The New Bottom Line Criterion for I-O?
Plus: Institutional Ghosts, Algorithm Backlash, & A New Episode of the Podcast
Men love to wonder, and that is the seed of science. - Ralph Waldo Emerson
From the Show
Join Dr. Ben Butina in this enlightening episode of Department 12 as he engages in a compelling conversation with Dr. Rachel Baghelai. Dr. Baghelai recounts her unconventional journey into the world of Industrial-Organizational (IO) psychology, transitioning from banking to pursuing a graduate program at Elmhurst University. Delving into her evolution within the field, Dr. Bagley shares her shift from employee engagement surveys to becoming a passionate diversity, equity, and inclusion (DEI) consultant.
The episode’s centerpiece is Dr. Bagley’s groundbreaking project at The Kaleidoscope Group, where she discusses the innovative methodology behind validating a DEI survey for the modern workplace. Through key driver analysis, correlations, regression, and factor analysis, she demonstrates how this approach prioritizes inclusivity, diverse demographics, and insightful data analysis. Tune in for a captivating exploration of bridging research and practice in IO psychology and DEI initiatives.
What I-O Folks Are Reading
Selections from published articles, articles in press, and other academic resources.
The Ultimate Criterion
For too long, organizational science has implicitly or explicitly endorsed job performance as the ultimate criterion (or the bottom line for organizational performance). We propose that a broader vision of well-being—or optimal functioning—should be the ultimate criterion. This conceptualization does not preclude performance but rather encompasses performance while including many other important aspects excluded from a narrow and limiting performance perspective.
Well-Being: The Ultimate Criterion for Organizational Sciences. Journal of Business and Psychology.
Like, Let’s Get Outta Here, Scoob!
We address this opportunity by examining organizational ghosts, former organizational members who become the ideal prototype of an organization’s values and identity. Drawing on qualitative data from an organizational merger, our analysis revealed that admired and adored leaders with broad exposure became embodied organizational prototypes. After organizational exit, they became organizational ghosts, institutionalized by associative learning, perpetuated practices, and physical memory work. When activated—either intentionally or organically—these ghosts had “ghostly encounters” (remembered and imagined) with remaining members that safeguarded the organization, comforted organizational members, and devalued alternative value systems.
Organizational Ghosts: How “Ghostly Encounters” Enable Former Leaders to Influence Current Organizational Members. Academy of Management Journal.
Does This Algorithm Make Me Look Cheap?
With regard to signaling theory, we extend prior reasoning in that we corroborate that companies using hiring algorithms send certain signals about their strategy and employee philosophy and, thus, are less attractive for some applicants.
Algorithms in Personnel Selection, Applicants' Attributions About Organizations' Intents and Organizational Attractiveness: An Experimental Study. Human Resource Management Journal.
What Everyone Else is Reading
Articles, books, and resources from the popular business press.
97% is a Lot
Roughly 97% of union members at the three companies voted in favor of authorizing a strike, allowing the union to move forward with a strike if the so-called Big Three automakers “refuse to reach a fair deal,” according to a press release from UAW—though the overwhelming vote in favor of authorization does not mean the union will call for a strike.
UAW Union Approves Potential Strike At Ford, GM And Stellantis—Here’s What A Strike Would Mean. Forbes.
Anxiety & Micromanagement
In my work with corporations, I commonly hear managers say they are stressed because they don’t have enough “self-starters” on their team. But when I analyze their interactions, I find that the same people are often micromanaging their employees by, for example, asking too many questions, checking in too frequently, or giving too much advice.
The Anxious Micromanager. Harvard Business Review.
Meet the New Boss, Same as the Old Boss
In consulting…the established firms are as influential and profitable as ever. Many potential disrupters have come along. Some have failed, some have gained strong niche positions, but none has challenged — let alone toppled — the existing order.
How Professional Services Firms Dodged Disruption. MIT Sloan Management Review.
Amazon Best Sellers: Leadership & Motivation
Links lead to short summaries.
Emotional Intelligence 2.0, Travis Bradberry
How to Win Friends & Influence People, Dale Carnegie
Emotional Intelligence 2.0 (Audiobook), Travis Bradberry
Extreme Ownership: How U.S. Navy Seals Lead & Win, Jocko Willink & Leif Babin
Stop Overthinking: 23 Techniques to Relieve Stress, Stop Negative Spirals, Declutter Your Mind, and Focus on the Present, Nick Trenton
Construct of the Week
A psychological construct relevant to work psychology.
Honeymoon Effect: An increase in job satisfaction immediately after a job change. (Followed, unfortunately, by the hangover effect.)
The Research Quiz
Test your intuition against this research finding.
Researchers analyzed data from workers in Australia and Britain to determine if the honeymoon effect is stronger or weaker for successive job changes. What do you think they found?