Industrial and Organizational Psychology Commons^™

Compensation, Megan Paul

Umbrella Summaries

What is compensation?

For the purposes of this review, compensation is defined in two primary ways: a) pay and b) pay satisfaction. Pay refers to “the amount of money an individual receives for their job” (Rubenstein et al., 2017, p. 6). It is sometimes measured as the exact amount or in terms of pay levels (Judge et al., 2010). Pay satisfaction is about an employee’s feelings about their pay, either in general or in terms of more specific aspects. Depending on how it is measured, pay satisfaction often also includes feelings about benefits, which might be more appropriately called compensation …

Diversity And Inclusion Climates, Megan Paul

Umbrella Summaries

What are diversity and inclusion climates?

Diversity climate and inclusion climate are separate but related concepts, and there are various definitions of each. For the purposes of this review, diversity climate refers to “employees’ shared perceptions that an employer utilizes fair personnel practices and socially integrates underrepresented employees into the work environment” (McKay et al., 2008, p. 350). Inclusion climate goes one step farther to value and leverage diversity, such that “individuals of all backgrounds—not just members of historically powerful identity groups—are fairly treated, valued for who they are, and included in core decision making” (Nishii, 2013, p. 1754). A …

Technology, Case Practice, And Turnover: Early Findings From Virginia, Quality Improvement Center For Workforce Development

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Listening sessions conducted by Virginia Department of Social Services (VDSS) staff with child welfare staff across the state and exit survey results from the 120 local departments of social services (LDSS) found that the biggest complaint among caseworkers, particularly those leaving their jobs, was the lack of technological supports and flexibility to help them complete administrative tasks more quickly. VDSS, in partnership with the Quality Improvement Center for Workforce Development (QICWD), designed a multi-phase case-supportive technology intervention to help child welfare caseworkers complete their case notes and other administrative tasks required as part of their job. The goals of the …

Untapped Potential For Child Welfare Administrative Data, Dana Hollinshead

QIC-Takes

Although a lot of data are captured through child welfare management information systems, there is much we still need to learn about the experiences of children and families involved in child protective services, and especially why some fare better than others. This is especially true with respect to dynamics that may influence caseworkers’ decisions, actions, and case outcomes. For example, are there certain caseworkers or service providers who are more effective in engaging families? Is there something about the type or dosage of services that makes a difference? Which workers or supervisory units are more likely to place a child …

Worker Turnover Is A Persistent Child Welfare Challenge--So Is Measuring It, Megan Paul, Courtney Harrison, Jonathan Litt, Michelle Graef

QIC-Takes

Turnover and other workforce challenges for child welfare professionals have been the subject of attention for many years. Consider this statement from a study published by the Children’s Bureau in 1960, “Turnover of staff in social agencies has been a serious concern of agency administrators for at least the past 10 years. Repeatedly, at conferences and in the professional journals, the complaint has been heard that staff turnover (1) handicaps the agency in its efforts to provide effective social services for clients; (2) is costly and unproductively time consuming; and (3) is responsible for the weary cycle of recruitmentemployment-orientation-production-resignation …” …

Supervision In A Virtual Workplace, Cynthia F. Parry

QIC-Takes

Some agencies have increased their use of telework due to office closures, a desire to decrease their carbon footprint, or because of the pandemic. This can add stress on supervisors as they have to manage staff virtually. Remote supervision requires changes in communication (both styles and tools) which can result in staff feeling micromanaged or neglected. Navigating these and other issues have been difficult for many child welfare agencies. The QIC-WD sites, like other child welfare agencies around the country, pivoted to virtual supervision quickly due to the pandemic. Most supervisors were unprepared for managing a virtual workforce and are …

Addressing Work-Related Traumatic Stress Nebraska - Theory Of Change, Quality Improvement Center For Workforce Development

