Contents
Cover
Title Page
Copyright
About the Editors
Contributors
Editorial Foreword
Chapter 1: Stress and Well-Being are Still Issues and Something Still Needs to be Done: Or Why Agency and Interpretation are Important for Policy and Practice
STRESS AND WELL-BEING AS AN AREA OF STUDY
MANAGING PSYCHOSOCIAL HAZARDS
REVISIONING JOB CHARACTERISTICS
REVISIONING THE WORKER AS AN ACTIVE INTERPRETER
REVISIONING THE WORKER AS AN ACTIVE AGENT
IMPLICATIONS FOR INTERVENTIONS AND THEIR IMPLEMENTATION
IMPLICATIONS FOR METHODS
CONCLUSIONS
ACKNOWLEDGEMENTS
Chapter 2: Brain, Emotion, and Contingency in the Explanation of Consumer Behaviour
THE BEHAVIOURAL PERSPECTIVE MODEL
INTENTIONAL BEHAVIOURISM
THE ASCRIPTION OF EMOTION
BEHAVIOURAL CONTINUITY REVISITED
CONCLUSIONS
ACKNOWLEDGEMENTS
Chapter 3: Longitudinal Assessment of Changes in Job Performance and Work Attitudes: Conceptual and Methodological Issues
MULTILEVEL ISSUES
MULTIVARIATE ISSUES
MULTIPLE GROUP ISSUES
CONCLUSIONS
Chapter 4: Estimating the Relative Importance of Variables in Multiple Regression Models
VARIABLE IMPORTANCE IN MULTIPLE REGRESSION
HISTORICAL MEASURES OF RELATIVE IMPORTANCE
MODERN RELATIVE IMPORTANCE STATISTICS
RECENT DEVELOPMENTS IN RELATIVE IMPORTANCE RESEARCH
CONCLUSIONS AND SUGGESTIONS FOR FUTURE RESEARCH
Chapter 5: Employee Trust in Organizational Contexts
INTRODUCTION
THE NATURE OF TRUST
ANTECEDENTS OF TRUST
TRUST PROCESSES
OUTCOMES OF EMPLOYEE TRUST
FUTURE DIRECTIONS
SUMMARY AND CONCLUSIONS
Chapter 6: The Physical Environment of the Office: Contemporary and Emerging Issues
INTRODUCTION
RISE OF THE OPEN-PLAN OFFICE
EVOLUTION OF OPEN-PLAN OFFICES
MANAGING THE PROCESS OF CHANGE
OPPORTUNITIES AND FUTURE DIRECTIONS
CONCLUSIONS
Chapter 7: Deception and Applicant Faking: Putting the Pieces Together
DECEPTION AND JOB APPLICANT FAKING
THE PROCESS OF FAKING
PROXIMAL OUTCOMES OF APPLICANT FAKING
DISTAL OUTCOMES OF APPLICANT FAKING
FAKING AND CULTURAL CONCERNS
FAKING AND VARIATIONS IN RESEARCH METHODOLOGY
Chapter 8: Actions Speak Too: Uncovering Possible Implicit and Explicit Discrimination in the Employment Interview Process
REVIEW OF EMPLOYMENT INTERVIEW RESEARCH
IMPLICIT BIASES
INTERVIEW PROCESS MODEL
STRATEGIES FOR PREVENTING IMPLICIT BIAS
CONCLUSIONS
International Review of Industrial and Organizational Psychology
Index
This edition first published 2011
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Library of Congress Cataloging-in-Publication Data
International review of industrial and organizational psychology.
—1986—Chichester; New York; Wiley, c1986–
v.: ill.; 24cm.
Annual.
ISSN 0886-1528 ¼ International review of industrial and organizational psychology
1. Psychology, Industrial—Periodicals. 2. Personnel management—Periodicals.
[DNLM: 1. Organization and Administration—periodicals. 2. Psychology, Industrial—periodicals.
W1IN832UJ]
HF5548.7.157 158.7005—dc 19 86-643874
AACR 2 MARC-S
Library of Congress [8709]
ISBN: 9780470971741
A catalogue record for this book is available from the British Library.
This book is published in the following electronic formats: ePDFs 9781119992608; Wiley Online Library 9781119992592
ABOUT THE EDITORS
Gerard P. Hodgkinson
Leeds University Business School, The University of Leeds, Leeds, LS2 9JT, UK
J. Kevin Ford
Department of Psychology, 315 Psychology Research Building, Michigan State University, E. Lansing, MI 48824, USA
Gerard P. Hodgkinson is Professor of Organizational Behaviour and Strategic Management and Director of the Centre for Organizational Strategy, Learning, and Change (COSLAC) at the University of Leeds, UK. He earned his BA, MSc, and PhD degrees at Wolverhampton Polytechnic and the Universities of Hull and Sheffield, respectively. He has (co-)authored three books and over 60 scholarly journal articles and chapters on topics of relevance to the field of industrial and organizational psychology. A Fellow of both the British Psychological Society and the British Academy of Management, and an Academician of the Academy of Social Sciences, his work centres on the analysis of cognitive processes in organizations and the psychology of strategic management. In recent years, his work on these topics has been taken forward through the award of a Fellowship of the Advanced Institute of Management (AIM) Research, the UK's research initiative on management funded by the Economic and Social Research Council (ESRC) and Engineering and Physical Sciences Research Council (EPSRC). From 1999 to 2006 he was the editor-in-chief of the British Journal of Management and currently serves on the Editorial Boards of the Academy of Management Review, Journal of Management, Journal of Organizational Behavior, and Organization Science. A chartered occupational psychologist, registered with the UK Health Professions Council as a practitioner psychologist, he has conducted numerous consultancy assignments for leading private and public sector organizations. Further information about Gerard and his work can be found at the following addresses: (1) http://www.leeds.ac.uk/lubs/coslac/ (2) http://www.aimresearch.org.
