Electricidad Teórico-Practica. Tomo V: Canalizaciones eléctricas

"Psychology and Work is a new edition of the award-winning textbook written for introductory Industrial and Organizational (I-O) Psychology classes. This book makes the core topics of I-O Psychology clear, relevant, and accessible to students through its dynamic design. The real-world examples from the perspectives of employees and employers highlight how I-O Psychology is applied to today's workplace. Psychology and Work, Second Edition covers the core areas of I-O Psychology including an overview of the field and its history. The topics covered include up-to-date research methods and statistics; job analysis and criterion measurement; performance appraisal; personnel selection; training and development; work motivation; leadership; job attitudes and emotions, occupational health psychology, safety, and stress; teams; and organizational structure, culture, and change. Throughout the text, an emphasis is placed on essential issues for today's workplace such as diversity and inclusion, the evolving role of big data and analytics, legal issues, and the changing nature of work. Written by dedicated I-O professors with expertise in I-O Psychology and teaching this course, the book and supporting materials provide a range of high-quality pedagogical materials, including interactive features, quizzes, PowerPoint slides, numerous case studies, recommended videos, and an expanded, high-quality test bank"-- Provided by publisher Cover Endorsement Half Title Title Page Copyright Page Dedication Table of Contents Preface About the Authors Part I Background Chapter 1 Industrial and Organizational Psychology : The Profession and Its History Learning Goals for This Chapter Introduction The Major Areas of I-O Psychology: Industrial and Organizational I-O Psychology Professional Organizations Training in I-O Psychology The Scientist-Practitioner Model Where Do I-O Psychologists Work? Subspecialties in I-O Psychology Communicating I-O Psychology Research Findings: Journals and Conferences A Brief History of I-O Psychology Early Years and World War I Early Psychologists and the Study of Work Scientific Management Human Relations Era (1927–1940s) World War II (1941–1945) Civil Rights Era (1964–Present) High-Tech HR Era (2000–Present) Multinational Organizations International Practice Changes in the Nature of Work Diversity and Inclusion Aging, Age-Diverse Workforce Humanitarian Work Psychology Occupational Health Psychology I-O Is a Growing Field Conclusion Additional Reading References Chapter 2 Research Methods Learning Goals for This Chapter Introduction Theory, Research, and the Research Process Relationship Between Theory and Research Basic Research Concepts: Independent and Dependent Variables Research Designs True Experiments Field Experiments Laboratory Experiments Quasi-Experimental Designs Other Designs Used in Organizational Research Correlational Studies Addressing Causality and Inflated Relationships in Correlational Studies Which Research Designs Are Best? Data Collection Methods Statistics Basic Statistical Concepts Correlation: A Test of the Relationship Between Variables Linear Regression: Predicting One Score From Another Differences Between Two Means: T-Tests Differences Among Three or More Means: ANOVA Summarizing the Findings of Multiple Studies: Meta-Analysis Measurement of Variables Types of Measurement Scales Reliability: Dependability or Consistency of Measurement Test–Retest Reliability Parallel Forms Reliability Internal Consistency Estimates Interrater Reliability Some Final Words About Reliability Validity: What a Scale Is Actually Measuring Ethical Issues Conclusion Additional Reading References Part II Industrial Psychology Chapter 3 Job Analysis Learning Goals for This Chapter Introduction How Are Job Analysis Data Used? Some Job Analysis Terminology Getting Started: Sources of Job Analysis Data to Use as a Starting Point Existing Job Analysis Data Government Sources Job Analysis Data Collection Methods Preparing SMEs for the Job Analysis Job Analysis Frameworks Work-Oriented Job Analysis Methods Task-KSA Analysis KSA Criticality Task-KSA Linkage Survey Summary of Task-KSA Analysis Other Work-Oriented Job Analysis Methods Worker-Oriented Methods Position Analysis Questionnaire Competency Modeling Other Job Analysis Methods Assessing and Assuring the Quality