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Several workforce challenges were discussed as opportunities for intervention during the needs assessment process conducted partnership with the Nebraska Department of Children and Family Services’ (DCFS) to address child welfare workforce turnover. Through a series of steps and causal links, a theory of change provides a roadmap to address the root causes of an identified workforce problem and describes how and why changes are expected to lead to the desired outcomes. Ultimately, two theories of change were developed to step through the “if, then” logic:

1. building resiliency skills within child welfare workers and supervisors; and
2. implementing a debriefing protocol focused …

Organizational Change Process Milwaukee - Theory Of Change, Quality Improvement Center For Workforce Development

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Through a series of steps and causal links, a theory of change provides a roadmap to address the root causes of an identified workforce problem and describes how and why changes are expected to lead to the desired outcomes. In Milwaukee, the theory of change was driven by the results of the Organizational Social Context (OSC) Measure administered during the needs assessment process. More specifically, the OSC showed that there were several aspects of both culture and climate that were in need of improvement, including 1) a hierarchical and rigid decision-making structure, 2) high role conflict and change resistance within …

Worker Experience A Year Into Covid: Job Demands And Resources In The Philippines, Emerald Jay D. Ilac, Jaimee Felice Caringal-Go, Ma Tonirose De Guzman Mactal, Mendiola Teng-Calleja

Psychology Department Faculty Publications

This study aimed to examine the positive and negative job characteristics that impact employees’ working experience in a country located in the Global South during the COVID-19 pandemic using the job demands and resources (JDR) theory as a framework. Data collection happened approximately one year after the onset of the COVID-19 pandemic in the Philippines. Data came from a qualitative online survey of 122 workers which was then subjected to thematic analysis. For both demands and resources, four superordinate themes emerged: intrapersonal, interpersonal, work or task-related, and organization- related. Intrapersonal job demands included health and safety, and the complexity of …

Evaluating Job Redesign: Strategies And Preliminary Findings From Louisiana, Quality Improvement Center For Workforce Development

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The Louisiana Department of Children and Family Services, Child Welfare Division (CWD), in partnership with the Quality Improvement Center for Workforce Development (QIC-WD) conducted a needs assessment of their child welfare system. The needs assessment indicated high caseloads and administrative tasks were barriers to caseworkers’ ability to support families, engage clients, determine root causes of maltreatment, and implement timely services. Furthermore, surveys conducted with caseworkers revealed that they perceived their jobs as highly complex - requiring a wide range of tasks, a variety of specialized skills, and a high degree of information processing. These findings resulted in CWD and the …

Workplace Incivility, Megan Paul

Umbrella Summaries

What is workplace incivility?

Workplace incivility refers to “low-intensity deviant behavior with ambiguous intent to harm the target, in violation of workplace norms for mutual respect. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of regard for others” (Anderson & Pearson, 1999, p. 457). Though there is some conceptual and empirical overlap between incivility and ostracism, bullying, and abusive supervision, incivility is considered distinct (Yao et al., 2021). Incivility has been examined from the perspective of both the victim and the instigator, exploring factors related to being the target of incivility and factors related to engaging in uncivil …

Frontline Job Redesign Louisiana - Implementation Overview, Quality Improvement Center For Workforce Development

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The Implementation Team

The QIC-WD worked with the Louisiana Department of Children and Family Services (DCFS), Child Welfare Division (CWD) to establish an Implementation Team to lead the development and implementation of their intervention. The Implementation Team included the Site Implementation Manager (SIM); the project Training and Coaching Specialist; the Data Coordinator; representatives from Human Resources (HR), Civil Service and the Department’s training unit; representatives from the intervention parishes (from administrators to frontline workers); and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation). Members were selected for their leadership abilities, knowledge, experience, and their willingness …

Behavior Modeling Training, Megan Paul

Umbrella Summaries

What is behavior modeling training?

