Psychology in Organizations

This book deals with two key questions. First, is there a firm scientific basis for the major applications of psychology in organizations? Second, does the practice of psychology in organizations contribute in any meaningful way to psychological research? This text attempts to answer these questions by describing some of the unique ways in which Industrial/Organizational (I/O) psychologists integrate science and practice in applying psychology in organizations. The editors of this volume believe that there is great potential for the effective interplay of science and practice in I/O psychology. Aware, however, that much work must still be done before a truly effective integration can be achieved and maintained, they have created a text that offers specific suggestions for improvement as well as many examples of successful integration. Psychology in Organizations explores the unique relationship between science and practice within industrial/organizational psychology. The contributors seek to answer two main questions: * Is there a firm scientific basis for the major applications of psychology in organizations? * Does the practice of psychology in organizations contribute in any meaningful way to psychological research? After an initial examination of the industrial/organizational psychologist as a scientist and practitioner, Psychology in Organizations looks at specific roles played in such issues as job performance and productivity, sexual harassment, drug abuse, and drug testing. A final chapter looks at both the past and future of the field and suggests future applications.

Contents: E.A. Fleishman, Foreword. Section One:The Scientist-Practitioner Model: Problems and Prospects. J. Lapointe, Industrial/Organizational Psychology: A View From the Field. R.M. McIntyre, Our Science and Practice: The Ghost of Industrial/Organizational Psychology Yet to Come. K.R. Murphy, F.E. Saal, What Should We Expect From Scientist- Practitioners? Section Two:Science and Practice in Personnel Psychology. K.J. Williams, J.R. Lillibridge, The Identification of Managerial Talent: A Proactive View. R.F. Goldsmith, Utility Analysis and Its Application to the Study of the Cost-Effectiveness of the Assessment Center Method. J.N. Cleveland, G.C. Thornton, III, Use of Simulations in Management Development: Reciprocity Between Science and Practice. W.K. Balzer, L.M. Sulsky, Performance Appraisal Effectiveness. K.R. Murphy, Job Performance and Productivity. Section Three:Science and Practice in Organizational Psychology. W.R. Freytag, Organizational Culture. R.A. Baron, Conflict in Organizations. F.E. Saal, Sexual Harassment in Organizations. L.D. Reid, K.R. Murphy, D.H. Reynolds, Drug Abuse and Drug Testing in the Workplace. Section Four:The Past and Future of Science and Practice in I/O Psychology. J.M. Madden, Where Have We Been and Where are We Going?