Handbook of Psychology -- Contents -- Handbook of Psychology Preface -- Volume Preface -- Contributors -- Part I Conducting and Communicating Research in Industrial--Organizational Psychology -- Chapter 1 A Snapshot in Time: Industrial--Organizational Psychology Today -- "I" Versus "O" Tension -- Psychology Versus Business Tension -- Science Versus Practice Tension -- Conclusion -- References -- Chapter 2 Inferential Meta-Themes in Organizational Science Research: Causal Inference, System Dynamics, and Computational Models -- Causal Inference -- Dynamic Modeling -- Examples -- Summary of Linear Dynamic Systems -- Computational Modeling -- Conclusions -- References -- Appendix -- Chapter 3 Communicating Research Findings -- Communicating Research Findings -- What to Say: Alternatives to Correlations -- What to Show: Graphical Solutions and Data Displays for I-O Psychology -- General Rules and Ideas for Good Graphical Display -- Conclusions -- References -- Part II Personnel Psychology -- Chapter 4 Job and Work Analysis -- Overview: Job Analysis Requires Many Choices -- Job Analysis Methods Must Align With Purpose: One Size Does Not Fit All -- From the Dictionary of Occupational Titles to the O*NET -- Job Analysis for Identifying Personality Dimensions Relevant to Job Performance -- Competency Modeling -- Cognitive Task Analysis -- Strategic Job Analysis -- Accuracy in Job Analysis -- Conclusion -- References -- Chapter 5 Job Performance -- What Is Job Performance? -- Behavioral Dimensions of Job Performance -- Antecedents of Job Performance -- References -- Chapter 6 Recruitment and Job Choice Research: Same as It Ever Was? -- Recruitment Context -- Recruitment Practices and Procedures -- Recruitment Processes -- Taking Stock and Looking Ahead -- Concluding Remarks -- References.

Chapter 7 Personnel Selection and Employee Performance -- Performance Model -- Theories of Job Performance and Job Analysis -- The Nature of Performance -- Proximal Antecedents of Performance: Declarative Knowledge, Procedural Knowledge and Skills, and Motivation -- Antecedents and Outcomes of Declarative Knowledge, Procedural Knowledge and Skills, and Motivation -- Individual Difference Correlates of Knowledge, Motivation, and Performance -- Methods of Measurement -- Methodological Issues and Potential Moderated Relationships -- Distal Outcomes of the Selection Process and Employee Performance -- Societal and Organizational Issues -- Conclusions -- References -- Chapter 8 Intelligence and the Workplace -- General Mental Ability -- Intelligence and Performance -- Social and Emotional Intelligence -- Fallacies and Misinformation About Intelligence -- Conclusions -- References -- Chapter 9 Use and Importance of Personality Variables in Work Settings -- Use and Importance of Personality Variables in Work Settings -- Structure of Personality -- Models of Determinants of Work Performance -- Construct Validity of Personality Variables -- Synthetic Validity -- Ethnic, Gender, and Age Group Similarities and Differences -- Methods of Measuring Personality Variables -- Intentional Distortion -- Summary and Path Forward -- References -- Chapter 10 Understanding and Facilitating Learning: Advancements in Training and Development -- Overview -- Training Needs Assessment -- Training Design and Delivery -- Technology-Delivered Instruction -- Team Training -- Training Methods -- Transfer of Training -- Training Evaluation -- Special Topics -- Final Comments -- References.

