Comprehensive Examination Reading List

“Fall” 2021

This reading list is intended to serve as an overview of the important literature in I/O psychology. Students are expected to supplement the reading list with information gathered from articles read in class.  

Your grade on the comprehensive exams will be in part based on your ability to provide a strong argument. Please be sure to include citations to support your case.  

I.  PERSONNEL PSYCHOLOGY

1.  Job Analysis

Morgeson, F. P,  Brannick, M. T., & Levine, E. L. (2019). Job and Work Analysis: Methods, Research, and Applications for Human Resource Management (3rd ed.). Los Angeles: Sage.

Pearlman, K. & Sanchez, J.I. (2010). Work analysis. In J.L. Farr & N. Tippins (Eds.), Handbook of Employee Selection. New York: Routledge, Taylor, & Francis.

2. Validity and Validation Strategies

Gatewood, R.D., Barrick, M., & Feild, H.S. (2016).  Human Resource Selection. (8th ed.).  Mason, OH: Cengage.

Schmitt, N.W., Arnold, J.D., & Nieminen, L. (2010). Validation strategies for primary studies. In J.L. Farr & N. Tippins (Eds.), Handbook of Employee Selection New York: Routledge, Taylor, & Francis.

Kehoe, J.R. & Murphy, K.R. (2010). Validity, validation, and generalizability. In J.L. Farr & N. Tippins (Eds.), Handbook of Employee Selection New York: Routledge, Taylor, & Francis.

Binning, J.F., & Barrett, G.V. (1989).  Validity of personnel decisions:  A conceptual analysis of the inferential and evidential bases.  Journal of Applied Psychology, 74, 478-494.

SIOP (2018).  Principles for the Validation and the Use of Personnel Selection Procedures (5rd edition).  Bowling Green, OH:  The Society.

3. Predictors of Performance

Campbell, J.P. (1990). Modeling the performance prediction problem in industrial and 

organizational psychology. Handbook of Industrial and Organizational Psychology, 1, 687-732. 

Chapman, D. S., Uggerslev, K. L., Carroll, S. A., Piasentin, K. A., & Jones, D. A. (2005). Applicant attraction to organizations and job choice: A meta-analytic review of the correlates of recruiting outcomes. Journal of Applied Psychology, 90, 928-944.

Christian, M. S., Edwards, B. D., & Bradley, J. C. (2010). Situational judgment tests: Constructs assessed and a meta-analysis of their criterion-related validities. Personnel Psychology, 63(1), 83-117. 

Courtright, S. H., McCormick, B. W., Postlethwaite, B. E., Reeves, C. J., & Mount, M. K. (2013). A meta-analysis of sex differences in physical ability: Revised estimates and strategies for reducing differences in selection contexts.  Journal of Applied Psychology, 98, 623-641.

Gatewood, R.D., Barrick, M., & Feild, H.S. (2016).  Human Resource Selection (8h ed.).  Mason, OH: Cengage.

Huffcutt, A. I., Conway, J. M., Roth, P. L., & Stone, N. J. (2001). Identification and meta-analytic assessment of psychological constructs measured in employment interviews. Journal of Applied Psychology, 86, 897−913.

Meriac, J. P., Hoffman, B. J., Woehr, D. J., Fleisher, M. S. (2008). Further evidence for the validity of assessment center dimensions: A meta-analysis of the incremental criterion-related validity of dimension ratings. Journal of Applied Psychology, 93, 1042-1052.

Morgeson, F.P., Campion, M.A., Dipboye, R.L., Hollenbeck, J.R., Murphy, K., Schmitt, N. (2007). Are we getting fooled again? Coming to terms with limitations in the use of personality tests for personnel selection. Personnel Psychology, 60, 1029-1049.

Tett, R.P. & Christiansen, N.D. (2007). Personality tests at the crossroads: A reply to Morgeson, Campion, Dipboye, Hollenbeck, Murphy, and Schmitt. Personnel Psychology, 60, 267-293.

Ones, D. Dilchert, S., Viswesvaran, C., & Salgado, S. (2010). Cognitive abilities. In J.L. Farr & N. Tippins (Eds.), Handbook of Employee Selection New York: Routledge, Taylor, & Francis.

Schmidt, F. L., & Hunter, J. (2004). General Mental Ability in the World of Work: Occupational Attainment and Job Performance. Journal of Personality and Social Psychology, 86, 162-173.

Sackett, P. R., & Schmitt, N. (2012). On reconciling conflicting meta-analytic findings regarding integrity test validity. Journal of Applied Psychology, 97, 550-556.

Schmidt, F.L., & Hunter, J.E. (1998).  The validity and utility of selection methods in personnel psychology:  Practical and theoretical implications of 85 years of research findings.  Psychological Bulletin, 124, 262-274.

4. Legal and Ethical Issues in Personnel Selection

Bertrand, M., & Mullainathan, S. (2004). Are Emily and Greg more employable than Lakisha and Jamal? A field experiment on labor market discrimination. American Economic Review, 94(4), 991-1013.

Gatewood, R.D., Barrick, M., & Feild, H.S. (2016).  Legal issues in selection. In Human Resource Selection. (8th ed.).  Mason, OH: Cengage.

Lefkowitz., J. & Lowman, R.L. (2010). Ethics of employee selection. In J.L. Farr & N. Tippins (Eds.), Handbook of Employee Selection New York: Routledge, Taylor, & Francis.

Ployhart, R. E., & Holtz, B. C. (2008). The diversity–validity dilemma: Strategies for reducing racioethnic and sex subgroup differences and adverse impact in selection. Personnel Psychology, 61(1), 153-172.

5. Performance and Performance Management

Atwater, L., & Elkins, T. (2009). Diagnosing, understanding, and dealing with counterproductive work behavior. Performance management: Putting research into action. (pp. 359-410) Jossey-Bass, San Francisco, CA.

Campbell, J.P., McCloy, R.A., Oppler, S.H., & Sager, C.E. (1992). A theory of performance. In N. Schmitt & W.C. Borman (Eds.) Personnel selection in organizations.

DeNisi, A. S., & Sonesh, S. (2011). The appraisal and management of performance at work. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 2. Maintaining, expanding, and contracting the organization. (pp. 255–279). Washington, D. C.: American Psychological Association.

Organ, D. (1997). Organizational citizenship behavior: It's construct clean-up time. Human Performance, 10, 85-97.

Pulakos, E. D., Arad, S., Donovan, M. A., & Plamondon, K. E. (2000). Adaptability in the workplace: development of a taxonomy of adaptive performance. Journal of applied psychology, 85(4), 612.

Pulakos, E. D., & O’Leary, R. S. (2011). Why is performance management broken? Industrial and Organizational Psychology: Perspectives on Science and Practice, 4, 146–164.

Smither, J. W., London, M., & Reilly, R. R. (2005). Does performance improve following multisource feedback? A theoretical model, meta‐analysis, and review of empirical findings. Personnel Psychology, 58(1), 33-66.

Vey, M. A., & Campbell, J. P. (2004). In-role or extra-role organizational citizenship behavior: Which are we measuring? Human Performance, 17(1), 119–135.

6. Training and Development

Aguinis, H. & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–74.

Arthur, W., Bennett, W., Edens, P.S., & Bell, S. T. (2003). Effectiveness of training in organizations: A meta-analysis of design and evaluation features. Journal of Applied Psychology, 88(2), 234-245.

Bauer, T. N., & Erdogan, B. (2011). Organizational socialization: The effective onboarding of new employees. In S. Zedeck (Ed.) Handbook of Industrial and Organizational Psychology (Vol. 3): Maintaining, expanding, and contracting the organization (pp. 51-64). Washington, D.C.: American Psychological Association.

Brown, K. G., & Sitzmann, T. (2011). Training and employee development for improved performance. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 2. Maintaining, expanding, and contracting the organization. (pp. x 469–503). Washington, D. C.: American Psychological Association.

Eby, L. T. (2012). Workplace mentoring: Past, present, and future perspectives. In S. W. J. Kozlowski (Ed.), Oxford library of psychology. The Oxford handbook of organizational psychology, Vol. 1 (p. 615–642). Oxford University Press. 

