Applied Industrial/Organizational Psychology is one of the top books in this fascinating field of research. It presents a thorough introduction to. Find Psychology Industrial Organizational Psychology books online. Get the best Psychology Industrial Organizational Psychology books at our marketplace. bestthing.info: Industrial/Organizational Psychology: An Applied Approach ( ): Michael G. Aamodt: Books.
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Introduction to industrial/organizational psychology/Ronald E. Riggio.—6th ed. .. and an applied orientation, the book demonstrates the connection between. Industrial Psychology. Front Cover. Emmanuel B. De Leon. Rex Bookstore, Inc. Preview this book» Purposes of Psychological Tests Characteristics. Industrial Psychology. Front Cover Flag as inappropriate. Humanities related book Psychology / Industrial & Organizational Psychology. Export Citation.
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Peak Performers. Charles Garfield. Ethics in Psychotherapy and Counseling: A Practical Guide, 5th Edition. Motor Learning and Performance: From Principles to Application. Foundations for a Contemporary Understanding. James E. Adult Development and Aging. Decoding the Ethics Code: A Practical Guide for Psychologists. Celia B. About the Author Michael G. Read more. Product details Hardcover: Wadsworth Publishing; 7 edition January 1, Language: English ISBN Tell the Publisher!
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A useful book for someone starting in an Human Resources position who has had no Management courses. Far too many tables of data to be useful.
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Glad I rented and did not download this book as I would not find this a valuable addition to my professional library. One person found this helpful.
Paperback Verified download. Elementary book with very basic applications. This wouldn't be appropriate outside of a high school setting.
I can't imagine anyone getting any value out of this unless they had never heard of any basic psychology concepts. This is not my favorite textbook, but I have to give 5 stars for the quality of the book I received. It was just as described.
This book is very well written and contains thorough chaper summaries.
Overall, this book is very easy to follow and has many interesting real life examples of concepts. Ordered as a textbook. site Edition Verified download.
As described. This book is a must have for anyone going into the human resource or leadership field. I got it as a rental but turned around and bought it after my class was over. This book should be a must read for everyone tbh. For example, a job stressor such as conflict with a supervisor can precipitate anger that in turn motivates counterproductive workplace behaviors. Research suggests that safety-oriented transformational leadership is associated with a positive safety climate and safe worker practices.
Shared values are individuals' preferences regarding certain aspects of the organization's culture e. Basic beliefs and assumptions include individuals' impressions about the trustworthiness and supportiveness of an organization, and are often deeply ingrained within the organization's culture.
In addition to an overall culture, organizations also have subcultures. Main article: Group behavior Group behavior involves the interactions among individuals in a collective. The individuals' opinions , attitudes , and adaptations affect group behavior and group behavior, in turn, affects those opinions, etc.
Those tasks that require predominantly independent work are best left to individuals, and team tasks should include those tasks that consist primarily of interdependent work.
These dimensions include skill variety, task identity, task significance, autonomy and feedback. Individual contributors who perform team tasks that are challenging, interesting, and engaging are more likely to be motivated to exert greater effort and perform better than team members who are working on tasks that lack those characteristics. During the chartering of new teams, organizational enabling resources are first identified.
Examples of enabling resources include facilities, equipment, information, training, and leadership. Team-specific human resources represent the individual contributors who are selected to be team members.
Intra-team processes e. Teams often must respond to shifting organizational contingencies. When resources are scarce, they must be shared by multiple teams.
Team rewards[ edit ] Organizational reward systems drive the strengthening and enhancing of individual team member efforts; such efforts contribute towards reaching team goals.
First, for a collective assessment to be appropriate for individual team members, the group's tasks must be highly interdependent. If this is not the case, individual assessment is more appropriate than team assessment.
All Occupational & Industrial Psychology
That team member would most likely view teams and teamwork negatively, and would not want to work on a team in the future. Third, an organizational culture must be created such that it supports and rewards employees who believe in the value of teamwork and who maintain a positive attitude towards team-based rewards.
Team and individual goals must be coordinated. Individual goals must be consistent with team goals in order for a team to be effective.
Job satisfaction has theoretical and practical utility for the field. It has been linked to important job outcomes including attitudinal variables e.
To assist with this transition an employee typically requires job-related training. In financial terms, productive behavior represents the point at which an organization begins to achieve some return on the investment it has made in a new employee.
In-role performance tells managers how well an employee performs the required aspects of the job; extra-role performance includes behaviors not necessarily required by job but nonetheless contribute to organizational effectiveness. Job performance is about behaviors that are within the control of the employee and not about results effectiveness , the costs involved in achieving results productivity , the results that can be achieved in a period of time efficiency , or the value an organization places on a given level of performance, effectiveness, productivity or efficiency utility.
Using a common set of dimensions provides a consistent basis for assessing performance and enables the comparison of performance across jobs. Performance is commonly broken into two major categories: in-role technical aspects of a job and extra-role non-technical abilities such as communication skills and being a good team member.
While this distinction in behavior has been challenged  it is commonly made by both employees and management. To assess job performance, reliable and valid measures must be established.
What Is Industrial-Organizational Psychology?
While there are many sources of error with performance ratings , error can be reduced through rater training  and through the use of behaviorally-anchored rating scales. Such scales can be used to clearly define the behaviors that constitute poor, average, and superior performance. These factors include errors in job measurement techniques, acceptance and the justification of poor performance and lack of importance of individual performance.
The determinants of job performance consist of factors having to do with the individual worker as well as environmental factors in the workplace.
According to Campbell's Model of The Determinants of Job Performance,   job performance is a result of the interaction between declarative knowledge knowledge of facts or things , procedural knowledge knowledge of what needs to be done and how to do it , and motivation reflective of an employee's choices regarding whether to expend effort, the level of effort to expend, and whether to persist with the level of effort chosen.
Regardless of the job, three determinants stand out as predictors of performance: 1 general mental ability especially for jobs higher in complexity ; 2 job experience although there is a law of diminishing returns ; and 3 the personality trait of conscientiousness people who are dependable and achievement-oriented, who plan well.
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Further, an expanding area of research in job performance determinants includes emotional intelligence. OCBs tend to be beneficial to both the organization and other workers.
Dennis Organ defines OCBs as "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.
While these behaviors are not formally part of the job description, performing them can influence performance appraisals.Third, an organizational culture must be created such that it supports and rewards employees who believe in the value of teamwork and who maintain a positive attitude towards team-based rewards.
Motivation is generally thought of as a theoretical construct that fuels behavior. A useful book for someone starting in an Human Resources position who has had no Management courses. Brannick really liked it 4. Examples from I-O research and practice, as well as current business events, are offered throughout. Leading Change by John P.
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