Occupational Psychology: An Applied Approach

Description

Occupational Psychology: An Applied Approach introduces you to the essential key theories in this area, from motivation and well-being to group roles and individual differences. The book explores the impact of every topic from the perspective of the individual, management, and the organisation as a whole, encouraging you to consider the consultancy process at each stage. Cover Title Copyright Contents Preface Guided tour Contributors Author’s acknowledgements Publisher’s acknowledgements 1 Introduction to occupational psychology Learning outcomes 1.1 Introduction 1.2 Occupational psychology in the pre-First World War era 1.3 Occupational psychology in the First World War 1.4 Post-First World War and pre-Second World War 1.5 Occupational psychology in the Second World War 1.6 Occupational psychology in the 1940s to 1960s 1.7 Occupational psychology from the 1970s to the present 1.8 Challenges for occupational psychology in the 21st century 1.9 Conclusions Short-answer questions Further reading 2 Becoming a practitioner occupational psychologist and the consultancy cycle Learning outcomes 2.1 Becoming a practitioner occupational psychologist 2.2 Consultancy 2.3 The consultancy cycle 2.4 Writing a business/consultancy report 2.5 Ethics 2.6 Conclusions Short-answer questions Websites Further reading 3 Legislation applied to the workplace Learning outcomes 3.1 Introduction 3.2 United Kingdom law 3.3 European law 3.4 Types of discrimination 3.5 Protected characteristics 3.6 Avoiding discrimination 3.7 Summary Short-answer questions Useful websites Further information 4 Personnel selection and assessment Learning outcomes 4.1 Introduction 4.2 Job analysis 4.3 Job description 4.4 Person specification 4.5 Job advertisements 4.6 Selection process 4.7 Fairness in selection 4.8 Decision-making Multi-level impact of personnel selection and assessment Legal context Short-answer questions Case study: Personnel selection and assessment Further reading 5 Performance appraisal, career development, counselling and coaching Learning outcomes 5.1 Introduction 5.2 Performance appraisal 5.3 Career development, counselling and coaching Multi-level impact of performance appraisal and career development Legal context Short-answer questions Case study: Performance appraisal and career development/counselling Further reading 6 Well-being, stress and work–life balance Learning outcomes 6.1 Introduction 6.2 Well-being 6.3 Stress at work 6.4 Causes of stress at work 6.5 Consequences of stress 6.6 Outcomes of stress reduction 6.7 Healthy workplace 6.8 Summary Multi-level impact of stress Legal context Short-answer questions Case study: Well-being, stress and work–life balance Further information 7 Individual differences Learning outcomes 7.1 Introduction 7.2 Personality 7.3 Intelligence 7.4 Values, individual beliefs and behaviour Multi-level impact of individual differences Legal context Short-answer questions Case study: Individual differences Further reading 8 Training Learning outcomes 8.1 Introduction 8.2 Models of training 8.3 Training 8.4 Benefits of training Multi-level impact of training Legal context Short-answer questions Case study: Training Further reading 9 Design of environments and work Learning outcomes 9.1 Introduction 9.2 Categories of ergonomics 9.3 Health issues 9.4 Risk assessment 9.5 Human error 9.6 Error management Multi-level impact of ergonomics Legal context Short-answer questions Case study: Design of environments and work 10 Motivation, job satisfaction, employee engagement and behaviour modification Learning outcomes 10.1 Introduction 10.2 Motivation 10.3 Job design theories 10.4 Managing motivation within organisations 10.5 Job satisfaction 10.6 Measurement of job satisfaction 10.7 Managing job satisfaction within organisations 10.8 Employee engagement 10.9 Behaviour modification Multi-level impact of motivation, job satisfaction and employee engagement Legal context Short-answer questions Case study: Motivation, job satisfaction and employee engagement Further reading 11 Management and leadership approaches Learning outcomes 11.1 Introduction 11.2 Theories of leadership 11.3 Management theories 11.4 Modern concept of leadership 11.5 Leadership development Multi-level impact of leadership Legal context Short-answer questions Case study: Management and leadership Further reading 12 Groups and teams Learning outcomes 12.1 Introduction 12.2 Definitions of groups and teams 12.3 Function of work groups and teams in organisations 12.4 Formation and development of groups 12.5 Defining group development 12.6 Group roles 12.7 Group factors and group performance Legal context Short-answer questions Case study: Groups and teams 13 Organisational structures, culture and change Learning outcomes 13.1 Introduction 13.2 Organisational structures 13.3 Organisational culture 13.4 Organisational change Multi-level impact of organisational structures, culture and change Legal context Short-answer questions Case study: Organisational change Further reading 14 Example consultancy reports 14.1 Introduction 14.2 The case of Sammie Services: from Chapter 4 – Personnel selection and assessment Case consultancy report 14.3 The case of Sammie Printing Supplies: from Chapter 13 – Organisational structures, culture and change Case consultancy report Useful websites 15 The future of work Learning outcomes 15.1 Introduction 15.2 Organisational changes 15.3 Team/individual changes Multi-level impact of the future of work Useful websites Glossary A B C D E F G H I J K L M N O P R S T U V W References Index A B C D E F G H I J K L M N O P Q R S T U V W Y