This study presents a meta-analysis synthesizing the existing research on the effectiveness of workplace coaching. We exclusively explore workplace coaching provided by internal or external coaches and therefore exclude cases of manager-subordinate and peer coaching. We propose a framework of potential outcomes from coaching in organizations, which we examine meta-analytically (k = 17). Our analyses indicated that coaching had positive effects on organizational outcomes overall ( = 0.36), and on specific forms of outcome criteria (skillbased  = 0.28, affective  = 0.51; individual-level results  = 1.24). We also examined moderation by a number of coaching practice factors (use of multi-source feedback; type of coach; coaching format; longevity of coaching). Our analyses of practice moderators indicated a significant moderation of effect size for type of coach (with effects being stronger for internal coaches compared to external coaches) and use of multi-source feedback (with the use of multisource feedback resulting in smaller positive effects). We found no moderation of effect size by coaching format (comparing face-to-face, with blended face-to face and e-coaching) or duration of coaching (number of sessions or longevity of intervention). The effect sizes give support to the potential utility of coaching in organizations. Implications for coaching research and practice are discussed.Keywords: Coaching; Coaching Effectiveness; Learning and Performance; Meta-analysis Effectiveness of Workplace Coaching 3 Practitioner Points  Our meta-analysis supports the positive effects of workplace coaching as an approach to employee learning and development in organizations, with a variety of criteria  Our findings indicate that coaching was more effective when conducted by internal coaches and when multi-source feedback was excluded  Workplace coaching was effective whether conducted face-to-face or using blended techniques (i.e. blending face-to-face with e-coaching). The Effectiveness of Workplace Coaching: A Meta-analysis of Learning and Performance Outcomes from CoachingIs workplace coaching effective in terms of delivering individual learning and development, and improvements in performance and results for organizations? Despite the huge growth in the use of coaching as a strategy for employee learning and development (ICF, 2012), there remains a paucity of scientific evidence examining its benefits for organizations, coupled with a generally poor specification of the types of outcomes that can be expected from coaching.In this study, we report a meta-analysis of the effects of coaching on performance, and other learning and development outcome criteria. We also examine moderators of these effects, focusing on the techniques and features of specific coaching interventions. Our systematic review of studies evaluating the benefits of coaching in organizations advances the literature in three main ways. First, we address problems of criterion specification in the coaching literature by proposing and examini...

SummaryTo account for the double‐edged nature of demographic workplace diversity (i.e,. relational demography, work group diversity, and organizational diversity) effects on social integration, performance, and well‐being‐related variables, research has moved away from simple main effect approaches and started examining variables that moderate these effects. While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work. Using the Categorization‐Elaboration Model as our theoretical lens, we review variables moderating the effects of workplace diversity on social integration, performance, and well‐being outcomes, focusing on factors that organizations and managers have control over (i.e., strategy, unit design, human resource, leadership, climate/culture, and individual differences). We point out avenues for future research and conclude with practical implications. © 2015 The Authors. Journal of Organizational Behavior published by John Wiley & Sons, Ltd

The convergence on the Big Five in personality theory has produced a demand for efficient yet psychometrically sound measures. Therefore, five single‐item measures, using bipolar response scales, were constructed to measure the Big Five and evaluated in terms of their convergent and off‐diagonal divergent properties, their pattern of criterion correlations and their reliability when compared with four longer Big Five measures. In a combined sample (N = 791) the Single‐Item Measures of Personality (SIMP) demonstrated a mean convergence of r = 0.61 with the longer scales. The SIMP also demonstrated acceptable reliability, self–other accuracy, and divergent correlations, and a closely similar pattern of criterion correlations when compared with the longer scales. It is concluded that the SIMP offer a reasonable alternative to longer scales, balancing the demands of brevity versus reliability and validity. Copyright © 2005 John Wiley & Sons, Ltd.

The literature on policies, procedures, and practices of diversity management in organizations is currently fragmented and often contradictory in highlighting what is effective diversity management, and which organizational and societal factors facilitate or hinder its implementation. In order to provide a comprehensive and cohesive view of diversity management in organizations we develop a multilevel model informed by the social identity approach that explains, on the basis of a work motivation logic, the processes by, and the conditions under which employee dissimilarity within diverse work groups is related to innovation, effectiveness, and well-being. Building on this new model, we then identify those work group factors (e.g., climate for inclusion and supervisory leadership), organizational factors (e.g., diversity management policies and procedures, and top management's diversity beliefs) and societal factors (e.g., legislation, socio-economic situation, and culture) that are likely to contribute to the effective management of diversity in organizations. In our discussion of the theoretical implications of the proposed model we offer a set of propositions to serve as a guide for future research. We conclude with a discussion of possible limitations of the model and practical implications for managing diversity in organizations.

We present a targeted review of recent developments and advances in digital selection procedures (DSPs) with particular attention to advances in internet-based techniques. By reviewing the emergence of DSPs in selection research and practice, we highlight five main categories of methods (online applications, online psychometric testing, digital interviews, gamified assessment and social media). We discuss the evidence base for each of these DSP groups, focusing on construct and criterion validity, and applicant reactions to their use in organizations. Based on the findings of our review, we present a critique of the evidence base for DSPs in industrial, work and organizational psychology and set out an agenda for advancing research. We identify pressing gaps in our understanding of DSPs, and ten key questions to be answered. Given that DSPs are likely to depart further from traditional nondigital selection procedures in the future, a theme in this agenda is the need to establish a distinct and specific literature on DSPs, and to do so at a pace that reflects the speed of the underlying technological advancement. In concluding, we, therefore, issue a call to action for selection researchers in work and organizational psychology to commence a new and rigorous multidisciplinary programme of scientific study of DSPs.

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Diversity has the potential to significantly benefit organizations by leading to positive work outcomes when diversity 'works'. Unfortunately, not only is our knowledge limited as to the necessary conditions and the mechanisms by which diversity affects individual, work performance and organizational outcomes, but we still know very little about which diversity management practices are most effective in promoting positive outcomes. We analyse the literature on diversity and its management, and describe how the seven papers included in this section advance our understanding of what organizations can do to get diversity at work to work. Our discussion points to the need for more research on how diversity at multiple levels affects work and organizational outcomes; the development of integrative theory which takes into account that diversity might not only engender separation and variety but also disparity; as well as to the need for more empirical attention to the climates or cultures that facilitate the positive effects of diversity on work and organizational outcomes. We suggest that future research should also identify those people management practices that are most powerful in the creation of a positive diversity climate, and the factors that moderate and underlie its effects on work and organizational outcomes. We conclude with proposals about how this might be achieved.

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