Noe, R. A. (2017). Employee Training and Development, 7e. New York: McGraw-Hill Education.

Peterson, D. B. (2011). Executive coaching: A critical review and recommendations for advancing the practice. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 2. Maintaining, expanding, and contracting the organization. (pp. 527–566). Washington, D. C.: American Psychological Association.

Salas, E., Tannenbaum, S., Kraiger, K., & Smith-Jentsch, K. (2012). The science of training and development in organizations: What matters in practice? Psychological Science in the Public Interest, 13(2) 74–101.

II.  ORGANIZATIONAL PSYCHOLOGY

1.  Work Motivation

Crossley, C. D., Cooper, C. D., & Wernsing, T. S.  (2013).  Making things happen through challenging goals:  Leader proactivity, trust, and business-unit performance.  Journal of Applied Psychology, 98, 540-549.

Kauppila, O.  (2018).  How does it feel and how does it look?  The role of employee motivation in organizational learning type.  Journal of Organizational Behavior, 39, 941-955.

Locke, E., & Latham, G. (2002).  Building a practically useful theory of goal setting and task motivation. American Psychologist, 57, 705-717.

Lord, R. G., Diefendorff, J. M., Schmidt, A. M., & Hall, R. J.  (2010). Self regulation at work.  Annual Review of Psychology, 61, 543-568.

2.  Work Groups and Teams

De Wit, F. R. C., Greer, L. L., & Jehn, K. A. (2012). The paradox of intragroup conflict: A meta-analysis. Journal of Applied Psychology, 97, 360-390.

Ilgen, D. R., Hollenbeck, J. R., Johnson, M., & Jundt, D.  (2005). Teams in organizations:  From input-process output models to IMOI models.  Annual Review of Psychology, 56, 517-543.

Jackson, S. E., & Joshi, A. (2011). Work team diversity. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 1. Maintaining, expanding, and contracting the organization. (pp. 651–686). Washington, D. C.: American Psychological Association. 

Kirkman, B. L., & Mathieu, J. E. (2005). The dimensions and antecedents of team virtuality. Journal of Management, 31(5), 700-718.

Kleingeld, A., van Mierlo, H., & Arends, L.  (2011). The effect of goal setting on group performance:  A meta-analysis.  Journal of Applied Psychology, 95, 1289-1304.

3.  Leadership

Barling, J., Christie, A., &  Hoption, C. (2011). Leadership. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 1. Maintaining, expanding, and contracting the organization. (pp. 183–240). Washington, D. C.: American Psychological Association.

Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659-676. 

Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. Leadership Quarterly, 20, 855-875.

Li, G., Rubenstein, A. L., Lin, W., Wang, M., & Chen, X.  (2018).  The curvilinear effect of benevolent leadership on team performance:  The mediating role of team action processes and the moderating role of team commitment.  Personnel Psychology, 71, 369-397.

Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American Psychologist, 62(1), 17-24. 

Zhu, J., Liao, Z., Yam, K. C., & Johnson, R. E.  (2018). Shared leadership:  A state-of-the-art review and future research agenda.  Journal of Organizational Behavior, 39, 834-852.

4.  Organizational Culture and Climate

Gelfand, M. J., Leslie, L. M., Keller, K., & de Dreu, C.  (2012).  Conflict cultures in organizations:  How leaders shape conflict cultures and their organization-level consequences.  Journal of Applied Psychology, 97, 1131-1147.

Ramesh, A., & Gelfand, M.  (2010). Will they stay or will they go? The role of job embeddedness in predicting turnover in individualistic and collectivistic cultures.  Journal of Applied Psychology, 95, 807-823.

Schneider, B., Ehrhart, M. G., & Macey, W. H. (2011). Perspectives on organizational climate and culture. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 1. Maintaining, expanding, and contracting the organization. (pp. 373–414). Washington, D. C.: American Psychological Association.

Taras, V., & Kirkman, B. L.  (2010).  Examining the impact of Culture’s Consequences:  A three-decade, multi-level, meta-analytic review of Hofstede’s cultural value dimensions.  Journal of Applied Psychology, 95, 405-439.

Upadhaya, B., Munir, R., Blount, Y., & Su, S.  (2018).  Does organizational culture mediate the CSR-strategy relationship?  Evidence from a developing country, Nepal.  Journal of Business Research, 91, 108-122.Zohar, D. M., & Hofmann, D. A.  (2012).  Organizational culture and climate.  In S. W. J. Kozlowski (Ed), The Oxford handbook of organizational psychology Vol. 1 (pp. 643-666).  Oxford, UK:  Oxford University Press.

5.  Organizational Development and Change

Cummings, T. G., & Worley, C. G. (2009). Organization Development and Change (9th

edition). Cincinatti, OH: South-Western College Publishing.

De Meuse, K. P., Marks, M. L., & Dai, G. (2011). Organizational downsizing, mergers and acquisitions, and strategic alliances: Using theory and research to enhance practice. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization. (pp. 729–768). Washington, D. C.: American Psychological Association.

Grant, A. M., Fried, Y., & Juillerat, T. (2011). Work matters: Job design in classic and contemporary perspectives. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 1: Maintaining, expanding, and contracting the organization. (pp. 417–453). Washington, D. C.: American Psychological Association.

Leung, K., & Peterson, M. F. (2011). Managing a globally distributed workforce: Social and interpersonal issues. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 3. Maintaining, expanding, and contracting the organization. (pp. 771–805). Washington, D. C.: American Psychological Association.

Martins, L. L. (2011). Organizational change and development. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 3. Maintaining, expanding, and contracting the organization. (pp. 691-728). Washington, D. C.: American Psychological Association.

McLean, G. N., & DeVogel, S. H. (2002). Organization Development Ethics: Reconciling Tension in OD Values. In J. Waclawski & A. H. Church (Eds). Organization Development: A data-driven approach to Organization change. San Francisco, CA: Jossey-Bass.

Oreg, S., & Sverdlik, N.  (2011).  Ambivalence toward imposed change:  The conflict between dispositional resistance to change and the orientation toward the change agent.  Journal of Applied Psychology, 96, 337-349.

Van Iddekinge, C. H., Ferris, G. R., Perrewe, P. L., Perryman, A. A., Blass, F. R., et al.  (2009).  Effects of selection and training on unit-level performance over time:  A latent growth modeling approach.  Journal of Applied Psychology, 94,829-843.

Wal, M., & Handy, F (2018).  Job crafting as reaction to organizational change.  Journal of Applied Behavioral Science, 54,  349-370.

Wrzesniewski, A., & Dutton, J. (2001). Crafting a Job: Revisioning Employees as Active Crafters of Their Work. Academy of Management Review 26(2).179-201

6.  Work Attitudes

Bowling, N. A.   (2007). Is the job satisfaction-job performance relationship spurious? A meta-analytic examination.  Journal of Vocational Behavior, 71 167-185.

Harrison, D. A., Newman, D. A., & Roth, P. L. (2006). How important are job attitudes? Meta-analytic comparisons of integrative behavioral outcomes and time sequences. Academy of Management Journal, 49, 305-325. 

Hom, P. W., Mitchell, T. R., Lee, T. W., & Griffeth, R. W. (2012). Reviewing employee turnover: Focusing on proximal withdrawal states and an expanded criterion. Psychological Bulletin, 138, 831-858.

Leiter, M. P., Laschinger, H. K. S., Day, A., & Gore, D. G.  (2011).  The impact of civility interventions on employee social behavior, distress, and attitudes.  Journal of Applied Psychology, 96, 1258-1274.

Thompson, P. S., & Bolino, M. C.(2018).  Negative beliefs about accepting coworker help:  implications of employee attitudes, job performance, and reputation.  Journal of Applied Psychology, 103, 842-866.

Webster, J. R., Adams, G. A., & Beehr, T. A.  (2014). Core Work Evaluation: The Viability of a Higher-Order Work Attitudes Construct.  Journal of Vocational Behavior, 85, 27-38.

7.  Occupational Health Psychology

Barling, J., & Griffiths, A. (2003). A history of occupational health psychology. J. C. Quick, L. E. Tetrick, (eds). Handbook of occupational health psychology. (pp. 19-31). Washington, DC, US: American Psychological Association.

