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Organizational Psychology (organizational + psychology)
Selected AbstractsRecognizing the Need for a Humanistic Movement Within Industrial,Organizational PsychologyINDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, Issue 1 2010MICHAEL J. ZICKAR No abstract is available for this article. [source] Personality Testing and Industrial,Organizational Psychology: Reflections, Progress, and ProspectsINDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, Issue 3 2008LEAETTA M. HOUGH As the title suggests, this article takes a broad perspective on personality as it is conceptualized and measured in organizational research, and in the spirit of this Society for Industrial and Organizational Psychology journal, we framed the article as a series of 7 questions. These 7 questions deal with (1) personality and multidimensional models of performance, (2) personality taxonomies and the five-factor model, (3) the effects of situations on personality,performance relationships, (4) the incremental validity of personality over cognitive ability, (5) the need to differentiate personality constructs from personality measures, (6) the concern with faking on personality tests, and (7) the use of personality tests in attempting to address adverse impact. We dovetail these questions with our perspectives and insights in the hope that this will stimulate further discussion with our readership. [source] International Perspectives on the Legal Environment for SelectionINDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, Issue 2 2008BRETT MYORS Perspectives from 22 countries on aspects of the legal environment for selection are presented in this article. Issues addressed include (a) whether there are racial/ethnic/religious subgroups viewed as "disadvantaged," (b) whether research documents mean differences between groups on individual difference measures relevant to job performance, (c) whether there are laws prohibiting discrimination against specific groups, (d) the evidence required to make and refute a claim of discrimination, (e) the consequences of violation of the laws, (f) whether particular selection methods are limited or banned, (g) whether preferential treatment of members of disadvantaged groups is permitted, and (h) whether the practice of industrial and organizational psychology has been affected by the legal environment. [source] Organizational failure: a critique of recent research and a proposed integrative frameworkINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2004Kamel Mellahi There is a long-running debate in the business literature on the causes of organizational failure. On the one hand, classical industrial organization (IO) and organization ecology (OE) scholars have typically assumed a deterministic role of the environment and argued that managers are constrained by exogenous industrial and environmental constraints leaving them with little real strategic choice, and hence managers' role should be ignored. On the other hand, the organization studies (OS) and organizational psychology (OP) literature takes a more voluntaristic perspective and argues that managers are the principal decision makers of the firm and, consequently, their actions and perceptions are the fundamental cause of organizational failure. This paper addresses the major deficiencies observed in the diverse body of literature covering this field, suggests an integrative framework and identifies the specific theoretical and methodological challenges ahead for researchers seeking to advance knowledge in the field of organizational failure. [source] Identification in organizational contexts: linking theory and research from social and organizational psychologyINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 4 2001Rolf Van Dick Research in organizational psychology has shown that commitment to the organization correlates with different criteria of work effectiveness. This paper argues that social psychology and, particularly, the Social Identity Approach to intergroup relations extend the concept of commitment theoretically. Above that, it provides a broader conceptual framework for the understanding of underlying processes in the relation between organizational identification and job-related attitudes and behaviours. This theoretical analysis is completed with a review of empirical findings in different fields of application (group performance, work-related attitudes, group norms). [source] Efficacy beliefs predict collaborative practice among intensive care unit nursesJOURNAL OF ADVANCED NURSING, Issue 3 2010Pascale M. Le Blanc le blanc p.m., schaufeli w.b., salanova m., llorens s. & nap r.e. (2010) Efficacy beliefs predict collaborative practice among intensive care unit nurses. Journal of Advanced Nursing66(3), 583,594. Abstract Aim., This paper is a report of an investigation of whether intensive care nurses' efficacy beliefs predict future collaborative practice, and to test the potential mediating role of team commitment in this relationship. Background., Recent empirical studies in the field of work and organizational psychology have demonstrated that (professional) efficacy beliefs are reciprocally related to workers' resources and well-being over time, resulting in a positive gain spiral. Moreover, there is ample evidence that workers' affective commitment to their organization or work-team is related to desirable work behaviours such as citizenship behaviour. Methods., A longitudinal design was applied to questionnaire data from the EURICUS-project. Structural Equation Modelling was used to analyse the data. The sample consisted of 372 nurses working in 29 different European intensive care units. Data were collected in 1997 and 1998. However, our research model deals with fundamental psychosocial processes that are not time-dependent. Moreover, recent empirical literature shows that there is still room for improvement in ICU collaborative practice. Results., The hypotheses that (i) the relationship between efficacy beliefs and collaborative practice is mediated by team commitment and (ii) efficacy beliefs, team commitment and collaborative practice are reciprocally related were supported, suggesting a potential positive gain spiral of efficacy beliefs. Conclusion., Healthcare organizations should create working environments that provide intensive care unit nurses with sufficient resources to perform their job well. Further research is needed to design and evaluate interventions for the enhancement of collaborative practice in intensive care units. [source] Metaphor and the Dynamics of Knowledge in Organization Theory: A Case Study of the Organizational Identity Metaphor*JOURNAL OF MANAGEMENT STUDIES, Issue 4 2006Joep P. Cornelissen abstract Despite the increased salience of