Behavior modeling training (BMT) involves the following five steps: “(a) describing to trainees a set of well-defined behaviors (skills) to be learned, (b) providing a model or models displaying the effective use of those behaviors, (c) providing opportunities for trainees to practice using those behaviors, (d) providing feedback and social reinforcement to trainees following practice, and (e) taking steps to maximize the transfer of those behaviors to the job” (Taylor et al., 2005, p. 692). BMT can be used to train a variety of skills, from interpersonal skills like conflict management, interviewing, assertive communication, and …

Signaling In Training, Megan Paul

Umbrella Summaries

What is signaling?

In a learning environment, signaling refers to cues that direct learners’ attention to specific instructional content or that emphasize how the content is organized (van Gog, 2014). Signals can be verbal (oral or written) or visual (static or dynamic images or graphics). More commonly studied examples include:

signals in written materials: underlining, italics, bold, highlighting, outlines, headings, overviews, and summaries

signals in visual materials: arrows, circles, flashing, color coding, spotlighting (graying out some content), zooming in on key content, and gestures of pedagogical agents

When signals are used only in written text (i.e., without accompanying visuals), they …

Secondary Traumatic Stress (Sts) – Its Impact On The Child Welfare Workforce And Strategies For Agencies To Address It, Quality Improvement Center For Workforce Development

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Secondary traumatic stress (STS) can mimic symptoms of post-traumatic stress disorder (PTSD) (Bride, 2007). These symptoms include having dreams and flashbacks of the traumatic event, avoiding activities or places that might remind someone of the traumatic event, having sleep issues, being irritable, difficulty concentrating, or being hypervigilant. In this video, child welfare staff share how the trauma they experience as part of their job affects them, including physical and emotional reactions and the desire to leave the field. Unfortunately, experiencing STS is very common among the child welfare workforce. Although child welfare is not the only profession that is exposed …

Organizational Change Process Milwaukee - Implementation Overview, Quality Improvement Center For Workforce Development

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Implementation Team

The QIC-WD worked with the Division of Milwaukee Child Protective Services (DMPCS) to establish an implementation team to lead the development and implementation of the workforce project. The implementation team was composed of representatives from Human Resources; Quality Assurance; DMCPS frontline staff, supervisors, and administrators; Department of Children and Families state office leaders, the Site Implementation Manager (SIM), and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation).

The implementation team met monthly, face-to-face for the first year of the project. During these meetings, the SIM led the team in discussions about intervention development, implementation …

Improving The Child Welfare Workforce Through Training: Common Questions And Evidence-Informed Answers From The Qic-Wd, Quality Improvement Center For Workforce Development

QIC-Tips

Training is often the first intervention child welfare agencies use to address critical workforce development issues. This QIC-Tip aims to answer child welfare agency leaders’ questions about effective training strategies to increase knowledge, enhance skills, and improve job performance. Answers are drawn from the QIC-WD Umbrella Summaries which present a synopsis of the published meta-analyses of specific workforce topics.

What broad-based training approaches can improve employee learning outcomes and job performance?

Coaching uses a structured learning process, over time, to help the learner reach specific goals. Meta-analytic research on the use of professional coaches (not managers or experienced coworkers) …

Organizational Change Process Milwaukee - Site Overview, Quality Improvement Center For Workforce Development

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The Division of Milwaukee Child Protective Services (DMCPS) of the Wisconsin Department of Children and Families (DCF) has approximately 185 State employees, responsible for the delivery of child protective services and ongoing case management services through contract agencies in Milwaukee County. DMCPS performs intake and investigative functions, while ongoing casework is managed by partner agencies in the community.

The majority of DMCPS staff work in the Access Section (hotline) and the Initial Assessment Bureau (IAB). Within the IAB was a constellation of Initial Assessment Specialists (IAS), mentors, supervisors, and program directors, who are led by the Bureau Director. While the …

Self-Explanation In Training, Megan Paul

Umbrella Summaries

What is self-explanation?

