1st Edition

Organizational Psychology Critical Concepts in Psychology (4 vols)

Edited By Jo Silvester
    1928 Pages
    by Routledge

    This new four-volume collection from Routledge is a Major Work which brings together both canonical and the very best cutting-edge thinking in organizational psychology.

    Organizational psychology is a broad field which has natural overlaps with other research areas such as organizational studies, organizational sociology, human resource management, individual differences, and management science. For this reason, the primary focus of the collection is on defining the unique contribution of psychology to work and organizations, and taking a critical perspective in reviewing theoretical developments, research evidence, and contributions to practice. It is an essential reference work and will be welcomed as a vital research resource by all scholars and students of the subject.

    Part 1: How People Become Workers

    1. John M. Arnold, ‘The Psychology of Careers in Organizations’, in C. L. Cooper and I. T. Robertson (eds.), International Review of Industrial and Organizational Psychology, Vol. 12 (Chichester: John Wiley, 1997), pp. 1–27.
    2. Benjamin Schneider, ‘The People Make the Place’, Personnel Psychology, 40, 1983, pp. 437–53.
    3. John Van Maanen, ‘Police Socialization: A Longitudinal Examination of Job Attitudes in an Urban Police Department’, Administrative Science Quarterly, 20, 1975, pp. 207–28.
    4. Amy L. Kristof, ‘Person-Organization Fit: An Integrative Review of its Conceptualisations, Measurement and Implications’, Personnel Psychology, 49, 1996, pp. 1–49.
    5. Sanford M. Jacoby, ‘Are Career Jobs Headed for Extinction?’, California Management Review, 42, 1999, pp. 123–45.
    6. Sandra L. Robinson and Denise M. Rousseau, ‘Violating the Psychological Contract: Not the Exception, but the Norm’, Journal of Organizational Behavior, 15, 3, 1994, pp. 245–59.
    7. David Guest, ‘Is the Psychological Contract Worth Taking Seriously?’, Journal of Organizational Behavior, 19, 1998, pp. 649–64.
    Part 2: Experiencing Work
    8. Barry M. Staw, ‘Organizational Psychology and the Pursuit of the Happy/Productive Worker’, California Management Review, 28, 4, 1986, pp. 40–53.
    9. Timothy A. Judge, Carl J. Thoresen, Joyce E. Bono, and Gregory K. Patton, ‘The Job Satisfaction-Job Performance Relationship: A Qualitative and Quantitative Review’, Psychological Bulletin, 127, 2001, pp. 376–407.
    10. Natalie J. Allen and John P. Meyer, ‘The Measurement and Antecedents of Affective, Continuance, and Normative Commitment to the Organization’, Journal of Occupational Psychology, 63, 1, 1990, pp. 1–18.
    11. Anat Rafaeli, ‘When Cashiers Meet Customers: An Analysis of the Role of Supermarket Cashiers’, Academy of Management Journal, 32, 2, 1989, pp. 245–73.
    12. Jennifer M. George and Gareth R. Jones, ‘Experiencing Work: Values, Attitudes and Moods’, Human Relations, 50, 4, 1997, pp. 393–416.
    13. Blake E. Ashforth and Ronald H. Humphrey, ‘Emotion in the Workplace: A Reappraisal’, Human Relations, 48, 1995, pp. 97–125.
    14. Peter B. Warr, ‘The Measurement of Well-being and Other Aspects of Mental Health’, Journal of Occupational Psychology, 63, 1990 pp. 193–210
    15. Kate Sparks, Brian Faragher, and Cary L. Cooper, ‘Well-being and Occupational Health in the 21st Century Workplace’, Journal of Occupational and Organizational Psychology, 74, 4, 2001, pp. 489–509.
    16. Cary L. Cooper, ‘Working Hours and Health’, Work and Stress, 10, 1996, 1–4.
    17. Jason A. Colquitt and Jerald Greenberg, ‘Organizational Justice: A Fair Assessment of the State of the Literature’, in J. Greenberg (ed.), Organizational Behavior: The State of the Science (Mahwah, NJ: Erlbaum, 2003), pp. 165–210.
    Part 3: How Organizations Attract, Select, and Recruit Employees
    18. Frank L. Schmidt and John E. Hunter, ‘The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings’, Psychological Bulletin, 124, 1998, pp. 262–74.
    19. Murray R. Barrick and Michael K. Mount, ‘The Big Five Personality Dimensions and Job Performance: A Meta-analysis’, Personnel Psychology, 44, 1991, pp. 1–26.
    20. Michael K. Mount and Murray R. Barrick, ‘Five Reasons Why the “Big Five” Article Has Been Frequently Cited’, Personnel Psychology, 51, 1998, 849–57.
    21. Edwin A. Locke, ‘The Motivation to Work: What We Know’, Advances in Motivation and Achievement, 10, 1997, pp. 375–412.
    22. Ruth Kanfer and Phillip L. Ackerman, ‘Individual Differences in Work Motivation: Further Explorations of a Trait Framework’, Applied Psychology: An International Review, 49, 2000, pp. 470–82.
    23. Frank L. Schmidt and John Hunter, ‘General Mental Ability in the World of Work Occupational Attainment and Job Performance’, Journal of Personality and Social Psychology, 86, 2004, pp. 162–73.
    24. Richard Klimoski and Mary Brickner, ‘Why do Assessment Centers Work? The Puzzle of Assessment Center Validity’, Personnel Psychology, 40, 1987, pp. 243–60.
    25. Stephen W. Gilliland ‘The Perceived Fairness of Selection Systems: An Organizational Justice Perspective’, Academy of Management Review, 18, 1993, pp. 694–734.
    26. Anne-Marie Ryan and Robert E. Ployhart, ‘Applicants’ Perceptions of Selection Procedures and Decisions: A Critical Review and Agenda for the Future’, Journal of Management, 26, 2000, pp. 565–606.
    Part 4: Assessing and Developing People at Work
    27. Richard D. Arvey and Kevin R. Murphy, ‘Performance Evaluation in Work Settings’, Annual Review of Psychology, 49, 1998, 141–68.
    28. Chockalingam Viswesvaran and Deniz S. Ones, ‘Perspectives on Models of Job Performance’, International Journal of Selection and Assessment, 8, 2000, pp. 216–26.
    29. Paul Sparrow, ‘Organizational Competencies: A Valid Approach for the Future?’, International Journal of Selection and Assessment, 3, 3, 1995, pp. 168–77.
    30. Virginia E. Schein, Ruediger Mueller, Terry Lituchy, and Jiang Liu, ‘Think Manager—Think Male: A Global Phenomenon?’, Journal of Organizational Behaviour, 17, 1996, pp. 33–41.
    31. Eduardo Salas and Janis A. Cannon-Bowers, ‘The Science of Training: A Decade of Process’, Annual Review of Psychology, 52, 2001, pp. 471–99.
    32. George M. Alliger and Elizabeth A. Janak, ‘Kirkpatrick’s Levels of Training Criteria Thirty Years Later’, Personnel Psychology, 42, 1989, pp. 331–42.
    33. Timothy T. Baldwin and J. Kevin Ford, ‘Transfer of Training: A Review and Directions for Future Research’, Personnel Psychology, 41, 1988, pp. 63–105.
    34. Kurt Kraiger, J. Kevin Ford, and Eduardo Salas, ‘Application of Cognitive, Skill-based, and Affective Theories of Learning Outcomes to New Methods of Training Evaluation’, Journal of Applied Psychology, 78, 1993, pp. 311–28.
    35. David A. Garvin, ‘Building a Learning Organization’, Harvard Business Review, 71, 1993, pp. 78–91.
    Part 5: Individual and Group Performance

