| List of tables | p. xii |
| List of figures | p. xii |
| List of activities | p. xiv |
| List of work psychology in practice | p. xv |
| List of case illustrations | p. xvi |
| A guide to the book | p. xviii |
| How to use this book | p. xxii |
| How to use the online resource centre | p. xxiv |
| About the editors | p. xxvi |
| About the contributors | p. xxvii |
| Studying work psychology | p. xxix |
| Part I Perspectives |
| 1 Introduction and overview of work psychology | p. 2 |
Karen Powell-Williams| 1.1 Introduction | p. 3 |
| 1.2 The nature of work psychology | p. 4 |
| 1.3 The science of psychology and work psychology | p. 8 |
| 1.4 Two different approaches to investigation in modern psychology: positivism and postmodernism | p. 12 |
| 1.5 The world of work and organizations | p. 13 |
| 1.6 Emerging issues in occupational psychology | p. 22 |
| 2 Research methods in work psychology | p. 27 |
Amanda Rose| 2.1 Introduction | p. 28 |
| 2.2 The nature and aims of research in work psychology: the positivist tradition and its critics | p. 28 |
| 2.3 Research designs | p. 31 |
| 2.4 Research methods and techniques | p. 34 |
| 2.5 Analysing data | p. 43 |
| 2.6 Critical issues | p. 45 |
| Part II People at work |
| 3 Personality and individual differences | p. 54 |
Natasha Mavinkovic Grba| 3.1 Introduction | p. 55 |
| 3.2 Definition of personality | p. 56 |
| 3.3 Intelligence | p. 63 |
| 3.4 Emotional intelligence | p. 65 |
| 3.5 Creativity and innovation at work | p. 67 |
| 4 Perceptions and attitudes at work | p. 74 |
Kamala Balu| 4.1 Introduction | p. 75 |
| 4.2 Perception | p. 75 |
| 4.3 Perception and attitudes | p. 83 |
| 4.4 Attitudes to work | p. 85 |
| 5 Motivation and work satisfaction | p. 95 |
Jenni Nowlan and Angela Wright| 5.1 Introduction | p. 96 |
| 5.2 Theories of work motivation | p. 97 |
| 5.3 Job satisfaction, job dissatisfaction, and causes | p. 103 |
| Part III The group at work |
| 6 Relationships at work | p. 116 |
Lisa Matthewman and Peter Foss| 6.1 Introduction | p. 117 |
| 6.2 Relationships in the workplace | p. 118 |
| 6.3 Relationship Issues | p. 125 |
| 6.4 Developing effective relationships | p. 130 |
| 7 Group, teams, and decision making | p. 140 |
Xanthy Kallis| 7.1 Introduction | p. 141 |
| 7.2 Defining a group | p. 142 |
| 7.3 Stages of group development | p. 144 |
| 7.4 Why people conform to group membership | p. 147 |
| 7.5 Functional behaviour | p. 149 |
| 7.6 Dysfunctional behaviour | p. 151 |
| 8 Leadership at work | p. 160 |
Xanthy Kallis| 8.1 Introduction | p. 161 |
| 8.2 Definitions of leadership | p. 162 |
| 8.3 Early theories of leadership | p. 163 |
| 8.4 Leader-follower relationship | p. 171 |
| 8.5 Gender and leadership | p. 175 |
| Part IV The organization at work |
| 9 Career management and development | p. 182 |
Jenni Nowlan| 9.1 Introduction | p. 184 |
| 9.2 Careers in context: the changing nature of work | p. 184 |
| 9.3 Career theories | p. 187 |
| 9.4 Career management | p. 193 |
| 9.5 Gender and careers | p. 197 |
| 10 Organizational change and development | p. 204 |
Natasha Mavinkovic Grba| 10.1 Introduction | p. 205 |
| 10.2 Organizational change | p. 206 |
| 10.3 Power and politics in changing organizations | p. 210 |
| 10.4 Change management | p. 214 |
| 10.5 Organizational development | p. 216 |
| 11 Human performance and the work environment | p. 224 |
Lauren Thomas| 11.1 Introduction | p. 225 |
| 11.2 Individual differences in performance | p. 226 |
| 11.3 Performance-shaping factors | p. 230 |
| 11.4 The work environment | p. 234 |
| Part V Management issues |
| 12 Assessing people at work | p. 246 |
Amanda Rose and Karen Powell-Williams| 12.1 Introduction | p. 247 |
| 12.2 An overview of the assessment process | p. 248 |
| 12.3 Assessment methods | p. 252 |
| 12.4 Integrative techniques: assessment and development centres | p. 263 |
| 12.5 Graduate recruitment | p. 266 |
| 13 Learning, training, and development | p. 277 |
Xanthy Kallis and Jenni Nowlan and Kamala Balu| 13.1 Introduction | p. 278 |
| 13.2 Learning theories | p. 279 |
| 13.3 Training arena | p. 283 |
| 13.4 Management training and development | p. 291 |
| 14 Psychological health in the workplace | p. 300 |
Angela Hetherington| 14.1 Introduction | p. 301 |
| 14.2 Organizational responsibility for psychological health | p. 302 |
| 14.3 Moderating factors | p. 311 |
| 14.4 Organizational interventions | p. 315 |
| 15 The loss of work | p. 326 |
Lisa Matthewman| 15.1 Introduction | p. 327 |
| 15.2 Employment | p. 328 |
| 15.3 Unemployment | p. 329 |
| 15.4 Underemployment | p. 335 |
| 15.5 Redundancy | p. 336 |
| 15.6 Retirement | p. 338 |
| 15.7 Practical implications for occupational psychologists | p. 340 |
| Part VI New directions |
| 16 The future of work | p. 348 |
Nuala OSullivan| 16.1 Introduction | p. 349 |
| 16.2 Forces for change | p. 349 |
| 16.3 The psychological contract | p. 352 |
| 16.4 New ways of working | p. 356 |
| 16.5 A quality approach to working life | p. 359 |
| 16.6 Ethics and work | p. 361 |
| 16.7 Conclusion | p. 364 |
| Glossary | p. 369 |
| Index | p. 382 |