of Job Analysis Data Reliability of Job Analysis Data Detecting and Removing SMEs Who Are Providing Poor Ratings Who Are the Best SMEs? Demographics Experience Job Performance Job Incumbents Versus Others Are Tasks or KSAs More Susceptible to Error? Training SMEs Job Evaluation: Job Analysis for Pay Structures Internal Equity External Equity Other Considerations Comparable Worth Conclusion Additional Reading References Chapter 4 Measuring Work Performance: Criterion Measures Learning Goals for This Chapter Introduction Conceptual Versus Actual Criteria Conceptual Criteria: Definition and Challenges Actual Criteria: Definition and Challenges The Criterion Problem Choosing Good Actual Criterion Measures Issues When Deciding Which Criterion Measures to Use Changes in Job Performance Over Time Typical Versus Maximum Performance Other Characteristics of Good Criteria Multiple Versus Composite Criteria Dimensions of Job Performance What Are Some Types of Actual Criterion Measures? Conclusion Additional Reading References Chapter 5 Performance Appraisal: Measurement and Management of Performance Learning Goals for This Chapter Introduction What Is Performance Appraisal? The Dual Nature of Performance Appraisals in Organizations What Are the Main Purposes of a Performance Appraisal System? Characteristics of an Effective Performance Appraisal System Strategic Fit Content Validity Accuracy User Reactions: Perceived Fairness and Usefulness Practicality Design and Measurement Considerations in Performance Appraisals What Should Be Measured? Trait, Behavior, and Outcome Appraisals Absolute and Relative Rating Scales Graphic Rating Scale Behaviorally Anchored Rating Scale (BARS) Behavioral Observation Scale (BOS) Essay Appraisal Form Straight Ranking Forced Distribution Who Should Be the Rater? Managers Peer Appraisals Customers Subordinates Self-Appraisal 360-Degree Feedback Conducting the Performance Appraisal Observation and Recording of Performance Feedback and Coaching Throughout the Year Rating of the Employee: Errors and Biases Range Restriction Errors Contrast Error Halo Effect Similarity and Liking Recency Error Techniques to Minimize the Effects of Appraisal Errors Training Calibration Meetings Diary Keeping Using Objective Appraisals Using Multiple Raters Conducting the Performance Appraisal Meeting Conditions Enabling High-Quality Feedback What to Do Before the Meeting What to Do During the Meeting Conclusion Additional Reading References Chapter 6 Personnel Selection: Tests and Other Selection Procedures Learning Goals for This Chapter Introduction Key Terminology Formats of Different Personnel Selection Procedures Personnel Selection Procedures Tests of Cognitive Abilities General Cognitive Ability (g) Tests of Specific Cognitive Abilities Psychomotor Tests Personality Tests Background Issues Associated With the Use of Personality Tests Other Personality Constructs Integrity Tests Interviews Unstructured vs. Structured Interviews Interview Structure Legal Issues Current Issues Work Samples and Related Predictors Work Sample Tests Assessment Centers Situational Judgment Tests Biodata and Other Personal History Measures Biodata Ratings of Training and Experience Résumés Reference Checks Physical Ability Tests Other Selection Procedures Credit History Vocational Interests Conclusion Additional Reading References Chapter 7 Personnel Selection: Strategic Issues in the Deployment of Selection Systems Learning Goals for This Chapter Introduction Recruitment Recruitment Methods What Factors Affect Applicant Attraction to the Organization? Validity of Selection Procedures Content Validity Construct Validity Criterion-Related Validity Predictive Validity Concurrent Validity Advantages and Disadvantages of Predictive and Concurrent Validity Cross-Validation Validity Generalization Versus Situational Specificity Legal Issues in Hiring Some Background and Definitions Discrimination: Disparate Treatment Versus Adverse Impact Adverse Impact Case Step 1: Plaintiff Demonstrates Adverse Impact Adverse Impact Case Step 2: Employer Demonstrates Test Validity Adverse Impact Case Step 3: Plaintiff Demonstrates Other Predictors Were Available Strategies for Administering Predictors and Using Predictor Data Which Predictors Should Be Considered? Deciding Predictor Weights Weighting Predictors Using Regression: An Example Administering Predictors: Sequencing