SECTION OF PSYCHOLOGY: Research in Aviation Psychology

Viteles, Morris S.

doi:10.1111/j.2164-0947.1945.tb00204.x

Cited by 7 publications

(22 citation statements)

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“…I-O psychology has been forever limited in its influence by the success we had early on with personnel selection validity and the study of individuals and their differences. We are still locked into Morris Viteles's (1932, p. 29) definition of industrial psychology: “Industrial psychology is based on a study of individual differences —of human variability” (italics in the original). This successful focus on individual differences resulted in us doing early research at the individual level of analysis, even when we were studying, for example, organizational climate (Ehrhart, Schneider, & Macey, 2014).…”

Section: Organizations As the Needed Level Of Analysismentioning

confidence: 99%

Being Competitive in the Talent Management Space

Schneider

2018

Ind. Organ. Psychol.

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I have three issues I would like to add to Rotolo et al.’s (2018) arguments for research foci and with which academics must be concerned as we move forward. We must pay attention to all of what Rotolo et al. said plus at least my three additions if we are to compete with other fields playing in the talent management (TM) space. First, I will argue we have become overly concerned in our refereed outlets with theory to the detriment of validity against important organizational outcomes. Second, I will note that industrial and organizational (I-O) psychology has become fixated on individuals and their differences to the almost literal exclusion of research on the psychology of organizational phenomena. Third, I will present an argument for research on reciprocal relationships—on organizations as real systems—in an attempt to counter the left-to-right thinking in all of our research models.

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Section: Organizations As the Needed Level Of Analysismentioning

confidence: 99%

Being Competitive in the Talent Management Space

Schneider

2018

Ind. Organ. Psychol.

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“…Münsterberg was elected department chair in 1900 and was the moving force for the development of Emerson Hall, the Harvard philosophy and psychology building completed in 1905. It is interesting to note in passing that Morris Viteles (1932) stated that Münsterberg directed the laboratory “during the last years of his life” (p. 41). This was hardly the case.…”

Section: The Early Years At Harvardmentioning

confidence: 99%

“…This description is confirmed by others (Hale, 1980). It was this weak empirical base that most likely led to the less-than-positive views of the next generation of industrial–organizational (I-O) psychologists as represented by Viteles, Kornhauser, and others (e.g., Kornhauser & Kingsbury, 1924; Viteles, 1932).…”

Section: The Early Years At Harvardmentioning

confidence: 99%

Hugo Münsterberg: Victim or visionary?

Landy¹

1992

Journal of Applied Psychology

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Historical treatments of Hugo Münsterberg have been less than adequate. Münsterberg was an early leader in the application of psychology in business and industry, was central to the development of psychology as a science in the United States, and wrote and spoke on a broad range of issues. This article covers his contributions and examines possible reasons for his obscurity. Among those reasons are the various transitions occurring in psychology during his active period, his own personal characteristics, the tension between the United States and Germany before World War I, and his untimely death. Although Münsterberg has name recognition among contemporary industrial–organizational psychologists, few are aware of his substantive contributions to the field. This article is intended to enhance that awareness.

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“…Why does that person have different hours, enjoy more recognition, or seem to get promoted faster? Work psychologists have long known that individuals with the same job can experience different working conditions (Viteles, 1932). Many factors contribute to such differences.…”

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confidence: 99%

Uncovering Missing Voices: Invisible Aspects of Idiosyncratic Deals (I-Deals)

Simosi

Aldossari

Chaudhry

et al. 2022

Group & Organization Management

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To provide context for this special issue’s eight articles, we review the lenses adopted in i-deals research and its findings and then address under-studied aspects of i-deals. Part of the societal trend toward customization of employment arrangements, the i-deals workers negotiate for themselves are the subject of a growing body of research. We observe that i-deals research investigates both antecedents and consequences of i-deals at levels from the individual and dyad to team and organization. Numerous theories have been applied to explain i-deal phenomena beginning with social exchange theory in its initial research to social comparison and diverse theories regarding human needs and values. Employers are known to use i-deals to attract, motivate, and retain workers, while employees pursue i-deals to better their work lives and career opportunities. Although the positive effects of i-deals for organizations and i-dealers alike are well-documented, potential negative effects are under-studied. Moreover, white collar workers in developed countries are the recurrent focus in i-deals research to the neglect of other occupations and societies. In this article and special issue, we seek insights regarding understudied aspects of i-deals to deepen investigation into their myriad manifestations and effects.

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SECTION OF PSYCHOLOGY: Research in Aviation Psychology

Cited by 7 publications

References 0 publications

Being Competitive in the Talent Management Space

Being Competitive in the Talent Management Space

Hugo Münsterberg: Victim or visionary?

Uncovering Missing Voices: Invisible Aspects of Idiosyncratic Deals (I-Deals)

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