Brough, P., Drummond, S., & Biggs, A.  (2018). Job support, coping, and control:  Assessment of simultaneous impacts within the occupational stress process. Journal of Occupational Health Psychology, 23, 188-197.

Greenhaus, G. H., & Allen, T. D. (2011). Work-family balance: A review and extension of the literature. In L. Tetrick & J. C. Quick (Eds). Handbook of Occupational Health Psychology (2nd ed.) (pp. 165-183). Washington, DC: American Psychological Association.

Hammer, L. B., & Zimmerman, K. L. (2011). Quality of work life. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 3. Maintaining, expanding, and contracting the organization. (pp. 399–431). Washington, D. C.: American Psychological Association.

Hershcovis, S. (2010). “Incivility, social undermining, bullying…oh my!”: A call to reconcile constructs within workplace aggression research. Journal of Organizational Behavior, 32, 499–519.

Van Steenbergen, E. F., Kluwer, E. S., & Karney, B. R.  (2014). Work-family enrichment, work-family conflict, and marital satisfaction: A dyadic analysis.  Journal of Occupational Health Psychology, 19,182-194.

Wirtz, P. H., Ehlert, U., Kottwitsz, M. U., La Marca, R., & Semmer, N. K.  (2013). Occupational role stress is associated with higher cortisol reactivity to acute stress.  Journal of Occupational Health Psychology, 18, 121-133.

III.  STATISTICS AND RESEARCH METHODS

1.              Statistics

Cohen, J., Cohen, P., West, S.G., & Aiken, L. S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Mahwah, NJ: Lawrence Erlbaum. 

Hayes, A. F. (2009). Beyond Baron and Kenny: Statistical Mediation Analysis in the New Millennium. Communication Monographs, 76, 408-420.

2.              Psychometrics

Murphy, K.R., & Davidshofer, C.O. (1998).  Psychological testing:  Principles and applications.  Upper Saddle River, NJ:  Prentice-Hall.

Murphy, K. R., & Newman, D. A. (2003). The past, present, and future of validity generalization. In K. R. Murphy (Ed.), Validity Generalization: A Critical Review. Mahwah, NJ: Lawrence Erlbaum Associates.

3.              Research Methods

Chan, D. (1998). Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. The Journal of Applied Psychology, 83, 234-246.

Cook, T.D., Campbell, D.T., & Perracchio, L. (1990).  Quasi experimentations.  In M.D. Dunnette & L.M. Hough (Eds).  Handbook of Industrial and Organizational Psychology.  Palo Alto, CA:  Consulting Psychologists Press.

Rogelberg, S. G. (2002). Handbook of research methods in industrial and organizational psychology. Malden, MA: Blackwell.

Sackett, P.R., & Larson, J.R. (1990).  Research strategies and tactics in industrial and organizational psychology.  In M.D. Dunnette & L.M. Hough (Eds).  Handbook of Industrial and Organizational Psychology.  Palo Alto, CA:  Consulting Psychologists Press.

Shadish, W. R., Cook, T. D., & Cambell, D. T. (2001).  Experimental and Quasi-

Experimental Designs for Generalized Causal Inference. Wadsworth: US.

IV. ETHICS AND GENERAL

Aguinis, H. (2011). Organizational responsibility: Doing good and doing well. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 3. Maintaining, expanding, and contracting the organization. (pp. 855–879). Washington, D. C.: American Psychological Association.

Brief, A. P. (2000). Still servants of power. Journal of Management Inquiry, 9, 342-351. 

Lowman, R. L. (2006). The ethical practice of psychology in organizations (2nd ed.). Washington, DC. American Psychological Association.

Outtz, J. L. (2011). The unique origins of advancements in selection and personnel psychology. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 2. Maintaining, expanding, and contracting the organization. (pp. 445–465. Washington, D. C.: American Psychological Association.

Porter, L. W.  (2008). Organizational psychology:  A look backward, outward, and forward.  Journal of Organizational Behavior, 29, 519-526.

Vinchur, A. J., & Koppes, L. L. (2011). A historical survey of research and practice in industrial and organizational psychology. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 1. Maintaining, expanding, and contracting the organization. (pp. 3–36 . Washington, D. C.: American Psychological Association.

Raw flashcard text:

Morgeson et al., 2019 Job Analysis

- Book on JA

- JA should be done with one or more intentional purposes; job descriptions, job evaluation (compensation), staffing & training, etc.

- Emphasizes the difference between work and worker oriented JAs, and hybrid methods which use characteristics of both

Pearlman & Sanchez, 2010 Job Analysis

- A chapter on JA from a selection book

- Note that in addition to worker and work JAs, the context (physical/psych conditions) of the work being performed also matters.

- They use the term Work Analysis so as to capture more of the subject than merely JA.

- Notes why WA is important (criterion development, validity development, etc see image)

- Notes future trends and challenges, like considering organizational culture matches via competency modeling

Gatewood et al., 2016 (Validity and Validation)   Validity

- Book chapter regarding validity in selection

- defines validity as "the degree to which available evidence supports inferences made from scores on selection procedures"

- Notes that validity relies on reliability, though not the other way around (think targets image)

- Notes that JA is the heart of any validation study

- Vague or non-task aspects of jobs (leadership) are harder to study and require greater inferential leaps

- Utility analysis summarizes the overall usefulness of a selection measure or selection system (in dollar amounts)

Schmitt et al., 2010 Validity

- Book chapter

- Trinitarian approach to validity (the 3 Cs) vs. Unitarian approach (Basically everything is construct validity)

- Validation studies should contain the follow 3: JA, Systematic development (it's properly planned), and independent verification (experts reviewing them)

- Notes the importance of a nomological net (image)

- Clean your data: watch for input errors, out of range values/statistical outliers, etc.

- You can reduce adverse impact via banding or cut scores

- Many issues plague validation studies, from range restriction, to small sample sizes and inadequate data reporting,

Kehoe & Murphy, 2010      Validity

- Book chapter with five key points:

1. Any investigation into the meaning/implication of a test can be thought of as validation

2. Reliability, factor structure etc are niches in validity

3. The key concern of validation is testing the inferences/generalizations made from test scores

4. the validity of tests cannot be separated from their uses.

5. Decisions about selection programs rely on many generalizations about the validity of the selection process.

Binning & Barrett, 1989     Validity

- article discussing a) problems with building psych theories & validating personnel decisions, b) construct-, content-, and criterion-related validity, c) validating predictor constructs, and how to improve related research

- Believes that more emphasis or resources should be placed with experimenting organizations, and we should train practitioners in evaluating research.

- Could write more here...

SIOP, 2018 Validity

- 60 page read from SIOP regarding the development and evaluation of selection measures and validity:

- Sources of validity (the three Cs)

- Fairness

- Generalization of validity evidence

- Recommendations

Campbell, 1990       Predictors of Performance

- Book chapter arguing that selection research should be based in a grounded theory regarding the relationship between a predictor and criterion:

a) specific predictor measures relate to specific individual differences

b) Criterion measures are related to the same individual differences

Chapman et al., 2005  Predictors of Performance

- A meta-analysis looking at what attracts applicants to jobs.

- The most powerful influences were Job-organization characteristics (how much they liked the job/company), behaviors of recruiters (how nice/smart they were), and perceptions of the recruiting process (fair, timely, etc)

- Recruiter demographics and perceived alternatives did not influence attraction outcomes

- Applicant attitudes (towards job/org) and intentions (to take the job) mediate between predictors (recruiter behaviors, recruitment perception, etc.) and job choice

Christian et al., 2010   Predictors of Performance

- A meta-analysis regarding SJTs, which believes that the tests/studies related to them rarely discuss the constructs being measured, which it attempts to rectify this by classifying many of the typically assessed constructs.

- The most commonly measured Cs were leadership, interpersonal skills, both of which have relatively high validity for overall job performance.

- Notes that matching predictor constructs to criterion facets and using video based SJTs improved criterion-related validity

Courtright et al., 2013 Predictors of Performance

- Meta-analysis regarding sex differences in physical ability and how to reduce adverse impact in selection.