Self-explanation is “a process by which learners generate inferences about causal connections or conceptual relationships” (Bisra et al., 2018). It involves pausing to think more deeply about instructional content, to better connect it with prior knowledge or to check for understanding. Self-explanations can be prompted (through specific instructions or questions) or unprompted (done spontaneously by a learner). Prompts can include instructions to explain, open-ended questions, or closed-ended questions such as multiple choice (Bisra et al., 2018). There is no one type of self-explanation. Examples include providing rationale for a decision or belief and explaining a concept, process, …

A Test Of Expectancy Theory And Demographic Characteristics As Predictors Of Faking And Honesty In Employment Interviews, Jordan L. Ho, Deborah Powell

Personnel Assessment and Decisions

Job applicants vary in the extent to which they fake or stay honest in employment interviews, yet the contextual and demographic factors underlying these behaviors are unclear. To help answer this question, we drew on Ellingson and McFarland’s (2011) framework of faking based in valence-instrumentality-expectancy theory. Study 1 collected normative data and established baseline distributions for instrumentality-expectancy beliefs from a Canadian municipality. Results indicated that most respondents had low levels of instrumentality-expectancy beliefs for faking, but high levels for honesty. Moreover, income, education, and age were antecedents of instrumentality-expectancy beliefs. Study 2 extended these findings with a United States sample …

An Investigation Of Interviewer Note Taking In The Field, Jacob S. Fischer, James Breaugh

Personnel Assessment and Decisions

Although a key component of a structured interview is note taking, relatively few studies have investigated the effects of note taking. To address this lack of research, we conducted a study that examined the effects of note taking in a work setting. As predicted, we found that the total number of notes taken by interviewers and the level of detail of these notes were positively related to the ratings these interviewers gave to job applicants, that interviewer ratings of applicants who were hired were predictive of their job performance ratings, and that interviewer ratings mediated the relationships between note taking …

Scientific, Legal, And Ethical Concerns About Ai-Based Personnel Selection Tools: A Call To Action, Nancy T. Tippins, Frederick L. Oswald, S. Morton Mcphail

Personnel Assessment and Decisions

Organizations are increasingly turning toward personnel selection tools that rely on artificial intelligence (AI) technologies and machine learning algorithms that, together, intend to predict the future success of employees better than traditional tools. These new forms of assessment include online games, video-based interviews, and big data pulled from many sources, including test responses, test-taking behavior, applications, resumes, and social media. Speedy processing, lower costs, convenient access, and applicant engagement are often and rightfully cited as the practical advantages for using these selection tools. At the same time, however, these tools raise serious concerns about their effectiveness in terms of their …

‘Should I Stay Or Should I Go?’ Investigating Recruitment And Retention At Sustainable Organizations, Mackenzie Law, Madison Sexton, Erik Mediros, Amanda Lillie, Luke Vavricka, Kelly Mccarthy, Arman Shahi, Teague Vreeland, Braxton Lee, Andrew Webb

River Cities Industrial and Organizational Psychology Conference

As the private sector continues to come under scrutiny from stakeholders for sustainability behaviors, it has become increasingly important to effectively assess the cost-benefit of sustainable corporate social responsibility (Stahl et al., 2020). The increasing value for sustainability has led to a reassessment of the bottom line that includes people, planet, and traditional notions of profit. The widespread adoption of environmental, social, and governance (ESG) metrics and ratings (Howard-Grenville, 2021) demonstrates that organizations need to strive to perform to maintain competitive relevance. However, the question remains, how do industry professionals assess the value of implementing sustainability in organizations? HR professionals, …

Biographical Data And Black Box Empiricism: Lessons Learned For Algorithmic Assessments In Personnel Selection, Ketaki Sodhi, Marc Cubrich

Psychology from the Margins

As the popularity of biodata in selection assessments grew in the 1980s and into the 1990s, the field of industrial and organizational psychology witnessed many attempts to develop biodata theories and guide the development of biodata items. The insights that emerged from this body of research are increasingly relevant in the current era of big data, artificial intelligence (AI), and machine learning. More than ever, AI and machine learning are being used to score candidates and make hiring recommendations. Many organizations are using data-driven approaches to develop machine learning and AI algorithms, which are frequently atheoretical, based on correlations or …

Time Management, Megan Paul

Umbrella Summaries

What is time management?