Chapter 11 Absence, Lateness, Turnover, and Retirement: Narrow and Broad Understandings of Withdrawal and Behavioral Engagement -- Introduction and Background -- Withdrawal as a Behavioral Category -- Work Withdrawal -- Job Withdrawal -- Conclusion -- References -- Chapter 12 Theoretical Approaches to the Study of Job Transitions -- Theoretical Approaches to the Study of Job Transitions -- Theoretical Foundations of Job Transitions Research -- New Approaches to Understanding Job Transitions -- Directions for Future Research -- References -- Part III Organizational Psychology -- Chapter 13 Motivation -- Overview of Goals and Goal Processes -- Expectancies, Self-Efficacy, and Related Constructs -- Affect -- Individual Differences Related to the Self and Personality -- Temporal Dynamics -- Multiple Goals and Decision Making -- Discussion -- References -- Chapter 14 Job Attitudes: Cognition and Affect -- The Facet Versus Global Approaches to Job Satisfaction -- Antecedents to Job Satisfaction -- Consequences of Job Satisfaction -- Measuring Job Satisfaction -- Directions for Future Research -- Conclusion -- References -- Chapter 15 Leadership Models, Methods, and Applications: Progress and Remaining Blind Spots -- Catching Up With the Field of Leadership -- Emerging and Current Areas of Exploration -- General Conclusions -- References -- Appendix -- Chapter 16 Organization Change and Development: In Practice and in Theory -- Organization Development Today, Not Yesterday -- The Conceptual Knowledge of Organization Development -- Samples of Contemporary OD Interventions -- Implementation Theories -- The Implementation/Change Process Theory Connection -- The Change Process Theory/Implementation Theory Divide -- Conclusion -- References -- Chapter 17 Work Groups and Teams in Organizations -- Work Groups and Teams in Organizations: Review Update.

The Nature of Work Teams and Groups -- Team Composition -- Team Formation, Socialization, and Development -- Team Effectiveness, Processes, and Enhancements -- Team Leadership and Motivation -- Continuance and Decline -- Research Issues and Recommendations -- References -- Chapter 18 Customer Service Behavior -- Service Attributes -- Emotional Labor and CSB -- Training and Socialization of CSB -- Design of Customer Service Jobs -- Future Research Directions -- References -- Chapter 19 Judgment and Decision Making -- Introduction -- Normative/Prescriptive Versus Behavioral/Descriptive Themes in JDM -- Inference Processes -- Prediction -- Preferences -- Deciding: Single-Choice Events -- Emotion and Decision Making -- Deciding: Multiple Related Events -- Multiple Decision Makers -- Concluding Comments -- References -- Part IV The Work Environment -- Chapter 20 Work Design -- Major Work Design Perspectives -- Contextual Influences on Work Design -- Characteristics of Work -- Mediating Mechanisms in Work Design -- Outcomes of Work Design -- Work Redesign Interventions -- Individual Differences in Work Design -- An Integrated Work Design Framework -- Tensions in Work Design -- Conclusion -- References -- Chapter 21 Stress in Organizations -- Introduction -- The Stress Concept -- Theories on Organizational Stress -- Empirical Evidence -- Stress Interventions -- Overall Conclusions -- References -- Chapter 22 Career Dynamics -- The Changing Landscape of Work and Careers -- The Meaning of a Career -- Career Success -- Mentoring -- Career Development -- The Internationalization of Careers -- Entrepreneurial Careers -- Conclusions -- References -- Chapter 23 Healthy Workplaces -- Healthy Workplaces -- References -- Chapter 24 Organizational Culture and Climate -- Integrated Model of Culture and Climate -- Organizational Culture -- Climate.

Relationship Between Culture and Climate -- Moving Across Levels of Analysis -- Emergence of Shared Meaning and Perceptions -- Culture and Climate Change -- Conclusions and Future Directions -- References -- Chapter 25 Diversity in Organizations -- Diversity in Organizations -- Defining Theories That Guide Diversity Research -- Hot Topics and Unresolved Issues in Diversity Research -- Conclusion -- References -- Chapter 26 The Work--Family Role Interface: A Synthesis of the Research From Industrial and Organizational Psychology -- Work and Family Interdependencies -- Work-Family Balance -- Individual Differences and Work-Family -- Environmental Support for Managing Work and Family -- Cross-National Work and Family Research -- Future Research Directions -- Conclusions -- References -- Author Index -- Subject Index.