- Results show that while strength and endurance tests do favor men, movement quality tests or those which measure niche muscular strengths are less so.

- Training leads to greater increases in performance for women than men in strength and endurance.

Gatewood et al., 2016 (Predictors of Performance)   Predictors of Performance

- Textbook on selection covers things like:

- Legal issues

- JAs

- proper predictors of job performance and methods of measuring them

Huffcutt et al., 2001 Predictors of Performance

- A meta-analysis aiming to classify what constructs are measured in interviews. Took 338 ratings from 47 studies

- 7 constructs came back, the most frequently measured were personality and applied social skills, followed by mental capability and job knowledge.

- High and low structure (structured vs. unstructured?) interviews tend to measure different constructs. This may explain why high structure interviews have higher validity: because they more often measure constructs more closely related to job performance.

Meriac et al., 2008  Predictors of Performance

- Meta-analysis concerning assessment center dimensions (those commonly measured in ACs, like communication, planning, drive, problem solving, etc) and relations to job performance and personality, and cognitive ability.

- The AC dimensions are distinct from those other variables and explain variance of job performance beyond them.

Morgeson et al., 2007 Predictors of Performance

- A reply to replies of an article suggesting that personality measures shouldn't be used in selection (arguing in the original's favor, naturally)

- Observed validates of personality predicting job performance have always been low.

- The relationships between personality and other individual characteristics should not be relevant--only the relationships between personality and work outcomes directly.

- Personality tests in selection also may offend applicants, and suck for other reasons too.

- Faking on personality tests may actually be good and relate to job performance

Tett & Christiansen, 2007  Predictors of Performance

- Rob Tett and Neil angrily responding to someone saying that personality tests aren't good in selection.

- Average validities are not low (when research is based on job analysis and taking trait-performance linkages)

- Claims that the full value of personality tests in organizations has yet to be fulfilled.

Ones et al., 2010     Predictors of Performance

- A book chapter discussing the history and recommendations of cognitive ability testing in selection.

- Testing (in an organizational setting) began in the early 1900s but results varied until the 70s when Schmidt and Hunter realized small sample sizes, range restriction, and differences between studies were the issues.

- Yes, these tests are good predictors of job/performance/career success. It has the highest validities of any test (when in standardized form)

- Adverse impact is an issue, but a result of the selection system as a whole rather than a single test.

Schmidt & Hunter, 2004    Predictors of Performance

- An article noting how amazing GMA (general mental ability) is and how it predicts occupational level attained and job performance better than any other trait.

- Some believe that weighted combinations of aptitudes tailored to jobs can predict job performance better--but they're wrong.

Sackett & Schmitt, 2012     Predictors of Performance

- A reaction to meta-analyses on integrity tests and work criteria. Two different metas had different reactions to integrity tests.

- While the two metas disagree on the strength of the relationships, both provide evidence that integrity tests relate to job performance and counterproductive behaviors.

Schmidt & Hunter, 1998    Predictors of Performance

- A meta-analysis article summarizing 85 years of selection tests/tools, and what of 19 different selection tools were most useful for job/training performance

- Found that GMA (mental ability) in combination with other tests (work sample, integrity, structured interview) provided the best results, with the latter two combinations being practical even in entry level position hiring.

- Claims that adverse impact concerns are beyond the scope of the study, but claims that selection scores still predict performance and thus implies this is all fine. 

Bertrand & Mullainathan, 2004      Legal and Ethical Issues

- A study regarding whether african-american names on resumes receive fewer call backs than white sounding names.

- White names received (while controlling for resume quality) 50% more call backs (to help wanted ads in Boston/Chicago newspapers) which were also more responsive to resume quality. This occurred across industry, occupation, and business size.

- There's little evidence to suggest that employers are inferring social class from the names either, so yeah it's probably race.

Gatewood et al., 2016 Legal and Ethical Issues

- Book chapter regarding legal issues in selection

- Reviews laws/regulations relating to selection covered under the EEO (equal employment opportunity), such as:

- Title VII Civil Rights act of 1964: prohibited from discriminating on the basis of sex, race, color, religion, or national origin.

- Age Discrimination in Employment Act of 1967 (40 or more)

- Americans with Disabilities Act of 1990

- Also covered disparate treatment/impact, see table

Lefkowitz & Lowman, 2010  Legal and Ethical Issues

- Book chapter regarding ethics of selection.

- Mostly concerns itself with academic ethical discourse (ethical theories of deontological (actions are right or wrong, absolute) or consequentialist (benefits and harms of each action))

- Notes how we have to make decisions with these in mind a) technical competence, b) ethics, c) professional judgement, and d) individual views

- Notes ethic issues with various specific I/O subjects like data security, cut-scores, etc.

Ployhart & Holtz, 2008 (Legal and Ethical Issues) Legal and Ethical Issues

- An article on how to reduce race/sex difference and adverse impact in selection.

- "the diversity validity dilemma: that some of the most valid predictors of job performance are also associated with large racioethnic and sex subgroup predictor score differences."

- Makes 16 suggestions, ranging from using items which are "content free" and do not serve any ethnic group more, to criterion weighing (reducing weight/emphasis on technical job aspects related to cognitive ability)

- recommendations generally boil down to: use job analysis to define performance (technical or otherwise), use cognitive and non-cognitive measures to get full range and use alternative predictor measures where possible and more (consider banding and enhance applicant reactions)

Atwater & Elkins, 2009      Performance and Performance Management

- Textbook chapter regarding types, causes, and dealing with CWBs

- Types of CWBs: abuse against others, production deviance, sabotage, theft, and withdrawal

- Causes include: substance abuse, personality, psych issues, poor relationships between staff and or staff and management, injustice (distributive vs procedural vs interactional), job dissatisfaction etc.

- How to deal with it: alignment (slowly nudge them towards the correct behavior without a fuss), corrective feedback, positive discipline ("problems are initially addressed informally through coaching and counseling, followed by more formal steps including an oral reminder, a written reminder, and decision - making leave" etc.). Direct punishment can work but is often not distributed equally

Campbell et al., 1992  Performance and Performance Management

- A textbook chapter regarding alternate models of job performance while considering measurement. 2 ideas of discussion:

1) Task performance is one of the most important dependent variables in psychology

2) The word performance is often misused.

- Basically because performance can be measured so many different ways (number of units, time needed, rating performance, etc.). This wouldn't be an issue with solid theory determine which methods are good, but there are none--until NOW.

- "Performance is the what organization hires one to do ... Performance is NOT the consequence or result of action, it is the action itself"

DeNisi & Sonesh, 2011      Performance and Performance Management

- Book chapter mostly concerned with improving individual performance, and how performance management systems are good

- While improving rater accuracy is great for performance appraisals, ensuring that employees feel the process is fair and accurate is more important as it factors into motivation, and help them buy into the process and take feedback seriously

- Performance management systems are good because they: improve employee motivation, perceptions of organizational justice, and align interests/efforts in an organization

Organ, 1997 Performance and Performance Management

- An article regarding OCBs, and how they're no longer "extra" or "beyond the role" but expected "contextual performance"

- From surveyed responders (in a previous study) 18 out of 20 OCB items were rated as in-role.

- OCB is basically "Performance that supports the social and psychological environment in which task performance takes place."

Pulakos et al., 2000 Performance and Performance Management

- An article attempting to organize a taxonomy of adaptive job performance with two studies.

Study 1) More than 1,000 critical incidents from different jobs were sorted to make 8 dimensions of AP.

Study 2) Developed the Job Adaptability Inventory and had more than 1,600 individuals who noted whether items were important to their jobs.

- Final dimensions: Handling emergencies, Handling work stress, Solving problems creatively, Dealing with uncertain and unpredictable work situations, Learning work tasks & technologies & procedures, Demonstrating interpersonal adaptability, Demonstrating cultural adaptability, Demonstrating physically oriented adaptability

Pulakos & O'Leary, 2011   Performance and Performance Management

- Article asking why performance management is broken.

- The authors believe one reason is because PM has been reduced to vague prescribed steps which are disconnected from day to day activities which help them work (communicating work expectations, setting clear work objectives and deadlines, continual guidance, etc)

- The article argues that while reworking the formal administrative systems of PM systems/tools can help, improving employee and manager communication and their relationship can do more.