The definition of time management varies across disciplines, researchers, and practitioners. In the context of workplace research, one suggested definition is “behaviours that aim at achieving an effective use of time while performing certain goal-directed activities” (Claessens et al., 2007, p. 262). Another is “a form of decision making used by individuals to structure, protect, and adapt their time to changing conditions” (Aeon & Aguinis, 2017, p. 311). Most research on time management has used self-report measures; diaries and ratings by others (e.g., supervisors) are used much less frequently. Of the self-report measures, no one measure …

The Meaning Of Leadership For Leaders Of Private Universities In Indonesia, Immanuel Yosua, Juliana Murniati, Hana Panggabean

BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi

Leading a university is generally more complex than a business organization, as the situation requires the presence of a leader who not only meets the criteria but is also willing to lead, a very rarely found combination in universities. Interestingly, although it is not easy to find academics with such qualities, these people still exist because they see the importance of leading for the survival of the organization. Therefore, it becomes interesting to understand how they ascribe meaning to their leadership amid the difficulties they must deal with. This study was conducted using in-depth interviews with 13 academic leaders to …

Leadership Training, Megan Paul

Umbrella Summaries

What is leadership training?

Leadership training is a broad term with no universal definition. For the purposes of this review, it refers to “programs that have been systematically designed to enhance leader knowledge, skills, abilities, and other components” and it includes “all forms of leader, managerial, and supervisory training/development programs and/or workshops” (Lacerenza et al., 2017, p. 1687). As with all training, leadership training can vary in many ways. Below are some of the more common aspects that have been empirically evaluated:

Needs analysis: whether a systematic process was used to identify training needs and design the training accordingly

Content: …

Conversational Style In Training, Megan Paul

Umbrella Summaries

What is conversational style?

Conversational style refers to a combination of stylistic strategies to personalize instructional text (oral or written) for learners. These include “the use of first and second rather than third person, directly addressing the reader, revealing [the author’s] personal beliefs, and/or using polite forms of address” (Ginns et al., 2013, p. 452). The following excerpts illustrate such styles:

“During inhaling, the [your] diaphragm moves down creating more space for the [your] lungs” (Mayer et al., 2004)

“Let me tell you what happens when lightning forms” (vs. just the scientific description; Moreno & Mayer, 2000)

“You are about …

Addressing Work-Related Traumatic Stress Nebraska - Implementation Overview, Quality Improvement Center For Workforce Development

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The Implementation Team

The QIC-WD worked with Nebraska Division of Children and Family Services (DCFS) to establish an implementation team to lead the development and implementation of their intervention to address secondary traumatic stress. The implementation team was called the Nebraska Workforce Project Team. It included a representative from each of the five geographic regions of the state (known as a Service Areas), a representative from each staff level (worker, supervisor, administrator), the Site Implementation Manager (SIM), the Data Coordinator, sponsors (the DCFS director and Human Resources [HR] director), and three members of the QIC-WD (representing expertise in workforce, implementation, …

Organizational Change Process Milwaukee - Evaluation Overview, Quality Improvement Center For Workforce Development

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The QIC-WD evaluation was conducted with the support of the Division of Milwaukee Child Protective Services (DMCPS) to determine if an Organizational Change Process intervention (Availability Responsiveness Continuity or ARC) was effective in improving workforce and child welfare outcomes.

Research Questions

Process Evaluation

1. Did the ARC purveyor follow the training curriculum with fidelity and quality delivery?
2. Did the ARC Team Leaders follow the ARC implementation model with fidelity and quality?
3. Were participants satisfied with the quality of leadership, training, and group dynamics?
4. Did participants learn the required concepts and skills?
5. What were the mediators of fidelity and training outcomes?
6. Did …