Industrial Organizational Psychology

In this article, we argue that changes in workplace characteristics over the last few decades may affect work relationships and call for adjustments in the traditional theoretical framework used to understand them. Since the last quarter of the 20th century, there have been theories regarding changes in labor relationships following technological, political, globalization, and economical changes. However, we examine the changes in light of psychological theories rather than labor or industrial approaches. We review four main areas where social exchange theory (SET) has been implemented, address recent changes that challenge the traditional SET perspective, and propose alternative models. We refer to these models as “hybrid” as they integrate traditional SET premises with new-era workplace characteristics. First, we describe several changes in workplace characteristics. Next, we review some of the most conventional applications of SET to work relationships. Finally, we critically exa...

I. JOB EVALUATION Refers to the composed aftereffects of the most common way of creating a portrayal of what a task includes, including the information and abilities that are important to do the work's capacities. 1) The cycle of get-together, dissecting, and organizing data about a task's parts, qualities, and requirements the work examination. 2) Job investigations and sets of expectations fill in as the reason for some HR exercises including representative choice, assessment, preparing, and work plan. II. USES OF JOB ANALYSIS A. Employee Selection 1) In worker determination, there ought to be an unmistakable comprehension of the assignments performed and the abilities expected to play out those errands. 2) By distinguishing such prerequisites, it is feasible to choose tests or foster inquiries questions that will decide if a specific candidate has the essential information, abilities, and capacities to complete the necessities of the work.

ABSTRACT As world economies and organizations transform to minimize, mitigate, and neutralize their environmental impact and adapt for environmental sustainability, industrial and organizational psychologists are uniquely positioned to aid in these efforts. Industrial and organizational (I–O) psychology has a central role to play and a duty to contribute to organizational greening initiatives. In making our case, we first describe how economic activities, organizations, and workplaces of today are in the midst of unprecedented change in terms of their impacts on and relations with the natural environment. To ensure conceptual clarity, we then delineate environmental sustainability constructs that are relevant in work settings and distinguish them from related concepts (e.g., social responsibility). We also provide an overview of psychological contributions to environmental sustainability and note that so far there is limited I–O psychological research and application. We conclude by describing ways in which I–O psychologists can contribute.

Although work-family research has mushroomed over the past several decades, an implementation gap persists in putting work-family research into practice. Because of this, work-family researchers have not made a significant impact in improving the lives of employees relative to the amount of research that has been conducted. The goal of this article is to clarify areas where implementation gaps between work-family research and practice are prevalent, discuss the importance of reducing these gaps, and make the case that both better and different research should be conducted. We recommend several alternative but complementary actions for the work-family researcher: (a) work with organizations to study their policy and practice implementation efforts, (b) focus on the impact of rapid technological advances that are blurring work-family boundaries, (c) conduct research to empower the individual to self-manage the work-family interface, and (d) engage in advocacy and collaborative policy ...

Most future industrial and organizational (I-O) psychology practitioners and researchers initially enroll in an introductory I-O psychology course during their junior or senior year of undergraduate studies, making introductory textbooks their first in-depth exposure to the field and an important knowledge base. We reviewed and analyzed the 6,654 unique items (e.g., journal articles, book chapters) published in 1,682 unique sources (e.g., scholarly journals, edited books, popular press publications) and authored by 8,603 unique individuals cited in six popular I-O psychology textbooks. Results showed that 39% of the top-cited sources are not traditional academic peer-reviewed journals, 77% of the top-cited articles were published in cross-disciplinary journals, and 58% of the top-cited authors are affiliated with business schools and not psychology departments. These results suggest that the science–practice divide in I-O psychology may develop later—perhaps after graduates obtain e...

Although research on work engagement has made great progress over the past 10 years, how best to measure work engagement is still an open question. The aim of the present study was to compare two multidimensional scales measuring work engagement: the popular and widely used Utrecht Work Engagement Scale (UWES; Schaufeli & Bakker, 2003) capturing vigor, dedication and absorption and the newly developed ISA Engagement Scale (ISAES; Soane, Truss, Alfes, Shantz, Rees, & Gatenby, 2012) capturing intellectual, affective, and social engagement. When examining the intercorrelations of the scales’ total and subscale scores and their relationships with job satisfaction, organizational commitment, and workaholism in a sample of 130 employees, results showed that—even though UWES and ISAES total and subscale scores showed considerable overlap—they captured unique variance in the outcome variables, indicating that the two scales tap different aspects of engagement. Based on the present and previous findings (Soane et al., 2012), we recommend to use both scales when measuring work engagement to capture all aspects of the construct and gain a better understanding of how different aspects of work engagement contribute to outcomes that are of key interest to organizational and occupational psychology.