and Setting Cut-Off Scores Sequencing of Predictors Setting Cut-Off Scores Banding Accuracy in Prediction Predictor Utility Applicant Reactions: Considering the Job Applicant’s Experience Conclusion Additional Reading References Chapter 8 Training and Development Learning Goals for This Chapter Introduction The Training Needs Assessment Process Organizational Analysis Job Analysis Person Analysis Developing Training Goals Demographic Analysis Facilitating Training Effectiveness: The Trainee, Trainer, and Context Individual Differences The Organizational Context Both the Trainee and the Context: Trainee Motivation Learning Concepts to Address in Training Design and Delivery Training Methods On-the-Job Training Machine Simulators Lecture Programmed Instruction Behavior Modeling Training Diversity Training Managerial Training Methods New Employee Onboarding Online Training (e-Learning) Team Training Evaluating Training Methods Training Criteria: Measures of Training Effectiveness Designing a Training Evaluation Threats to Experimental Validity Threats to Internal Validity Threats to External Validity Training Evaluation (Research) Designs Pre-Experiments True Experiments Quasi-Experiments So Which Designs Should You Use? What Is the Purpose of the Evaluation? What Are the Available Organizational Resources? What Are the Constraints? Conclusion Additional Reading References Part III Organizational Psychology Chapter 9 Work Motivation Learning Goals for This Chapter What Is Motivation? Theories of Work Motivation Needs-Based Theories of Work Motivation Hierarchy of Needs ERG Theory Two-Factor Theory Acquired Needs Theory Self-Determination Theory Self-Assessment: Rate Your Motivation Scoring Summary of Needs-Based Theories Process-Based Theories Equity Theory Self-Assessment: Rate Your Equity Preference Scoring Organizational Justice Theory Expectancy Theory Summary of Process-Based Theories Application-Based Theories of Work Motivation Goal-Setting Theory Self-Regulation, Self-Efficacy, and Goal Orientation Job Characteristics Theory Job Redesign Reinforcement and Incentives Compensation Summary of Application-Based Theories Conclusion Additional Reading References Chapter 10 Leadership at Work Learning Goals for This Chapter Introduction What Is Leadership? Where Does the Power to Lead Come From? Outcomes of Leadership Who Are Leaders? The Trait Approach to Leadership Personality and Leadership Intelligence and Leadership Gender and Leadership Race and Leadership What Do Leaders Do? The Behavioral Approach Traits or Behaviors: What Matters More? Contingency Approaches to Leadership Path-Goal Theory of Leadership Vroom’s Normative Model of Leadership Contemporary Approaches to Leadership Transformational Leadership Theory Leader–Member Exchange (LMX) Theory Authentic Leadership Servant Leadership Abusive Supervision How Do We Cultivate Good Leadership? Leadership Development 360 Feedback, Coaching, and Mentoring Developmental Assignments Formal Leadership Training Conclusion Additional Reading References Chapter 11 Job Attitudes and Emotions at Work Learning Goals for This Chapter Introduction Why Do Job Attitudes Matter? Key Job Attitudes: Job Satisfaction and Organizational Commitment Measurement of Job Attitudes Measures of Job Satisfaction Measures of Organizational Commitment Antecedents of Job Attitudes Job Characteristics Leadership Stress Perceived Organizational Support Organizational Justice Personality Person–Environment Fit How About Pay? Consequences of Job Attitudes Performance Absenteeism Turnover Counterproductive Work Behaviors Unit Performance Newcomers: An Early Opportunity to Influence Job Attitudes Emotions at Work Felt Emotions and Their Consequences Display of Emotions and Emotional Labor Individual Differences: Emotional Intelligence Conclusion Additional Readings References Chapter 12 Stress and Occupational Health Psychology Learning Goals for This Chapter Introduction Stress The Stress Process General Adaptation Syndrome Transactional Model of Stress and Coping Conservation of Resources Model Job Demands–Resources Model Challenge and Hindrance Stressors Stressors: Antecedents of Strain Role Demands Information Overload Work–Life Tradeoffs Life Changes Interpersonal Challenges Evaluation Apprehension Consequences of Stress Physiological Consequences of Job Stress Psychological Consequences of Job Stress