value theory	383
	19.2.4 Goal setting theory	383
	19.3 The Current State of Motivation Theory	384
	19.4 Meta-Theory of Human Motivation	385
	19.4.1 SDT’s view of humanity	385
	19.4.2 Comparing and contrasting SDT against other theories of motivation	386
	19.5 Basic Need Satisfaction	387
	19.5.1 Definition of SDT’s basic needs	387
	19.5.2 Distinguishing SDT’s needs from other need theories	388
	19.5.3 Evidence supporting the consequences of SDT’s needs	388
	19.5.4 Research on SDT’s needs: The antecedents	389
	19.6 Autonomous and Controlled Motivation	390
	19.6.1 Intrinsic and extrinsic motivation in motivation theories	390
	19.6.2 Different types of extrinsic motivation	390
	19.6.3 Types of motivation: Autonomous and controlled	391
	19.6.4 Consequences and antecedents of autonomous and controlled motivation	392
	19.7 Intrinsic and Extrinsic Work Values	393
	19.7.1 Values across motivational theories	393
	19.7.2 Intrinsic and extrinsic values in SDT	393
	19.7.3 Consequences of intrinsic and extrinsic values	394
	19.7.4 Intrinsic and extrinsic values as situational influences	395
	Discussion Points	396
	Suggested Further Reading	396
	Online resources	396
	References	396
	20 How Do We Handle Computer-Based Technology? What Is the Cost/Benefit Ratio of Technology for Workers?	399
	20.1 Introduction	399
	20.2 Mechanization, Automation and Robotization: Technology as a Substitute for Workers	401
	20.3 Technology as a Tool	403
	20.4 Computerization, Information & Communication Technology (ICT): Technology Supporting Workers	405
	20.5 Trust in Technologies and Acceptance	408
	20.6 Conclusion	410
	Discussion Points	411
	Suggested Further Reading	411
	References	411
	21 Why Do I Put Myself and Others in Danger or Help Increase Safety? Person- and Situation-Related Causes of Safety Behaviours	414
	21.1 Introduction	414
	21.2 What Behaviours Are We Explaining?	415
	21.2.1 Dangerous: cognitive error	416
	21.3 Is It Me?	418
	21.3.1 Am I ‘accident prone’?	418
	21.3.2 Is it how I perceive safety in my workplace?	422
	21.3.3 Are there other person-related processes?	423
	21.4 Is It My Situation at Work?	424
	21.4.1 What safety concerns are inherent in my job?	425
	21.4.2 How does my team impact safety?	427
	21.4.3 How well am I led? How well do I lead?	428
	21.4.4 Does my company care about safety?	430
	Discussion Points	432
	Suggested Further Reading	432
	References	433
	22 Does It Matter Whether I Am a Happy and Committed Worker? The Role of Identification, Commitment and Job Satisfaction for Employee Behaviour	436
	22.1 Does It Matter If Employees Are Committed to the Organization?	436
	22.1.1 Organizational identification	437
	22.1.2 Organizational commitment	441
	22.1.3 Foci of identification and commitment	444
	22.1.4 Integration of organizational identification and organizational commitment	444
	22.2 Does It Matter Whether Employees are Satisfied in Their Jobs?	445
	22.2.1 How can job satisfaction be measured?	446
	22.2.2 Are happy employees productive employees?	447
	22.2.3 Research close-up	447
	22.2.4 Can money buy happiness?	448
	22.3 How Can Identification, Commitment and Satisfaction Be Influenced?	448
	22.3.1 Identity management	448
	22.3.2 Leadership and organizational commitment	449
	22.3.3 Job design for high job satisfaction	449
	22.3.4 Influence of crises	449
	22.4 Are identification and commitment related to job satisfaction?	450
	22.5 Conclusion	451
	Discussion Points	452
	Note	452
	Suggested Further Reading	452
	References	453
	23 How Does Work Fit with My Life? The Relation Between Flexible Work Arrangements, Work–Life Balance and Recovery from Work	456
	23.1 Introduction	456
	23.2 The Work–Life Balance: How Do We Manage Work and Non-Work Roles?	457
	23.2.1 The role strain theory	457
	23.3 Recent Perspectives on the Work–Life Balance	458
	23.3.1 Antecedents of work–home conflict	459
