Expanding the I-O psychology mindset to organizational success

The paper proposes that industrial-organizational (I-O) psychology will benefit greatly from expanding our research focus from predominantly individual differences to studying organizational differences. We argue here that an increased organizational frame of reference on variables of interest to I-O psychology (e.g., selection, job design, performance management (PM), work motivation) is important because it will enhance our understanding of organizational behavior and make I-O research more effective in practice. After noting some organizational-level research already being done, several examples are provided for how an organizational mindset and methods can provide new insights into traditional areas of I-O effort. Also discussed is how methodological issues that may have constrained the study of organizational differences in the past and the potential new issues such research may yield can be addressed. We conclude that the future maintenance and enhancement of the I-O psychology brand as a science–practice profession requires enhanced attention to the organization level of analysis as our frame of reference for research.https://doi.org/10.1017/iop.2022.2

Analyzing Jobs for Performance Measurement

Job analysis is the cornerstone for all personnel practices. It provides the building blocks for criterion development and personnel selection, training needs analysis, job design or re-design, job evaluation, and many other human resources management activities. For Project A, it was the foundation for the development of multiple measures of performance for a representative sample of jobs at two different organizational levels

Models of Supervisory Job Performance Ratings

Proposed and evaluated in this research were causal models that included measures of cognitive ability, job knowledge, task proficiency, 2 temperament constructs (achievement and dependability), awards, problem behavior, and supervisory ratings. The models were tested on a sample of 4,362 US Army enlisted personnel in 9 different jobs. Results of LISREL analyses showed partial confirmation of J. E. Hunter\u27s (1983) earlier model, which included cognitive ability, job knowledge, task proficiency, and ratings. In an expanded model of supervisory ratings, including the other variables mentioned, technical proficiency and ratee problem behavior had substantial direct effects on supervisory ratings. Ratee ability, job knowledge, and dependability played strong indirect roles in this rating model. The expanded model accounted for more than twice the variance in ratings in the present research than did Hunter\u27s variables alone

Performance Management at AbbVie: Building a High-Performing Culture

This case study describes design and implementation of the performance management process (PMP) at AbbVie, a global, research-based biopharmaceutical company with approximately 30,000 employees worldwide; it is dedicated to developing and delivering a consistent stream of innovative new medicines. Following its separation from Abbott in 2013, over the course of 5 years AbbVie built a tailor-made PMP, guided by scientific knowledge of human behavior and the unique cultural imperatives of the new company. This case study demonstrates how traditional human resources tools can be used to create a culture of high performance and innovation. The company posits that business strategy, culture, and leadership precede any system design considerations and need to be primary drivers of these. The success of implementation is in the vertical and horizontal integration of all the elements of the performance management (PM) system. The chapter discusses the challenges and key principles of PMP design in a global matrixed organization and shares the company’s perspectives on the successes, opportunities, and future directions of the AbbVie PMP evolution

Examination of Race and Sex Effects on Performance Ratings

The effects of rater source, rater and ratee race, rater and ratee sex, and job type were investigated on ratings collected for 8,642 first-term Army enlisted personnel. Ratings were made on 10 behaviorally based dimensions developed for evaluating all first-term soldiers. Results of between-Ss analyses similar to those conducted in past research revealed significant main effects and interactions for sex, race, rater source, and job type, but the variance accounted for by these effects was minimal. Repeated measures analyses were also performed, with each ratee evaluated by one Black and one White rater for the race effects analyses and one female and one male rater for the sex effects analyses. These analyses, which unconfounded rater bias and actual performance differences, yielded results similar to those obtained with the between-Ss design. Implications of the findings are discussed