Smither et al., 2005 Performance and Performance Management

- A meta-analysis observing whether performance improves following multisource feedback.

- Looked at 24 longitudinal studies, found that improvement over time is fairly small.

- Believes that improvement is most likely to occur when change is explicitly needed, recipients are positive to feedback, employees believe change is feasible, and set appropriate goals.

Vey & Campbell, 2004       Performance and Performance Management

- Article which had study participants rate whether items from an OCB measure were in role or extra-role.

- Majority of the applicants rated the majority of the OCB items as in-role work behaviors. Items tapping conscientiousness and courtesy were more likely to be considered in-role

- Negative relationship between supervisor work experience and likeliness to view altruism, courtesy and sportsmanship OCBs as in-role work behaviors were found. They think non-supervisors benefit more from doing these things and thus rate them as in-role more.

Aguinis & Kraiger, 2009    Training and Development

- An article reviewing training literature from 2000 to 2009, focusing on the benefits of training for individuals, teams, and society.

- T&D improves: job performance, innovation, self-efficacy, business performance, employee/customer/owner satisfaction, the labor force/economic growth, integration into wider economic blocks (Ex. the EU requires a level of human capital development).

- How to maximize the benefits of training: Needs assessment, Wisely choosing what type of training (ex. error management training to make more mistakes, and training evaluation.

Arthur et al., 2003   Training and Development

- More than 600 sources were analyzed for a meta-analysis pondering the effectiveness of training in organizations.

- Medium to large effect sizes were found for reactions, learning, behaviors, and results, suggesting training is effective.

- The training method, the skills taught, and the evaluation methods used were related to effectiveness of training programs.

- The largest effect sizes were for trainings which included cognitive and interpersonal skills/tasks.

Bauer & Erdogan, 2011      Training and Development

- Book chapter regarding onboarding effectively.

- Discusses a model related to how onboarding goes (see image)

- Suggests areas of future research such as looking at cultural implications outside of the west, psychological contracts, and overqualification's impact on adjustment.

Brown & Sitzmann, 2011   Training and Development

- Book chapter regarding T&D for improved performance.

- Discusses the diversity of changes/methods/frequency/content of training (ex. large businesses offer more training; how most training focuses on profession/industry knowledge; training is less in person lecture and more technology based, etc.)

- Discusses the broader components of training and how they interact (see image)

- Discusses task analysis, person analysis (whether training is needed, who needs it, who's ready for it), organizational analysis (the appropriateness of training given an organization's goals, environment, etc.)

Eby, 2012    Training and Development

- Article on mentoring research through the past-future.

- For proteges: POC and women have less access to mentors and to be mentored by white men; those with greater sociability and achievement striving are more likely to be mentored; mentoring relates to better job satisfaction and faster promotion.

- For mentors: Those with previous mentoring experience are more likely to mentor, as are those with positive affectivity, empathy, internal LOC, etc.

- Many theories drive/influence mentor research, such as social exchange theory, The similarity-attraction paradigm, etc.

- Future research should consider mentoring as a multi-level phenomenon; darker motivations for mentoring;

Noe, 2017   Training and Development

- Textbook on T&D

- Split into four parts: The context for T&D, Designing training (needs analysis, learning transfer, training evaluation), T&D methods (traditional, technology based, etc), and social responsibility (legal issues, diversity, etc)

Peterson, 2011 Training and Development

- Book chapter on executive coaching, reviewing research and recommendations for the field

- Due to varied research, the author defines EC as: one on one, relationship based, methodology based, provided by a professional coach, scheduled in multiple sessions over time, goal oriented, customized to the person, intended to enhance the person's ability to grow independently,

- 4 types of coaches: feedback, insight+accountability, Content (particular skills in an industry), Development-process,

- Coaching is not mentoring, therapy, consulting, etc.

- Coaches help with insight, motivation, real world practice, accountability, etc.

Salas et al., 2012     Training and Development

- An article explaining that training matters and how it is designed/delivered/implemented matters too. Training is a process and what happens before/during/after matters. SEE IMAGE

- Basically just going over the stuff from the image in Great detail

- Future research will need to contend with new technologies, consider informal learning, consider how neuroscience and cognitive modeling with come to influence how we look at T&D/learning

Crossley et al., 2013   Work Motivation

- Article study, found through a moderated mediation that proactive managers (in 52 different sales districts) setting more challenging goals for their subordinates was associated with higher sales performance.

- Found that employees' trust in managers is critical to the relationship (image)

Kauppila, 2018       Work Motivation

- Study of 638 employees in 34 organizations in Finland

- Found that the relationship between intrinsic work motivation and exploring new solutions in work is moderated by environmental dynamism (~the more change goes on in the workplace, the more those who enjoy their jobs will want to be creative in them~)

- Self-enhancement is negatively associated with exploration (in comparison to using the tried and true), though the relationship is non-linear (the more self-H you are, the less associated with tried and true you are)

Locke & Latham, 2002       Work Motivation

- Article summarizing 35 years of goal setting theory with meta-analyses

- The most difficult goals produce the best performance/level of effort.

- Goals affect performance through four mechanisms: directive function, energizing function, persistence, (indirectly direct action through) discovery/usage of task-relevant knowledge

- Moderators between goals and performance: importance, goal commitment, self-efficacy, feedback,

- These findings have implications for performance appraisal, selection, self-regulation, etc,

Lord et al., 2010      Work Motivation

- Self regulation in work revolves around internal processes which alter over time, which feed into four different levels: self, achievement task, lower-level task action, and knowledge/working memory

- This one is Really weird/theory heavy/boring, reserving the right to skip it for my own sake. Look at this table if you care:

De Wit et al., 2012  Work Groups and Teams

- A meta-analysis concerned with intragroup (within group) conflict and it's relation to group outcomes.

- Analyzed 116 studies and more than 8,800 groups.

- In contrast with a past meta-analysis on the subject, they did not find a strong negative relationship between task conflict and group performance

- Task conflict and group performance were positively associated, particularly in studies where:

--- There is little association between relationship conflict and task conflict

--- the studies were among top management

--- and where performance was measured via financial success or decision quality rather than overall performance.

(Task conflict: disagreements on that the task is/should result in. Relationship C: interpersonal disputes)

Ilgen et al., 2005     Work Groups and Teams

- An article reviewing research related to work groups/teams and proposing a framework which represents the research. 3 Fs and some subs

- Forming

--- Trusting: Learning that the team is competent and will not harm one another

--- Planning: Gather information and use it to arrive at a strategy

--- Structuring: developing norms and roles

- Functioning

--- Bonding: a sense of rapport between members

--- Adapting: What you think it is

--- Learning: learning from minority members & learning who is best suited for what

- Finishing: Not much here yet in terms of literature (though likely involves reviewing performance)

Jackson & Joshi, 2011        Work Groups and Teams

- Book chapter regarding work team diversity

- Despite top management support and a recognition for the importance of diversity in the workplace, diverse work teams experience less cooperation and more conflict than homogeneous groups

- People can be diverse in relationship ways or task ways (image), and most research only reports gender and ethnic diversity.

- Mentions various theories of teams and how they relate to diversity:

Attraction-selection-attrition model: Organizations naturally evolve to be more homogeneous because people prefer those like themselves.

Organizational demography perspective: Same as above, but instead of individual behaviors it's due in part to organizational phenomena (ex. communication patterns)

Social Identity perspective etc.

Kirkman & Mathieu, 2005 Work Groups and Teams

- Article concerned with team virtuality: "the extent to which team members use virtual tools to coordinate team processes, the amount of informational value provided by such tools, and the synchronicity of team member virtual interaction" (as opposed to geographic dispersion)

- describes antecedents of virtuality include: (image)

- Future research should consider not just pros and cons of tech, but the pros and cons of different tech, and how managers might become more like coaches as tech automates their work

Kleingeld et al., 2011 Work Groups and Teams

- Article/meta-analysis on goal setting and group performance.

- Setting specific difficult goals yield the best results, while moderate and easy goals also improved results in comparison to nonspecific goals.

