Bridging the Gap Between the Science and Practice of Psychology in Organizations: State of the Practice Reflections

Church, Allan H.

doi:10.1007/s10869-011-9229-2

Cited by 7 publications

(7 citation statements)

References 20 publications

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“…Over the last several decades, there has been a steady stream of dialogue about the “science–practice” gap within our profession and how I-O psychology has been losing its relevancy and impact (Anderson, Herriot, & Hodgkinson, 2001; Church, 2011; Lawler, 1971; Pietersen, 1989). Many of these discussions frame our declining or lack of relevance against a growing gap between science and practice.…”

Section: Background: How Did We Get Here?mentioning

confidence: 99%

Putting an End to Bad Talent Management: A Call to Action for the Field of Industrial and Organizational Psychology

Rotolo

Church

Adler³

et al. 2018

Ind. Organ. Psychol.

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Organizations are undergoing unprecedented transformation in the area of talent management (TM). Companies are rapidly adopting new tools and approaches in a variety of what has traditionally been core areas of industrial and organizational (I-O) psychology such as performance management, employee attitudes, recruiting, testing and assessment, and career development. Increasingly, however, these new approaches have little to no research backing behind them, and they do not tend to be the focus of I-O psychology theory and research. We call this trend anti-industrial and organizational psychology (AIO), as we believe these forces to do not advance the field for long-term strategic impact. We present a framework that describes how AIO practices are adopted by organizations, and how I-O psychologists often gravitate away from these practices rather than actively help to separate the wheat from the chaff. We found support for our hypothesis through a brief analysis of Industrial and Organizational Psychology: Perspectives on Science and Practice, the peer-reviewed journal of the Society of Industrial and Organizational Psychology (SIOP). In this analysis, we found that only 10% of the focal articles from 2008 to 2016 represented topics that we call frontier—emerging areas in organizations but where there is no research support for them. We propose a set of recommendations for the field of I-O psychology and call for a more strategic approach to identifying and vetting new TM trends in order to increase the relevancy and impact of I-O psychology for our key stakeholders.

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Section: Background: How Did We Get Here?mentioning

confidence: 99%

Putting an End to Bad Talent Management: A Call to Action for the Field of Industrial and Organizational Psychology

Rotolo

Church

Adler³

et al. 2018

Ind. Organ. Psychol.

Self Cite

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“…As most of the literature on employee engagement is opinion-based rather than evidence-based (Shuck and Wollard, 2010), academics and practitioners have divergent delineations of employee engagement. Practitioners were concerned with the outcomes of employee engagement and were far ahead in measuring it but were far behind in developing a well-defined construct (Church, 2011). Academic writings have also been censured for lacking any practical relevance.…”

Section: Literature Reviewmentioning

confidence: 99%

Development of employee engagement measure: experiences from best companies to work for in India

Shrotryia

Dhanda

2020

MBE

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Purpose Employee engagement has become a hot topic among the global workforce. Both academicians and practitioners tout engagement to have a positive impact on individual and organizational performance. However, despite the enhanced interest, the stagnant engagement levels worldwide pose a grave concern for the researchers. Numerous overlapping and inconsistent definitions of employee engagement lead to a conceptual chaos resulting in poor operationalization of the construct. The purpose of this paper is to develop a multi-dimensional measurement tool for employee engagement based on the evidences from the best companies to work for in India. Design/methodology/approach Interviews with the top management of the 15 best companies are used for the generation of items using grounded theory methodology. These items are then subjected to content validity assessment by six domain experts. The scale is administered to the middle-level employees of five companies (n = 332) through questionnaire for exploratory and confirmatory factor analysis, reliability assessment and initial evidences for convergent and discriminant validity. Findings The study aimed at developing and validating an employee engagement assessment instrument, which is well-grounded in theory and built on the conceptual framework proposed by both academicians and practitioners and rigorously tested for its psychometric properties to ensure the precise measurement of employee engagement. A 3-factor/16 item employee engagement measurement tool is the finding of this study, which attempts to bridge the incongruity between the academic and industrial view on employee engagement. Originality/value Looking at the dearth of measurement tools built in developing countries and with the intent of resolving the issues related with cultural differences in the application of western assessment tools, the developed scale made a notable contribution to engagement theory with prime focus in the Indian context. The three dimensions of employee engagement-alignment, affectiveness and action- orientation- are in a form and language, that is, comprehensible and consequential for practitioners enabling them to take a closer look at the critical engagement elements that align with the organization's human capital strategy and foster improved performance.

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“…Special issues of journals on this theme continue to be published, but now they often include contributions by practitioner-scholars as well as academics. One recent example is a special issue of the Journal of Business and Psychology entitled 'Bridging the gap between the science and practice of psychology in organizations: state of the practice reflections' (Church, 2011). There is an active evidence-based management movement (Rousseau, in press), blog (http://www.evidencebased-management.com/) and listserve, and practitioners, as well as academics, are active contributors.…”

Section: Rigour Versus Relevancementioning

confidence: 99%

What Has Happened to Mode 2?

Bartunek¹

2011

British J of Management

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Bridging the Gap Between the Science and Practice of Psychology in Organizations: State of the Practice Reflections

Cited by 7 publications

References 20 publications

Putting an End to Bad Talent Management: A Call to Action for the Field of Industrial and Organizational Psychology

Putting an End to Bad Talent Management: A Call to Action for the Field of Industrial and Organizational Psychology

Development of employee engagement measure: experiences from best companies to work for in India

What Has Happened to Mode 2?

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