	23.3.2 Consequences of work–home conflict	460
	23.3.3 Some concluding remarks	461
	23.4 What Is Recovery and Why Is It Important for Our Lives?	461
	23.4.1 How do we recover from work?	462
	23.4.2 How does life outside work impact on recovery?	462
	23.4.3 How do the ‘new ways of working’ affect recovery?	463
	23.5 Telework, Work–Life Balance and Recovery	464
	23.5.1 Definition and prevalence of telework	465
	23.5.2 The benefits and challenges of telework	465
	23.6 Worktime Control, Work–Life Balance and Recovery	467
	23.6.1 How does worktime control influence work–life balance?	467
	23.6.2 Empirical evidence of the association between worktime control and work–life balance	468
	23.7 Conclusion	469
	Discussion Points	471
	Suggested Further Reading	471
	References	472
	24 What Happens When I Get Older? Older Workers, Late Careers and Transitions to Retirement	474
	24.1 Introduction	474
	24.2 What Is Known About Stereotyping and Discrimination Against Older Workers?	476
	24.2.1 Stereotypes and reality	478
	24.2.2 Stereotypes and discrimination	478
	24.2.3 Stereotypes and interpersonal relationships	479
	24.3 Performance, Attitudes and Motivation of Older Workers: Decline or Change?	480
	24.3.1 Changes in performance	481
	24.3.2 Changes in attitudes	484
	24.3.3 Changes in work motivation	485
	24.4 What Can Organizations Do for an Older Workforce?	486
	24.5 Bridge Employment in the Final Stage of Working Life	489
	Discussion Points	491
	Suggested Further Reading	491
	References	491
	PART IV Advising the Organization	495
	25 How Do We Work with Organizations?	497
	25.1 What Is the Context of Our Work?	497
	25.2 What Are Our Working Models and Roles?	501
	25.3 How Do We Work? The Consulting Process	504
	25.3.1 Phase 1: Contracting and goal specification	505
	25.3.2 Phase 2: Collecting data and assessment	506
	25.3.3 Phase 3: Intervention and implementation	507
	25.3.4 Phase 4: Evaluation and communication	508
	25.3.5 The role of design	510
	25.4 What Are Our Professional Ethics?	510
	Discussion Points	512
	Suggested Further Reading	512
	References	512
	CASE STUDIES	515
	26 A Strategic Approach to Improving Well-Being in a Large Railway Company	517
	26.1 Background	517
	26.2 Theoretical and Practical Issues	517
	26.3 Action and Outcome	520
	26.4 What Would We Do Differently Next Time? Learning Points	522
	References	523
	27 Humiliation: Why We Deserve Respect at Work	524
	27.1 Background	524
	27.2 Theoretical and Practical Issues	525
	27.3 Action and Outcome	527
	27.4 What Would We Do Differently Next Time? Learning Points	529
	References	530
	28 Resilience Development Through an Organization-Led Well-Being Initiative	532
	28.1 Background	532
	28.1.1 The local context	532
	28.1.2 The organization	533
	28.2 Theoretical and Practical Issues	534
	28.3 Action and Outcome	536
	28.3.1 Evaluation	536
	28.4 What Would We Do Differently Next Time? Learning Points	538
	28.4.1 What did we learn from this initiative?	538
	28.4.2 How could we have evaluated the initiative better?	538
	28.4.3 What suggestions would we make to others wanting to try this initiative?	538
	References	539
	29 Positive Action: Effectively Increasing Diversity at the Top	540
	29.1 Background	540
	29.2 Theoretical and Practical Issues	541
	29.2.1 Do we really need positive action?	541
	29.2.2 Is positive action fair?	541
	29.2.3 How can we ensure employees support the positive action?	542
	29.2.4 How can we avoid any negative consequences of running a positive action programme?	542
	29.3 Action and Outcome	543
	29.4 What Would We Do Differently Next Time? Learning Points	545
	References	546
	30 Age Management	547
	30.1 Background	547
	30.2 Theoretical and Practical Issues	548
	30.3 Action and Outcome	549
	30.4 What Would We Do Differently Next Time? Learning Points	551
	References	552
	Index	555
	EULA	563