- task interdependence, task complexity, and participation DID NOT moderate the effect of group goals

- egocentric goals (those made by and for the sake of individuals) hampered group performance while group-centric goals (by individuals for the sake of the group) improved it (gasp)

Barling et al., 2011 Leadership

- Book chapter on leadership, the history and findings of it's theories.

- Theories of leadership/junk (roughly in order of appearance):

--- Trait theories: anything from height/appearance to intelligence and self-confidence could be used to identify leaders vs nonleaders or good vs bad leaders

--- Behavioral theories: considered various behaviors that leaders did, most notably initiating structure and consideration (image)

--- Contingency/Situational theories: whether a leader has the right traits for leading depends on circumstance

--- Relational Ts: Leader-Member Exchange, leaders develop unique relationships with each follower and leads to unique exchanges/results/junk

--- Leadership emergence: Some folks are more likely to emerge as leaders due to rearing, development, etc

--- Personality: leaders are more likely to be achievement-oriented and love being in charge

Epitropaki & Martin, 2005 Leadership

- A longitudinal study examining how Implicit leadership theories (ILTs) impact leader-member exchange (LMX)

- ILT: "group members have implicit expectations about the personal characteristics that are inherent in a leader. These assumptions, termed implicit leadership theories or leader prototypes, guide an individual's perceptions and responses to leaders."

- Collected data at two time points among British participants, at the beginning and one year later

- Found that "the closer employees perceived their actual manager's profile to be to the ILTs they endorsed, the better the quality of LMX. Results also indicated that the implicit-explicit leadership traits difference had indirect effects on employee attitudes and well-being."

Judge et al., 2009    Leadership

- An article reviewing literature regarding leader trait theories; notes that while the area had largely been discredited, there is some emerging research once again and it should be considered in a modern context.

- Considered genetics and evolutionary psych in determining leader traits (as well as mediators/moderators) and creates a model estimating how they work (image)

- Splits both positive and negative personality traits and considers the positives of all of them:

p: big Five traits, core self-evaluations, intelligence, and charisma

n: Narcissism (predicted leader emergence; as do most of these), hubris (higher pride, image perception from others, speak more in groups leading to more leader emergence etc), dominance, and Machiavellianism

Li et al., 2018  Leadership

- A two study article examining how leader benevolence influences team performance, as well as team commitment and team action process

- Study 1: 381 employees working in many different R&D teams. Found that leader benevolence had a curvilinear relationship with team performance, but this relationship was not applicable in teams with high team commitment

- Study 2: 417 employees from 100 hotel management teams. Inverted u shape between leader benevolence and team action process (goal striving activities), which meditated the relationship between BL and team performance (image)

Vroom & Jago, 2007  Leadership

- An article describing how situational factors come to influence leadership, under the umbrella of contingency theories. Describes 3 ways situational variables are relevant to research/practice of leadership

1: "Organizational effectiveness (often taken to be an indication of its leadership) is affected by situational factors not under leader control."

2: "Situations shape how leaders behave ... the field of leadership has identified more closely with the field of individual differences and has largely ignored the way the behavior of leaders is influenced by the situations they encounter"

3: "Situations influence the consequences of leader behavior ... Popular books on management are filled with maxims such as push decision power down, delegate, enlarge jobs, place your trust in people, the customer must come first, and so on. Each of these maxims is situation free."

Zhu et al., 2018       Leadership

- An article summarizing existing literature regarding shared leadership for the purposes of a) clarifying definitions, b) separating SL from other constructs, c) addressing measurement issues, and d) developing a framework of antecedents, conditions, and consequences for SL.

- SL has 3 traits from various definitions: (see image)

- Antecedents of SL: empowering leadership, coaching, transformational leadership, shared purpose, social support, shared team member characteristics such as high self-core evaluations

- Consequences of SL: improved team task performance (also in geographically dispersed teams), project completion, customer satisfaction

Gelfand et al., 2012 Organizational Culture and Climate

- An article regarding how leaders shape conflict cultures (shared norms for how orgs deal with conflict) and their org-level consequences

- Analysis from leaders at 92 different branches of a bank showed that conflict cultures operate at branch levels. Unit (branch) leaders own conflict management behaviors are associated with unit conflict cultures.

- Conflict cultures influence branch cohesion, burnout, performance, etc.

- Conflict culture types include:

Cooperation: Engage in constructive negotiations and collaborative problem solving

Competition: dominate the conflict partner and seek victory--perceive both the board room and shop floor as battlegrounds

Avoidance: shy away from addressing conflict and go to great lengths to suppress the expression of conflict

Ramesh & Gelfand, 2010   Organizational Culture and Climate

- An article examining how job embeddedness predicts turnover in individualistic (US) and collectivist (India) cultures

- Data collected from 797 call center employees across both nations found that JE predicted TO in both nations, different dimensions of JE predicted TO in the nations.

- In the US: person-job fit was the strongest predictor of TO

- In India: person-organization fit, organization links, and community links were the strongest predictors

- Also family embeddedness is a thing that influences both nations as well.

Schneider et al., 2011 Organizational Culture and Climate

- Book chapter on org culture and climate

- Gives background on their history (climate came first), their various dimensions/models and suggestions for future research

- Involvement, Consistency, Adaptability, and Mission are demensions from Denison's model which seem to be supported? ... I have trouble taking things away from Schneider chapters...

- Climcult model (image)

Taras & Kirkman, 2010      Organizational Culture and Climate

- meta-analysis using data from 598 studies/200,000 participants, the authors observed relationships between organizational outcomes and Hofstede's 4 original cultural value dimensions.

- The original 4 dimensions:

Individualism-collectivism; Power distance ("the extent to which a society accepts that power in organizations is distributed unequally"); Uncertainty avoidance ("the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid these situations" ie. clear rules/guidance); masculinity-femininity ("the extent to which the dominant values in society are 'masculine'—assertiveness, the acquisition of money and things; and femininity defined as preference for friendly atmosphere, position security, physical conditions, cooperation")

- Findings: Some outcomes (organizational commitment, OCBs, etc.) were more strongly predicted by cultural values than individual/personality traits or vice versa in other cases (job performance, turnover); cultural values were most strongly related to emotions, then attitudes, then behaviors, and finally job performance; cultural values were more strongly related to outcomes for managers (rather than students) and for older, male, and more educated respondents.

Upadhaya et al., 2018 Organizational Culture and Climate

- An article examining whether organziational culture mediates between Corporate Social Responsibility (Promises to go green, be anti-racist etc.) and differentiation strategy (the development of unique products that differ significantly from those of competitors(?)).

- Surveyed employees from 132 companies in Nepal, found that innovation and respect for people (respect for rights, fairness, etc.) (organizational culture dimensions) mediated between CSR and DS

Cummings & Worley, 2009   Organizational Development and Change

- Textbook on OD and OC

- Split into seven parts: overview of OD; process of OD; human process interventions; technostructual interventions; human resource management interventions; strategic change interventions; and special applications of OD

- Entering and contracting are the initial steps in the OD process. They involve defining in a preliminary manner the organization's problems or opportunities for development and establishing a collaborative relationship between the OD practitioner and members of the client system

De Meuse et al., 2011 Organizational Development and Change

- Book chapter regarding organizational downsizing, mergers and acquisitions, and strategic alliances.

- 5 main findings from the conclusions:

1) all three strategic interventions have a significant impact on people and organizations. Employees appear to be affected most directly 

2) research conducted by I/O can provide guidance and counsel on how to manage these organizational transitions (this book is amazing, even the summaries say nothing).

3) Thus far, the majority of corporate attention, effort, and money when preparing for, selecting, and implementing these interventions appears to be given to financial and legal considerations. (GASP)(GASP)

4) Most downsizings, M&A, and strategic alliances fail.

5) Senior executives and HR professionals typically seek the advice of I/O psychologists after problems begin to emerge (i.e., for "damage control" reasons).

Grant et al., 2011    Organizational Development and Change

- One of those crappy book chapters regarding job design.

- The dominant model of job design is the job characteristics model. The JCM focuses on five core job characteristics: task significance, task identity, skill variety, autonomy, and job feedback.