Behavioral Consequences of Stress Individual Differences Individual Approaches to Stress Management Diet Exercise Sleep Time Management Social Support Organizational Approaches to Support Worker Health and Well-Being Healthy Work Environments Flexible Work Arrangements Recovery Opportunities Employee Resource Programs Workplace Safety Measuring Workplace Safety The Antecedents of Safety Behavior Environment Factors Individual Factors Conclusion Additional Reading References Chapter 13 Teams at Work Learning Goals for This Chapter Introduction Group Dynamics Types of Groups The Life Cycle of a Group Types of Teams Factors Related to Team Effectiveness Group Composition Group Size Group Tenure Group Personality Group Diversity Group Processes Teamwork Skills Group Norms Roles Conflict Group Affect and Cognition Group Cohesion Psychological Safety Team Efficacy Decision-Making in Groups and Teams The Decision-Making Process Brainstorming Groupthink Conclusion Additional Reading References Chapter 14 Organizational Structure, Culture, and Change Learning Goals for This Chapter Introduction Organization Theory and Design Historical Perspectives On the Design of Organizations Dimensions of Organizational Structure Formalization Centralization Departmentalization Span of Control Types of Organizational Structures Contemporary Organizational Structures Matrix Structure Lattice Structure Virtual Organizations Organizational Culture and Climate Culture or Climate: Is There a Difference? Dimensions of Culture Why Does Culture Matter? Culture Matters for Employee Attitudes and Behaviors Culture Signals What Matters Culture Matters for Organizational Performance How Can We Measure a Company’s Culture? Culture Creation Founder’s Values History Attraction-Selection-Attrition (ASA) Newcomer Onboarding Leadership Style Reward Systems Organizational Change OD Interventions Factors Shaping Employee Reactions to Change Habits Personality Trust in the Organization and Management Personal Impact of Change Features of Change Implementation Change Models Lewin’s Three-Stage Model of Change Implementation Kotter’s Eight-Step Model of Change Conclusion Additional Reading References Name Index Organizations Index Subject Index "Psychology and Work is a new edition of the award-winning textbook written for introductory Industrial and Organizational (I-O) Psychology classes. This book makes the core topics of I-O Psychology clear, relevant, and accessible to students through its dynamic design. The real-world examples from the perspectives of employees and employers highlight how I-O Psychology is applied to today's workplace. Psychology and Work, Second Edition covers the core areas of I-O Psychology including an overview of the field and its history. The topics covered include up-to-date research methods and statistics; job analysis and criterion measurement; performance appraisal; personnel selection; training and development; work motivation; leadership; job attitudes and emotions, occupational health psychology, safety, and stress; teams; and organizational structure, culture, and change. Throughout the text, an emphasis is placed on essential issues for today's workplace such as diversity and inclusion, the evolving role of big data and analytics, legal issues, and the changing nature of work. Written by dedicated I-O professors with expertise in I-O Psychology and teaching this course, the book and supporting materials provide a range of high-quality pedagogical materials, including interactive features, quizzes, PowerPoint slides, numerous case studies, recommended videos, and an expanded, high-quality test bank."-- Résumé de l'éditeur __Psychology and Work__ is a new edition of the award-winning textbook written for introductory Industrial and Organizational (I-O) Psychology classes. This book makes the core topics of I-O Psychology clear, relevant, and accessible to students through its dynamic design. The real-world examples from the perspectives of employees and employers highlight how I-O Psychology is applied to today’s workplace. Written by dedicated I-O professors with expertise in I-O Psychology and teaching this course, the book and supporting materials provide a range of high-quality pedagogical materials, including interactive features, quizzes, PowerPoint slides, numerous case studies, recommended videos, and an expanded, high-quality test bank.