    36. Bernard M. Bass, ‘Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries?’, American Psychologist, 52, 2, 1997, pp. 130–9.
    37. James R. Meindl, ‘The Romance of Leadership as a Follower-Centric Theory: A Social Constructionist Approach’ Leadership Quarterly, 6, 1995, pp. 329–41.
    38. John R. P. French and Bertram H. Raven, ‘The Bases of Social Power’, in D. Cartwright (ed.), Studies in Social Power (Ann Arbor, MI: Institute for Social Research, 1959), pp. 150–67.
    39. Richard A. Guzzo and Marcus W. Dickson, ‘Teams in Organizations: Recent Research on Performance and Effectiveness’, Annual Review of Psychology, 47, 1996, pp. 307–38.
    40. Michael A. West, ‘Sparkling Fountains or Stagnant Ponds: An Integrative Model of Creativity and Innovation Implementation in Work Groups’, Applied Psychology: An International Review, 51, 2002, pp. 355–86.
    41. Kurt Lewin, ‘Frontiers in Group Dynamics’, Human Relations, 1, 1947, pp. 5–41.
    42. Daniel P. Forbes and Frances J. Milliken, ‘Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-making Groups’, Academy of Management Review, 24, 1999, pp. 489–505.
    43. Michael A. Hogg and Deborah J. Terry, ‘Social Identity and Self-categorization Processes in Organizational Contexts’, Academy of Management Review, 25, 2000, pp. 121–40.
    Part 6: Organizational Performance
    44. Albert B. Cherns, ‘The Principles of Sociotechnical Design Revisited’, Human Relations, 40, 1987, pp. 153–62.
    45. J. Richard Hackman and Gary R. Oldman, ‘Motivation Through the Design of Work: Test of a Theory’, Organizational Behavior and Human Performance, 16, 1976, pp. 250–79.
    46. Deborah J. Terry and N. L. Jimmieson, ‘Work Control and Employee Well-being: A Decade Review’, in C. L. Cooper and I. T. Robertson (eds.), International Review of Industrial and Organizational Psychology, Vol. 14 (Chichester: Wiley, 1999), pp. 95–148.
    47. Karl E. Weick and Robert E. Quinn, ‘Organisational Change and Development’, Annual Review of Psychology, 50, 1999, pp. 361–86.
    48. Lester Coch and John R. P. French, Jr., ‘Overcoming Resistance to Change’, Human Relations, 1, 4, 1948, pp. 512–32.
    49. Adrian Furnham and John Taylor, ‘Counterproductive Behaviours at Work’, The Dark Side of Behaviour at Work: Understanding and Avoiding Employees Leaving, Thieving and Deceiving (Basingstoke: Palgrave Macmillan, 2004), pp. 83–129.
    50. Daniel Denison, ‘What is the Difference Between Organizational Culture and Organizational Climate? A Native’s Point of View on a Decade of Paradigm Wars’, Academy of Management Review, 21, 3, 1996, 619–54.
    Part 7: Globalization