- Contemporary research is attempting to find/study a) new job characteristics, and or b) new moderators, mediators, and outcomes of job design (image)

Leung & Peterson, 2011     Organizational Development and Change

- ANOTHER crappy book chapter, on managing a workforce distributed across the globe.

- There are a lot of issues in trying to do this, and research hasn't kept up much, but if businesses want to plan for the future and be profitable they have no choice I guess.

- Things to study related to this (image)

Martins, 2011  Organizational Development and Change

- Another crappy book chapter, this time on OC and OD

- As things in the world change faster than ever, it's key to think in terms of "changing" (adaptability) rather than "changes"

- People, particularly managers, becoming more cognitively engaged in OD processes can help facilitate change, as can viewing employees not as targets of change but as active faciltiators to emplower change

McLean & DeVogel, 2002 Organizational Development and Change

- Book chapter regarding OD ethics

- OD practitioners must act with integrity and deliver for clients but this can be difficult given downsizing and whatnot (but just rely on retirement instead! That's an actual example they provide lol)

- OD research has considered things like human dignity and autonomy, but practice often focuses on profit

- Three principles for resolving dilemmas:

1) do what's best for the greatest number of people (ends based)

2) Follow your highest sense of principle (rule-based thinking)

3) Do what you want others to do to you (care-based)

- ethical obligations for OD professionals: honesty (don't do kickbacks), candor (explain things openly), competence, diligence, loyalty, and discretion

- Suggests creating an ethics accreditation process for OD professionals

Oreg & Sverdlik, 2011       Organizational Development and Change

- An article regarding the relationship/conflict between Dispositional Resistance to Change (a personality /individual factor which makes one resist change) and orientation towards change agents (how one feels/trusts a change agent)

- An analysis shows that there are 2 factors influence how employees react to OC: 1) aspects related to how employees feel about the concept of change, & 2) aspects related to how they feel about the change agent

- Two field studies with nearly 200 participants in total show that those who have a positive orientation towards change agents had ambivalence towards change despite having DRC; those with negative O had less ambivalence (more hate)

Van Iddekinge et al., 2009  Organizational Development and Change

- An article noting how/if job-related selection & training impact an organization and their performance over time.

- Data was collected every two months over a year from a fast food chain (n=861), and the above IVs were found to improve customer service performance and retention.

- The change in service was related to better profits, and the IVs related to better profits directly (and indirectly) as well

Wall & Handy, 2018   Organizational Development and Change

- An article providing a framework (image) and study, noting how job crafting can be a positive reaction to OC

- The study supported the proposed model, and notes that the "relationship was further influenced by individual differences (i.e., calling orientation) and situational factors (i.e., quality of communication)."

- internal job crafting job crafting (changing your motivation/internal role, like deep acting) related to worse burnout and job satisfaction, while structural JC (improving yourself/job) was the opposite

Wrzesniewski & Duttin, 2001        Organizational Development and Change

- An article reviewing research on job crafting and proposing a model (image) in which "employees craft their jobs by changing cognitive, task, and/or relational boundaries to shape interactions and relationships with others at work. These altered configurations change the design and social environment of the job, which then alters work meanings and work identity."

- The model specifically notes individual motivations for JC; how opportunities an work orientations determine the form of crafting; and the individual and organizational effects of JC

Bowling, 2007 Work Attitudes

- meta-analysis looking at the relationship between job satisfaction and performance

- While there has always been an "causal" relationship between the two variables, this MA using 43,000 participants and ~110 studies found that the link was spurious (they happen to correlate, but do not cause one another)

- Analyses showed that the relationship is almost entirely explained by five factor model traits, core self-evulations, work locus of control, and organization-based self-esteem

Harrison et al., 2006   Work Attitudes

- meta-analysis observing whether overall job attitude (job sat and org commitment) predicted performance (traditional and or contextual) absences, and turnover.

- They did, even more multiple data collection points.

- "In applying the compatibility principle ... it should be noted that job satisfaction and organizational commitment are attitudes that connote a broad target, but not an action, context, or time. According to attitude theory, such attitudes should kindle a general, undifferentiated force to engage in (positive or negative) behaviors that express or manifest the attitude"

Hom et al., 2012     Work Attitudes

- An article re-contextualizing turnover, to better match with research dimensions/conceptualizations. Most notably it includes involuntary quitting (firing) and different types of staying (enthusiastic or otherwise)

- See image

Leiter et al., 2011    Work Attitudes

- A study looking at before and after measures of an civility intervention (weekly or bi-weekly meetings with coworkers and facilitators to work on interpersonal interactions) to see how it impacted relationships, burnout, turnover intention, attitudes, and management trust. n= 907 participants in 41 healthcare units

- Most of those measures marginally improved after the 8 month period and intervention, especially in comparison to a control group who did not receive the intervention

Thompson & Bolino, 2018 Work Attitudes

- An article with 4 studies regarding why employees may refuse help from others in the workplace

S1) professionals (n= 238) list reasons why they do not accept help

S2) Develop a measure from the top reasons from the previous study, those being: diminished image, reciprocity obligation, self-reliance, coworker mistrust, and coworker incompetence

S3) Convergent, discriminant, and criterion-related validity study of the above measure

S4) The consequences about these negative beliefs/refusals to accept help: less likely to receive help from peers (and supervisors), report more negative job attitudes, and have lower levels of in-role performance, citizenship behavior, and creativity.

Webster et al., 2014 Work Attitudes

- An article with three studies defining and measuring a concept called Core Work Evaluation (an umbrella covering job sat, org commit, and work engagement)

- Found shared variance between the above variables; it is distinguishable from other features of work or the individuals (job characteristics like task significance or autonomy, CSE) and predicts work outcomes such as OCBs and turnover intentions

Barling & Griffiths, 2003   OHP

- Textbook chapter regarding the history of OHP.

- Traces the roots of OHP to the 20th century, with Engels writing The Condition of The Working Class in England discussing the physical and psychological health conditions workers suffered from.

- Mentions Taylor and Taylorism, which harmed workers greatly by removing considerations for the thoughts, feelings, and wellbeing.

- Gardell is considered a founding figure of work and organizational psych in Europe, and he responded to Taylor saying his work could alienate and cause withdrawal (and he was right)

- Herzberg in 1966 developed job design theories, believing that improving people's work through enrichment could improve motivation and job sat

Brough et al., 2018 OHP

- An article testing multiple models in relation to work stress:

Transactional stress model: the relationship between stressors and strain is primarily influenced by coping responses: "Stress itself pales in significance for adaptation compared with coping... what makes the major difference in adaptation outcomes is coping"

Job-demands-control-support model: Describes three job characteristics, which explain the occurrence of occupational stress: psychological demands (typically assessed using measures of job demands), decision latitude (typically assessed using measures of job control), and social support. According to the JDC-S model's strain hypothesis, employees working in jobs characterized by a high level of job demands and a low level of job control/support typically experience high levels of strain. The growth, or active learning, hypothesis describes how work environments that meet an employee's psychosocial needs for support and control produce positive outcomes, such as individual learning, development, job satisfaction, and high performance.

- They measured 2,481 police officers twice over a year and found support for their big dumb model (image)

Greenhaus & Allen, 2011   OHP

- Book chapter on work-family balance reviewing literature and proposes a new model (image).

- Their model/thoughts suggest that individuals can derive accomplishment/fulfillment from their roles in life which are central to their identity

Hammer & Zimmerman, 2011       OHP

- Crappy book chapter, regarding the quality of work life (work, health outcomes, organizational process, and interventions).

- Examines two main focuses of research, antecedents/outcomes of work-family conflict; and work-family positive spillover (model in image)

- antecedents of conflict: number of hours working per week, inflexible scheduling, and number of kids

- outcomes: work/family stress, turnover intentions, substance abuse, lower performance, bad stuff

Hershcovis, 2010    OHP

- An article discussing how research on workplace aggression constructs have exploded in recent years and likely overlap

- Conducted a meta-analysis and found that many constructs (abusive supervision, bullying, incivility, social undermining, and interpersonal conflict) overlap despite previous research differentiating them

- Suggests restructuring in a new model (image), with the above variables being consolidated into "workplace aggression" and consider potential moderators that were previously considered under the aforementioned constructs.

