Organisational Psychology: Revisiting the Classic Studies critically reflects upon 14 studies by researchers such as Gilbreth, French and Raven, Greenberg, and Schein, that have long been considered foundational. Written and edited by leading scholars, this book invites you to think about the limitations of the classic studies, put theory into practice, and consider, in-depth, the lasting impact of these key studies on the field today.
Revisiting the Classic Studies is a series of texts that introduces readers to the studies in psychology that changed the way we think about core topics in the discipline today. It provokes students to ask more interesting and challenging questions about the field by encouraging a deeper level of engagement both with the details of the studies themselves and with the nature of their contribution. Edited by leading scholars in their field and written by researchers at the cutting edge of these developments, the chapters in each text provide details of the original works and their theoretical and empirical impact, and then discuss the ways in which thinking and research has advanced in the years since the studies were conducted.
Niklas K. Steffens is Director of the Centre for Business and Organisational Psychology and Associate Professor at The University of Queensland.
Floor Rink is Professor of Organisational Behaviour at the University of Groningen.
Michelle K. Ryan is the inaugural Director of the Global Institute of Women’s Leadership, and Professor of Social and Organisational Psychology at The Australian National University.
Зміст
Part 1: Organising the Workplace
Chapter 1: Work Design: Revisiting Lilian Gilbreth’s Fatigue Studies – Giverny De Boeck & Sharon K. Parker
Chapter 2: Engaging with Groups at Work: Revisiting Mayo’s Hawthorne Studies – S. Alexander Haslam & Niklas K. Steffens
Chapter 3: Goal Setting: Revisiting Locke and Latham’s Goal Setting Studies – Jeffrey B. Vancouver, Timothy Ballard & Andrew Neal
Part 2: Motivation, Cooperation, and Health
Chapter 4: Motivation: Revisiting Deci’s Rewards and Intrinsic Motivation Studies – Marylène Gagné
Chapter 5: Organisational Identification: Revisiting Mael & Ashforth’s ‘Alumni and their Alma Mater’ Study – Naomi Ellemers & Dick de Gilder
Chapter 6: Organizational Citizenship Behavior: Revisiting Smith, Organ and Near′s Studies and Lessons Learned in Persistence, Determination, and Citizenship – Steven W. Whiting, Mark G. Ehrhart & Philip P. Podsakoff
Chapter 7: Job Stress: Revisiting Karasek’s Job Demand–Job Control Studies – Sabine Sonnentag
Part 3: Leadership and Followership
Chapter 8: The Bases of Social Hierarchy: Revisiting French and Raven’s Bases of Power (and Status) – Derek D. Rucker, Adam D. Galinsky & Joe Magee
Chapter 9: Leadership Styles: Revisiting Lewin, Lippitt and White’s Leadership in Boys Club Studies – Peter D. Harms
Chapter 10: Leadership Behaviour: Revisiting the Ohio State Studies – Niels Van Quaquebeke & Catharina Vogt
Chapter 11: Followership: Revisiting Hollander and Webb′s Leadership, Followership and Friendship Study – Mary Uhl-Bien & Melissa Carsten
Part 4: Justice, Equality, and Diversity
Chapter 12: Organisational Justice: Revisiting Greenberg’s Pay Inequity Study – Russell S. Cropanzano, Nicole Strah, Deborah E. Rupp & Jessie A. Cannon
Chapter 13: Gender at Work: Revisiting Schein’s Think Manager-Think Male Study – Madeline E. Heilman & Francesca Manzi
Chapter 14: Diversity: Revisiting Ancona and Caldwell’s Demography and Design Study – C. Y. Edwina Wong, Floor Rink, & Michelle K. Ryan
Про автора
Michelle K. Ryan is the inaugural Director of the Global Institute of Women’s Leadership at The Australian National University where she is a Professor of Social and Organisational Psychology. She also holds a (part-time) position at the University of Groningen where she is a Professor of Diversity. She recently led a European Research Council Consolidator Grant examining the way in which context and identity shape and constrain women′s career choices. With Alex Haslam, she uncovered the phenomenon of the glass cliff, whereby women are more likely than men to occupy leadership positions in times of crisis. The New York Times named the glass cliff as one of the Top 100 ideas that shaped 2008.
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