An Introduction to Work and Organizational Psychology (eBook)
John Wiley & Sons (Verlag)
978-1-119-16804-1 (ISBN)
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.
- Third edition of a classic textbook offering a complete introduction to work and organizational psychology for undergraduate and graduate students with no prior knowledge of the field
- An innovative new six part structure with two-colour presentation focuses the core material around issues that are either Job-Focused, Organization-Focused, or People-Focused
- Each chapter title is a question designed to engage readers in understanding work and organizational psychology whilst simultaneously inviting discussion of key topics in the field
- The third edition introduces two new co-editors in Franco Fraccaroli from Italy and Magnus Sverke, who join Nik Chmiel and will increase relevance and appeal for European students
Nik Chmiel is Professor of Psychology and Head of Department, Department of Psychology & Counselling at the University of Chichester, UK. He is the past president of the European Association of Work and Organizational Psychology (EAWOP) from 2003-2007. He is on the policy committee for the British Psychological Society publication The Psychologist, and an associate editor of the European Journal of Work and Organizational Psychology. His research interests focus on psychology in the workplace, and include the psychology of safety at work, job stress and work engagement.
Franco Fraccaroli is the Professor of Work & Organizational Psychology, Department of Psychology & Cognitive Science at the University of Trento, Italy. He is president of the Alliance of Organizational Psychology and past president of the European Association of Work and Organizational Psychology (EAWOP). His research interests include the older worker in organizations, meanings and social representations of work, careers in organizations, psychology of work time, and validation tools in work and organizational psychology.
Magnus Sverke is Professor and Chair of the Division of Work and Organizational Psychology, Department of Psychology at the Stockholm University, Sweden. He is also Extraordinary Professor at North-West University, South Africa. His research interests include organizational change and its effects on employees, downsizing and job insecurity, labor market flexibility and employment contracts, employee attitudes and well-being, work climate and employee motivation, union member attitudes and behavior, as well as career development.
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. Third edition of a classic textbook offering a complete introduction to work and organizational psychology for undergraduate and graduate students with no prior knowledge of the field An innovative new six part structure with two-colour presentation focuses the core material around issues that are either Job-Focused, Organization-Focused, or People-Focused Each chapter title is a question designed to engage readers in understanding work and organizational psychology whilst simultaneously inviting discussion of key topics in the field The third edition introduces two new co-editors in Franco Fraccaroli from Italy and Magnus Sverke, who join Nik Chmiel and will increase relevance and appeal for European students
Nik Chmiel is Professor of Psychology and Head of Department, Department of Psychology & Counselling at the University of Chichester, UK. He is the past president of the European Association of Work and Organizational Psychology (EAWOP) from 2003-2007. He is on the policy committee for the British Psychological Society publication The Psychologist, and an associate editor of the European Journal of Work and Organizational Psychology. His research interests focus on psychology in the workplace, and include the psychology of safety at work, job stress and work engagement. Franco Fraccaroli is the Professor of Work & Organizational Psychology, Department of Psychology & Cognitive Science at the University of Trento, Italy. He is president of the Alliance of Organizational Psychology and past president of the European Association of Work and Organizational Psychology (EAWOP). His research interests include the older worker in organizations, meanings and social representations of work, careers in organizations, psychology of work time, and validation tools in work and organizational psychology. Magnus Sverke is Professor and Chair of the Division of Work and Organizational Psychology, Department of Psychology at the Stockholm University, Sweden. He is also Extraordinary Professor at North-West University, South Africa. His research interests include organizational change and its effects on employees, downsizing and job insecurity, labor market flexibility and employment contracts, employee attitudes and well-being, work climate and employee motivation, union member attitudes and behavior, as well as career development.
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
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 violations
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
| Erscheint lt. Verlag | 8.3.2017 |
|---|---|
| Sprache | englisch |
| Themenwelt | Geisteswissenschaften ► Psychologie ► Arbeits- und Organisationspsychologie |
| Medizin / Pharmazie ► Medizinische Fachgebiete ► Psychiatrie / Psychotherapie | |
| Wirtschaft ► Betriebswirtschaft / Management ► Planung / Organisation | |
| Schlagworte | Age Management • Arbeitspsychologie • Business & Management • candidate assessment • candidate selection • Communication technologies • computer-based technology • creating healthy workers • Digital technologies • healthy workplaces • Human Resource Management • ICT • Job Analysis • Job Design • late careers • models of stress • non-standard work • Older Workers • Organisationspsychologie • Organisationsverhalten • Organizational & Industrial Psychology • Organizational Behavior • organizational psychology • Personalmanagement • Psychologie • Psychologie i. d. Arbeitswelt • Psychology • respect in the workplace • Retirement Transition • sustainable employees • Teamwork • Wirtschaft u. Management • work and organizational psychology • work-life balance • Workplace safety |
| ISBN-10 | 1-119-16804-X / 111916804X |
| ISBN-13 | 978-1-119-16804-1 / 9781119168041 |
| Informationen gemäß Produktsicherheitsverordnung (GPSR) | |
| Haben Sie eine Frage zum Produkt? |
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