Van Steenbergen et al., 2014  OHP

- An article examining whether work-to-family enrichment ("when participation in the work role makes the fulfillment of family roles better or easier") from spouses can contribute to their partner's martial satisfaction

- Data collection from 215 dual earning parent couples found that it did.

- Also, enrichment from one partner contributed to the satisfaction and attempts of enrichment from the other

- Positive spillover (one's own life/work)/crossover (impacting the other's life/work) effects on martial satisfaction might be more powerful than negative ones.

- Model in the image

Wirtz et al., 2013    OHP

- An article observing whether occupational role stress is linked with hormone cortisol (when under acute psychosocial stress)

- 43 men were measured for role conflict/ambiguity and cortisol after being tasked with public speaking and doing math in front of others (other variables such as time pressure, perfectionism, etc. were measured as well)

- Higher role conflict/ambiguity was linked to higher cortisol stress reactivity

Cohen et al., 2003   Statistics

- Textbook regarding multiple regression/correlation, specifically in reference to behavioral sciences.

- Discusses MR, correlation, analysis of variance, dummy coding, weighted effects, scale types (nominal, ordinal, etc.), and detecting and dealing with outliers or missing data.

- Have fun reviewing notes from Han's class.

Hayes, 2009 Statistics

- An article from Hayes scolding folks into using newer and better processes/decisions regarding meditation analyses, such as:

 --- The causal steps approach to meditation (looking at b in the image; if a & b are sig and c` is weaker than c then you have a meditation; plus there must be a sig c in the first place) is bad because research/simulations have found it to be low in power (less likely to detect an effect). It's also not a quantification of the intervening effect, but through hypothesis testing.

--- Recommends using the Sobel test instead, which takes an estimate of the standard error of ab (image), the ratio of which is used to test a null hypothesis that the true indirect effect is zero, and the p-value being derived from the norm distribution. (but the sobel test assumes/requires normal distribution of the indirect effect)

--- Also likes bootstrapping (estimating how one's small sample and test results might look like/play out with a larger sample/population). It's valid and powerful

--- Also likes moderated mediations, and quantification of effect size

Murphy & Davidshofer, 1998 Psychometrics

- Textbook on psych testing, covering things to test (personality, interests, intelligence, etc.), norms, reliability, interpreting info, validity, etc.

- Just review notes from Neil's big classes

Murphy & Newman, 2003  Psychometrics

- Textbook chapter regarding the past, present, and future of validity generalization

- Like most areas of research, VG has followed a repeated pattern of excitement, controversy, application, and stabilization

- Gives suggestions for future work in VG and meta-A:

1) Become bayesian (not everything can be explained by statistical artifacts)

2) Define the population of interest (no ONE population)

3) Care about quality (MA typically give a lot of weight to bad studies because so many exist)

4) Change VG to psychometric meta-analysis as it better conveys the message

5) reform the language used: stop calling parameter estimates True, as they aren't.

- Review more from Neil or something, I'm hopeless so who cares at this point.

Chan, 1998  Research Methods

- An article describing five different types of composition models (constructs which are basically the same thing but covered at different levels)

- The different model types include: additive, direct consensus, referent-shift consensus, dispersion, & process

- See image for breakdown

Cook et al., 1990     Research Methods

- book chapter on quasi experimentation, with two purposes, 1) to discuss 4 types of validity, and 2) to discuss quasi experimental designs

- Validity:

Statistical conclusion V: whether observed covariation between variables is due to chance

Internal V: whether the covariation implies cause

Construct V: are cause & effect operations theory-relevant or generalizable terms

External V: whether a causal relationship can be generalized to various populations/settings

- Quasi experiment designs

- Lots of different slight modifications (time series, with and without control groups, with and without nonequivalent treatment, with and without nonequivalent dependent variables)

Rogelberg, 2002     Research Methods

- Textbook on research methods in I/O

- Split between foundations (ethics, validity/reliability), data collection, and data investigation (analysis/treatment of data like removing outliers)

- Review class notes or something, God I'm screwed...

Sackett & Larson, 1990      Research Methods

- book chapter regarding research strategies in I/O

- Goes over suggestions and pros/cons of various study designs like laboratory experiments and field experiments, observation and quasi experiments, etc.

Shadish et al., 2001 Research Methods

- Textbook on experimental and quasi-exerimental design for causal inference

- Discusses experiment/quasi/time series types, validity types, ethics, and how to solve practical problems involved in research (legal issues, proper randomization etc)

Aguinis, 2011 Ethics and General

- Crappy textbook chapter on organizational responsibility (context-specific organizational actions and policies that take into account stakeholders' expectations and the triple bottom line of economic, social, and environmental performance) and encouraging it in I/O research and practice.

- Ex. "Microsoft has a 21st Century Skills for Employability program, which entails partnering with governments, the education sector, and community groups to help individuals develop skills that will allow them to become more employable"

- This type of work/thought/research is done less in I/O because: 1) the level of analysis is primarily on individuals, 2) organizational responsibility and corporate responsibility are not labels typically used in I/O psychology research, 3) Research is typically internal or externally concerned but this is sort of both

Brief, 2000  Ethics and General

- Still servants of power, an essay reflecting on the original work "servents of power" book, both at the time and years later (60s-ish to the 90s-ish)

- Summing up the book with these two BPs: Notes how Munsterberg helped place I/O at the service of commerce and industry, with help of taylor/taylorism

- During the great depression, management's opinion of personnel management was more positive thanks to it's ability to curtail union strength (ex. knowledge of job attitudes), which continued through the 50s and had worker's problems blamed on emotional maladjustment rather than jobs and encouraging going with the flow as 'participating' etc. While I/Os were able to grow as a field, it came with the cost of it being at the behests of management

- Initial reactions: At the time of reading it, Brief was surrounded by professors and alike who thought job sat was worth studying only due to it's connections to profit related matters like absenteeism, and journals reinforced this--which all conflicted with his liberal views caring for the disadvantaged.

- Later reactions: Now a professor of management, Brief's views are less guilty but still complex. On one hand research has become more inclusive and critics of management bias have become more vocal, but also managers are no longer listening to researchers.

Lowman, 2006        Ethics and General

- Textbook, "The ethical practice of psychology in organizations"

- Covers selection, organizational interventions, consulting relationships, research, certification, billing, and professional behavior

- Do good things as opposed to bad things.

Outtz, 2011 Ethics and General

- Crappy book chapter on the origins of advancements in selection/personnel psych.

- The author worried that "employers would abandon objective, merit-based selection procedures" and "scientific advances in selection would be overshadowed by programs and practices aimed at balancing selection outcomes on the basis of demographic characteristics rather than increasing the accuracy of selection decisions" but neither came to pass--yay status quo and racial bias!

- Comments on supreme court rulings such as Griggs v. Duke power (SC sided with Griggs that black people had been harmed by the company's requirements to transfer out of the labor unit which was previously the only place they could work) and Albemarle paper co. V. Moody (The SC sided with Albemarle, the burden of proof for AI falls to the plaintiff and the defense needs to provide better clarification for job relatedness)

Porter, 2008 Ethics and General

- An article with commentary on the past and futures of 4 different subjects in I/O (other articles which released in the same journal). They're all important and junk, but how will they look in 20 years time?

- Values/ethics: Major area of concern

- Scholarship-application interactions: Area of concern, but less so

- Research Methods: Improved overall, but easy methods of data collection will still be significant problems

- Global/international context: Will grow significantly, but whether in a healthy/scholarly way remains to be seen. Also Western influence is still a big thing/problem.

Vinchur & Koppes, 2011    Ethics and General

- Crappy book chapter regarding the history of research and practice in I/O

- Various ways to look at the field, such as the various themes throughout (Zickard & Gibby, 2007 found 4 themes in American I/O work: the field's emphasis on productivity and efficiency, the emphasis on quantification, the focus on selection and individual differences, and the interplay between science and practice), or various conflicts/tensions such as research vs. practice through the years

- Also asks who I/O serves, workers or management, the author states: "Although there is little doubt that the management perspective has been the dominant one in the history of I/O psychology, this does not necessarily mean that I/O psychologists are antiworker" (yes it literally does)