metaphor in organization theory, there is still very little conceptual machinery for capturing and explaining how metaphor creates and/or reorders knowledge within organization theory. Moreover, prior work on metaphor has insufficiently accounted for the context of interpreting a metaphor. Many metaphors in organization theory, including the ,organizational identity' metaphor, have often been treated in singular and monolithic terms; seen to offer a similar or largely synonymous interpretation to theorists and researchers working along the entire spectrum of disciplines (e.g. organizational behaviour, organizational psychology) in organization theory. We argue in this paper that contextual variation however exists in the interpretation of metaphors in organization theory. This argument is developed by proposing and elaborating on a so-called image-schematic model of metaphor, which suggests that the image-schemata (abstract imaginative structures) that are triggered by the metaphorical comparison of concepts may vary among individuals. Accordingly, once different schemata are triggered the completion and interpretation of a metaphor may equally vary among different individuals or, indeed, research communities. These points associated with the image-schematic model of metaphor are illustrated with a case study of the ,organizational identity' metaphor. The case study shows that this particular metaphor has spiralled out into different research communities and has been comprehended in very different ways as different communities work from very different conceptions, or image-schemata, of ,organization' and ,identity', and use different theoretical frameworks and constructs as a result. The implications of the image-schematic view of metaphor for knowledge development and theoretical progress in organization theory are discussed. [source] To prosper, organizational psychology should, expand the values of organizational psychology to match the quality of its ethics,JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2008Joel Lefkowitz The values of organizational psychology are criticized as (a) having supplanted psychology's humanist tradition and societal responsibilities with corporate economic objectives; (b) being "scientistic" in perpetuating the notion of value-free science while ignoring that it is business values that largely drive our research and practice; (c) failing to include normative perspectives of what organizations ought to be like in moral terms; (d) having a pro-management bias; and (e) having allowed ourselves to be defined largely by technocratic competence, almost to the exclusion of considering desirable societal goods. Illustrations of some adverse consequences of these values are presented. It is suggested we expand our self-image to encompass a scientist,practitioner,humanist (S-P-H) model that includes consideration of different values, advocacy of employee rights and a normative characterization of how organizations ought to be,reflecting the broader societal responsibilities of a true profession. Copyright © 2008 John Wiley & Sons, Ltd. [source] To prosper, organizational psychology should, bridge application and scholarship,JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2008Wayne F. Cascio Academics and practitioners differ on so many dimensions that researchers have described them as living in different "thought worlds." That gap persists, and there are important explanations for it, but a confluence of economic and organizational forces is driving academics and practitioners toward each other. To date, much of the effort by academics to reach out to practitioners has focused on the diffusion of scientific knowledge, not its creation. This paper explores several promising strategies for improving both the bidirectional diffusion of knowledge as well as its creation. It argues that for genuine change to occur, it is necessary to modify academic reward systems and to promote much closer collaboration between academics and practitioners. Copyright © 2008 John Wiley & Sons, Ltd. [source] A comprehensive performance analysis and improvement methodPERFORMANCE IMPROVEMENT, Issue 5 2010William B. Abernathy PhD Performance analysis and improvement are critical skills for the performance technologist. A comprehensive approach to these tasks, which includes techniques from industrial and organizational psychology, industrial engineering, and organizational behavior management, is described. The approach comprises four steps: (1) conducting an organization-wide survey to identify general improvement areas, (2) objectively pinpointing performance improvement potentials, (3) systematically identifying performance constraints, and (4) selecting or designing an improvement technique. Survey results for 63 organizations are presented and the effect of management practices on management span of control are examined. Eighteen performance constraints are organized into a decision tree that is used to select 1 of 27 improvement techniques. The results of this approach to performance analysis and improvement are described for 58 improvement projects in a medium-sized bank. [source] Developing Expert Medical Teams: Toward an Evidence-based ApproachACADEMIC EMERGENCY MEDICINE, Issue 11 2008Rosemarie Fernandez MD Abstract Current health care literature cites communication breakdown and teamwork failures as primary threats to patient safety. The unique, dynamic environment of the emergency department (ED) and the complexity of patient care necessitate the development of strong interdisciplinary team skills among emergency personnel. As part of the 2008 Academic Emergency Medicine Consensus Conference on "The Science of Simulation in Healthcare," our workshop group identified key theory and evidence-based recommendations for the design and implementation of team training programs. The authors then conducted an extensive review of the team training literature within the domains of organizational psychology, aviation, military, management, and health care. This review, in combination with the workshop session, formed the basis for recommendations and need for further research in six key areas: 1) developing and refining core competencies for emergency medicine (EM) teams; 2) leadership training for emergency physicians (EPs); 3) conducting comprehensive needs analyses at the organizational, personnel, and task levels; 4) development of training platforms to maximize knowledge transfer; 5) debriefing and provision of feedback; and 6) proper implementation of simulation technology. The authors believe that these six areas should form an EM team training research platform to advance the EM literature, while leveraging the unique team structures present in EM to expand team training theory and research. [source] | |||||||||||||