Case Studies in I-O Psychology
Practical Applications of Science
Series: The SIOP Organizational Frontiers Series;
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Product details:
- Publisher OUP USA
- Date of Publication 3 March 2026
- ISBN 9780197692257
- Binding Paperback
- No. of pages536 pages
- Size 233x158x37 mm
- Weight 658 g
- Language English 692
Categories
Short description:
Twenty cases studies are presented that show how I-O psychologists create programs backed by theory and research to address real-world issues in organizations. The cases are diverse and cover several areas of the discipline: the selection of people for jobs, the development of leaders, the facilitation of inclusion and belongingness, as well as cases that show how technology is being deployed in our work, and how we can promote safe and healthy workplaces. These twenty case studies are supplemented by reflection chapters by some of the leading scholars in each of the five areas.
MoreLong description:
As a discipline, industrial-organizational (I-O) psychology has long embraced its role as both a science and a practice; the field is a personification of the scientist-practitioner model. However, the translation of new science into accepted practice can be challenging, and the field often wrestles with the best way to motivate a rich dialogue across the breadth of the field, from science to practice. The editors of this book believe that case studies are an underutilized resource for enriching this dialogue.
In this volume are assembled 20 cases that show how I-O psychologists created programs backed by theory and research to address real-world issues in organizations. The cases are diverse and cover several areas of this discipline: how we select people to fill jobs, develop leaders, and facilitate inclusion and belongingness; as well as cases that show how technology is being deployed in our work, and how we can promote safe and healthy workplaces.
This book is an important tool in educating future I-O psychologists in the application of science in our practice. It is also a useful guide for practitioners, providing insight into how various interventions have been implemented successfully and the lessons that were learned along the way. Throughout the book, the underlying premise is that science and practice are interdependent parts of a cycle, where each piece informs the other - a cycle that, when balanced, leads to more effective organizational programs and triggers new questions to be answered by our research.
Table of Contents:
Chapter 1 Praxis: The Science - Practice Circle, Rick Jacobs,Douglas H. Reynolds
Section 1: Selecting Talent into Organizations
Chapter 2. The Development of an Employee Value Proposition: A Case Study in the Quick Service Restaurant Industry, William Shepherd
Chapter 3. Building the Plane After Takeoff: Quickly Deploying an Assessment and Improving It Later Carter Gibson, Andrew Lam, Marc Cubrich, Daly Vaughn
Chapter 4. PepHire: PepsiCo's First and Only Global External Selection Program, Gina A. Seaton, Allan H. Church, Ariel A. Roberts, and Deborah Lee
Chapter 5. Talent Management in Elite Sports: Assessing, Selecting, and Developing Talent in the NFL Using an I-O Lens, Elliott Larson, Harold Goldstein, Annalissa Thomas, Kenneth Yusko, and Charles Scherbaum
Chapter 6. Thoughts About Selection Systems, Milton Hakel
Section 2: Assessing and Developing Leaders
Chapter 7. A Crash Course in Pulse Surveys: Is More Feedback Always Better? Matt I. Brown
Chapter 8. Creating a High-performance Culture with Strategic 360 Feedback: A 13-year Case Study, Dale S. Rose
Chapter 9. Now you know but knowing is not even half the battle: Using an ongoing feedback instrument to ensure training transfer of leadership skills, Alexander R. Schwall
Chapter 10. Implementing Leadership Assessment Globally: A Pharmaceutical Case Study James A. Scrivani, Seymour Adler
Chapter 11. Riggio Assessment-Driven Leadership Development: Case Commentary Ronald E. Riggio
Section 3: Enhancing Workplace Health and Wellness
Chapter 12. Enhancing Medical Provider Teamwork: The TeamSTEPPS Story, David P. Baker, Andrea M. Amodeo, and Eduardo Salas
Chapter 13. Incorporating Measures of Professional Competencies in High-Volume, High-Stakes Assessments, Rebecca Fraser, Bethany Bynum, Dana Dunleavy, Scott Oppler, and Cheryl Paullin
Chapter 14. Family-Supportive Supervisor Training to Reduce Work-Family Conflict in a Policing Context, Jennifer Rineer, Sarah Laskowitz, Leslie Hammer, Ellen Ernst Kossek, Matthew Lunn
Chapter 15. Health and Wellness Interventions: How Industrial-Organizational Psychology Can Make a Difference Tammy D. Allen
Section 4: Managing Diversity, Equity, Inclusion, and Belongingness
Chapter 16. DEIB Workforce Research: Embedding Inclusion Across the Research Lifecycle, Amanda Anderson, Jamie Severt, Melissa Bleiberg, Ekaete Bailey, and Robert Calderón
Chapter 17. A Comprehensive Approach: Cultural Awareness, Diversity, Equity, Inclusion, Accessibility and Belonging Framework, Shelly McDowell-Porter
Chapter 18. The Development of an Integrative Team Belonging Training, Nohelia Argote, Jennifer Feitosa, and M. Gloria González-Morales
Chapter 19. Going beyond metrics to actionable insights on diversity, equity and inclusion: It's the behaviours that matter, Hani Nabeel and Eugene Burke
Chapter 20. Developing a Code of Conduct for Diversity, Equity, and Inclusion: A Case Study, Kristen D. Eggler and Victoria P. Mattingly
Chapter 21. DEI Commentary: Evidence-Based DEI Practice, Denise M. Rousseau
Section 5: Integrating Technology and Artificial Intelligence
Chapter 22. Framework for Matching Leaders' Challenges with Leadership Development A Case Study of AI in Action, Ramya Balakrishnan, Scott Tonidandel, Stephen Young, and Jean Brittain Leslie
Chapter 23. Introducing and Maintaining Machine Learning Selection Systems, Emily D. Campion and Michael A. Campion
Chapter 24. Innovations in Inclusivity: A Neurodiversity-Focused Approach to Hiring, Colin Willis and Belinda Williams
Chapter 25. Not All Are Created Equally: Highly Specific Versus Broadly Generalizable Models, Cari Gardner, Joshua Liff, and Nathan Mondragon
Chapter 26. Using Artificial Intelligence to Support Human Resources: Balances Amid Uncertainty, Richard N. Landers
Section 6: Conclusions
Chapter 27. Lessons Learned from Case Studies, Douglas H. Reynolds and Rick Jacobs