J. Kevin Ford is a Professor of Psychology at Michigan State University. His major research interests involve improving training effectiveness through efforts to advance our understanding of training needs assessment, design, evaluation, and transfer. Dr Ford also concentrates on understanding change dynamics in organizational development efforts and building continuous learning and improvement orientations within organizations. He has published over 50 articles and chapters and four books relevant to industrial and organizational psychology. Currently, he serves on the editorial boards of the Journal of Applied Psychology and Human Performance. He is an active consultant with private industry and the public sector on training, leadership, and organizational change issues. Kevin is a Fellow of the American Psychological Association and the Society of Industrial and Organizational Psychology. He received his BS in psychology from the University of Maryland and his MA and PhD in psychology from The Ohio State University. Further information about Kevin and his research and consulting activities can be found at http://www.io.psy.msu.edu/jkf.
CONTRIBUTORS
David Chan
School of Social Sciences, Singapore Management University, 90 Stamford Road, 178903, Singapore
Chris W. Clegg
Leeds University Business School, University of Leeds, Leeds, LS2 9JT, UK
Kevin Daniels
School of Business and Economics, Loughborough University, Loughborough, LE11 3TU, UK
Matthew C. Davis
Leeds University Business School, University of Leeds, Leeds, LS2 9JT, UK
Deanne Den Hartog
Amsterdam Business School, University of Amsterdam, Roeterseiland–Building M, Plantage Muidergracht 12, 1018 TV, Amsterdam, The Netherlands
Gordon R. Foxall
Cardiff Business School, Cardiff University, Aberconway Building, Colum Drive, Cardiff, CF10 3EU, UK
Therese Macan
Department of Psychology, University of Missouri–St. Louis, One University Boulevard, St. Louis, MO 63121-4499, USA
Brian H. Kim
Psychology Department, Occidental College, 1600 Campus Road, F-11, Los Angeles, CA 90041, USA
Dina Krasikova
Department of Psychological Sciences, Purdue University, 703-Third Street, West Lafayette, IN 47907, USA
Desmond J. Leach
Leeds University Business School, University of Leeds, Leeds, LS2 9JT, UK
James M. LeBreton
Department of Psychological Sciences, Purdue University, 703-Third Street, West Lafayette, IN 47907, USA
Stephanie Merritt
Department of Psychology, University of Missouri–St. Louis, One University Boulevard, St. Louis, MO 63121-4499, USA
Rosalind Searle
Department of Psychology, The Open University, Walton Hall, Milton Keynes, MK7 6AA, UK
Scott Tonidandel
Department of Psychology, Davidson College, Box 7061, Davidson, NC 28035, USA
Antoinette Weibel
University of Konstanz, 78457 Konstanz, Germany
EDITORIAL FOREWORD
This is the twenty-sixth volume of the International Review of Industrial and Organizational Psychology. As with previous volumes we have purposefully selected for coverage a judicious combination of well-established and emerging topics. A good example of the latter is the chapter by Matthew Davis, Desmond Leach, and Chris Clegg (`The Physical Environment of the Office: Contemporary and Emerging Issues'), which surveys theory and research pertaining to the psychological impact of contemporary office designs on the performance and well-being of employees. Two chapters (`Longitudinal Assessment of Changes in Job Performance and Work Attitudes: Conceptual and Methodological Issues' by David Chan and `Estimating the Relative Importance of Variables in Multiple Regression Models' by Dina Krasikova, James LeBreton, and Scott Tonidandel) cover important methodological advances at the forefront of the field.
Several chapters in the present volume offer fresh theoretical perspectives on topics covered previously in the series. Gordon Foxall's chapter (`Brain, Emotion, and Contingency in the Explanation of Consumer Behaviour'), for example, surveys leading edge developments in the philosophy of mind and the affective sciences, but does so through the lens of radical behaviourism to advance a theoretical framework for the analysis of consumer behaviour that extends well beyond the framework he outlined in his previous chapter in this series (published in the 1997 volume). The chapter by Kevin Daniels (`Stress and Well-being are Still Issues and Something Still Needs to be Done: Or Why Agency and Interpretation are Important for Policy and Practice') revisits the now extensive literatures on stress and well-being in the work place to develop fresh insights that challenge the conventional orthodoxy underpinning current policy and practice in this core area of professional activity. Brian Kim (`Deception and Applicant Faking: Putting the Pieces Together') develops new theoretical insights in relation to another topic of immense significance to practitioners: the faking process through which applicants all too often attempt to secure employment by distorting the truth about their qualifications and other attributes. Finally, the chapters entitled `Actions Speak Too: Uncovering Possible Implicit and Explicit Discrimination in the Employment Interview Process' (Therese Macan and Stephanie Merritt) and `Employee Trust in Organizational Contexts' (Rosalind Searle, Antoinette Weibel, and Deanne Den Hartog), again contain a wealth of new insights for researchers, policy makers and practitioners alike.
In sum, once again we have commissioned a mixture of analytical reviews and reflective essays, each of which provide authoritative, state-of-the-art overviews and commentary on major developments at the forefront of the fields of organizational behavior and industrial and organizational psychology. Each chapter offers a comprehensive and critical survey of the chosen topic, and each is supported by a valuable bibliography. For advanced students, academics, and researchers, as well as professional psychologists and managers, this series remains the most authoritative and current guide to new developments and established knowledge pertaining to behavior in the workplace.
GPH
JKF
September 2010