    51. Michael H. Bond and Peter B. Smith, ‘Cross-cultural and Social and Organizational Psychology’, Annual Review of Psychology, 47, 1996, 203–35.
    52. Geert Hofstede, Bram Neuijen, Denise D. Ohayr, and Geert Sanders, ‘Measuring Organisational Cultures: A Qualitative and Quantitative Study Across 20 Countries’, Administrative Science Quarterly, 35, 1990, pp. 286–316.
    53. Zhong-Ming Wang ‘Managerial Competency Modelling and the Development of Organizational Psychology: A Chinese Approach’, International Journal of Psychology, 38, 2003, pp. 323–34.
    54. David Bartram, ‘Internet Recruitment and Selection: Kissing Frogs to Find Princes’, International Journal of Selection and Assessment, 8, 2000, pp. 261–74.
    55. Filip Lievens and Michael M. Harris, ‘Research on Internet Recruiting and Testing: Current Status and Future Directions’, in C. L. Cooper and I. T. Robertson (eds.), International Review of Industrial and Organizational Psychology, Vol. 18 (Chichester: Wiley, 2003), pp. 131–65.
    56. Neil Anderson, ‘Applicant and Recruiter Reactions to New Technology in Selection: A Critical Review and Agenda for Future Research’, International Journal of Selection and Assessment, 11, 2/3, 2003, pp. 121–36.
    57. David Holman, ‘Call Centres’, in D. Holman, T. D. Wall, C. W. Clegg, P. Sparrow, and A. Howard (eds.), The Essentials of the New Workplace: A Guide to the Human Impact of Modern Working Practices (Chichester: Wiley, 2005), pp. 115–34.
    58. Wayne F. Cascio, ‘Managing a Virtual Workplace’, Academy of Management Executive, 14, 2000, pp. 81–90.
    Part 8: Next-generation Thinking
    59. Denise M. Rousseau, ‘Organizational Behavior in the New Organizational Arena’, Annual Review of Psychology, 48, 1997, pp. 515–46.
    60. Lynn R. Offerman and Marilyn K. Gowing, ‘Organizations of the Future’, American Psychologist, 45, 2, 1990, pp. 95–108.
    61. Michael M. Harris, ‘The Internet and Industrial-Organizational Psychology: Practice and Research Perspectives’, Journal of e-Commerce and Psychology, 1, 2000, pp. 8–24.
    62. Peter Herriot and Neil Anderson ‘Selecting for Change: How Will Personnel and Selection Psychology Survive?’, in N. Anderson and P. Herriot (eds.), International Handbook of Selection and Assessment (Chichester: Wiley, 1997) pp. 1–34.
    63. Leaetta M. Hough and Frederick L. Oswald, ‘Personnel Selection: Looking Toward the Future, Remembering the Past’, Annual Review of Psychology, 51, 2000, 631–64.
    64. Phil Johnson and Cathy Cassell, ‘Epistemology and Work Psychology: New Agendas’, Journal of Occupational and Organizational Psychology, 74, 2001, 125–43.
    65. Neil Anderson, Peter Herriot, and Gerald P. Hodgkinson, ‘The Practitioner-Scientist Divide in Industrial, Work and Organizational (IWO) Psychology: Where Are We Now and Where Do We Go From Here?’, Journal of Occupational and Organizational Psychology, 74, 2001, pp. 391–411.
    66. Karen Legge ‘Any Nearer a “Better” Approach? A Critical View’, in D. Holman, T. D. Wall, C. W. Clegg, P. Sparrow and A. Howard (eds.), The New Workplace: A Guide to the Human Impact of Modern Working Practices (Chichester: Wiley, 2005), pp. 393–412.
    67. Wayne F. Cascio, ‘Whither Industrial and Organizational Psychology in a Changing World of Work?’, American Psychologist, 50, 1995, pp. 928–39.


    Professor Silvester has worked as an occupational psychologist in business and academia. Her research takes a social-cognitive approach and she is particularly interested in the processes involved in selection and assessment of employees.  Her current research looks as questions such as: how do assessors make selection decisions? Can these decisions be improved? Can we predict employee motivation? What factors lead to bias against women and ethnic minorities?

    Current research:

    An investigation of cognitive predictors of empathy in doctors applying for GP training funded by the ESRC.

    A study of how assessors describe the performance of male and female candidates in an assessment centre (T. Ritchie Rodger Research Fund).

    An evaluation of performance predictors for individuals applying for political candidacy.

    A cross-cultural study of impression management strategies used by applicants from Nigeria, Malaysia, UK and the Netherlands (Shell International).


    Professor Silvester is also editor for the Journal of Occupational and Organizational Psychology, and the International Journal of Selection and Assessment.