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PrefacePart1: Data1. Organizational Data and its Implications for Research and Theory - Rick Guzzo 2. Using Other Peoples' Data: Implications of Reliance on Meta-analysis and Archival Data - Frank Bosco and James Field3. Data sharing and Data Integrity - Martin Göetz and James Field 4. Using Data in Organizations - Alexis Fink and Keith McNulty Part 2: Methods5. Evaluating data - Louis Hickman, Chelsea Song and Sang Eun Woo 6. Organic Data and the Design of Studies - Nan Zhang, Heng Xu and Le Zhou7. Surviving the Statistical Arms Race - Kevin R. Murphy Part 3: Theory8. How do Theories in the Behavioral and Social Sciences Emerge, Develop and Decline?: The Evolution of Politics Perceptions Theory - Wayne Hochwater, Christopher C. Rosen and Samantha L. Jordan 9. The Data Revolution and the Interplay Between Theory and Data - Steve W.J. Kozlowski 10 Scholarly Course Corrections Needed to Advance Organizational Science: Field Tests of Theory-based Deductions are Long Overdue - Craig J. RussellPart 4: Implications for Organizational Science11. The Research Environment: Opportunities and Obstacles for Advancing Organizational Science. Georgia T. Chao 12. Training (and Retraining) in Data, Methods, and Theory in the Organizational Sciences - Fred Oswald, Felix Y. Wu and Karyssa Courey13. Rebuilding Relationships between Data, Method, and Theories: How the Scientific Method Can Help - Jeffrey Cucina and Mary Anne Nester

"How Groups Encourage Misbehavior explores the psychological and social processes by which groups develop a tolerance for and even encourage misbehavior. Drawing from decades of research on social, cognitive and organizational psychology, as well as a deep well of historical research, this book shows how commitment to groups, organizations and movements can turn moral individuals into amoral agents. Pulling together what have been traditionally distinct areas of study, How Groups Encourage Misbehavior provides a detailed and unified account of how good organizations go bad and how groups of all types can push otherwise honest and upright individuals to behave in ways that violate laws and social norms. This text describes how social norms, rationalization, the characteristics of formal and informal groups, attachment to groups and organizations, and the structure of organizational life can all contribute to misbehavior. Each chapter includes one or more sidebar discussions of relevant and interesting examples to illustrate the ways groups and organizations encourage and support misbehavior. The final two chapters discuss how many of these same attributes and processes can be used to encourage positive behaviors and foster recovery from dysfunctional and corrupt cultures and modes of behavior. A valuable text for a broad range of psychology courses, How Groups Encourage Misbehavior will especially appeal to practitioners, scholars, and students interested in ethics in organizations and the intersection between social psychology and organizational behavior"--

Moderator variables are widely hypothesized and studied in the organizational sciences, but the empirical track record of moderator variable studies is very discouraging. These studies often lack sufficient statistical power and the type of designs and measures common in organizational research virtually guarantee that the moderator effects that are found are usually extremely small. We recommend that future attempts to identify and estimate moderator effects should be limited to situations where better measures, stronger research designs and a realistic cost-benefit assessment are available. Researchers should avoid moderator hypotheses in contexts where the measures and research designs employed do not allow them to be tested in a meaningful way, and should be cautious about interpreting the very small effects they are likely to find.

The effects of rating scale formats on several indices of the usefulness of performance appraisal for employee development were examined. The job performance of 96 police officers was rated using simple graphic scales or one of two behaviorally oriented rating formats: behaviorally anchored rating scales (BARS) and behavior observation scales (BOS). As predicted, ratees' satisfaction with performance appraisal was highest and their perceptions of performance goals most favorable when using BOS. In addition, performance improvement goals for officers rated using BOS were judged by experts to be most observable and specific. Contrary to the authors' predictions, graphic rating scales were generally as good as BOS and as good as or better than BARS when evaluated in terms of ratee attitudes and goal characteristics. The results suggest that different behaviorally-oriented rating formats can enhance or inhibit the developmental applications of performance appraisal.