Industrial and Organizational Psychology Commons^™

Problem Identification And Construction: What Do We Know, What Is The Future?, Roni Reiter-Palmon, Erika J. Robinson

Psychology Faculty Publications

Many cognitive process theories of creativity include an initial process of problem identification, definition, and construction. Previous research suggests that problem identification and construction is related to creativity, and that creative individuals and experts tend to engage in problem identification and construction. Finally, previous research suggests that inducing active engagement in problem identification and construction, through instructions or training, facilitates creativity. In this paper we further offer our views regarding important future direction for researchers in this area. Specifically, issues regarding methodology, the relationship between personality and values and how problems are constructed, and problem identification and construction in teams …

Making Exit Interviews Useful To A Correctional Agency, Marian Layman, Laura Farris, Roni Reiter-Palmon, Erin Gallagher, Shawna Williams

Psychology Faculty Publications

Exit interviews serve as a tool to uncover departmental characteristics and areas in which departmental change should occur,¹ and they are effective in gathering information from departing employees regarding impressions and experiences in their department.² Ultimately, the goal of using exit interview questionnaires is to obtain objective information, increase efficiency of the interview process and evaluate aspects of the department through data analysis.³

The Nebraska Department of Correctional Services (DCS) contracted with the Center for Applied Psychological Services (CAPS) at the University of Nebraska at Omaha to evaluate the reasons for personnel voluntarily leaving their jobs. This …

Development Of An O*Net Web-Based Job Analysis And Its Implementation In The U. S. Navy: Lessons Learned, Roni Reiter-Palmon, Skillsnet, Infousa, Oriental Trading Co.

Psychology Faculty Publications

Job analysis is described as the building block of most Human Resource (HR) functions. In recent years, many HR functions have been automated or adapted to computer applications; however, the use of computers for job analysis is lagging. The purpose of this paper is to describe a web-based job analysis process that is based on O*NET. The web-based job analysis process is more flexible and less resource intensive than traditional job analysis methods. The paper also will describe the application of the web-based job analysis process in the U.S. Navy and discuss strengths and limitations of this system.

Occupationally-Specific Skills: Using Skills To Define And Understand Jobs And Their Requirements, Roni Reiter-Palmon, Marcy Young, Skillsnet, Joseph James

Psychology Faculty Publications

Recent work in Human Resources (HR) has highlighted the importance of understanding and identifying occupationally-specific skills. The purpose of this article is to describe the need to identify occupationally-specific skills and outline a methodology used to create occupationally-specific skills. Evidence of the validity of the methodology used is presented. The article concludes by identifying possible uses for occupationally-specific skills and providing information about actual implementation and use of systems based on occupationally-specific skills.

Introduction To The Special Issue: What We Can Learn From Large Scale Human Resources Initiatives In The Federal Government And Department Of Defense, Roni Reiter-Palmon, Michael D. Mumford, Michael A. Campion

Psychology Faculty Publications

Arguably, the government has some of the most complex and sophisticated Human Resource (HR) initiatives of any organization in the country. This is due to at least three reasons. First, the sheer size of the government requires sophisticated HR systems to manage the huge number of HR decisions required. Second, the HR systems in the government must respond to much greater external (public) scrutiny than any other organization because it is funded by government money and must be responsive to taxpayers interests and concerns. As such, fairness and defensibility are far more important factors than in other organizations. Third, the …

Education And Training In I-O Psychology: Leaving The Psychology Tower: Nontraditional Programs In I/O Psychology, Brigitte Steinheider, David P. Costanza, Jennifer L. Kisamore, Roni Reiter-Palmon

Psychology Faculty Publications

The need for programs that accommodate diverse types of students and adopt an interdisciplinary approach to the study of organizations has led universities with traditional I-O programs to also offer nontraditional programs. Nontraditional programs tend to attract highly heterogeneous sets of students in terms of age and academic and professional backgrounds or may be tailored for special types of students. Due to the mixed student population and high percentage of working adults, nontraditional programs tend to be more application and applied-research oriented than their traditional program counterparts.

Faculty, students, and administrators of nontraditional programs face a variety of challenges. In …

Using Archival Data For I-O Research: Advantages, Pitfalls, Sources, And Examples, Kenneth S. Shultz, Calvin C. Hoffman, Roni Reiter-Palmon

Psychology Faculty Publications

Two particular sets of experiences sparked our interest in writing this TIP article. The first was our increasing difficulty getting access to “new” organization- based samples. Depending on the topic and commitment involved, many organizations appear too leery and/or too strapped these days to allow for primary data collection. In addition, we have all experienced the disappointment of spending numerous hours on research proposals and meetings with organizational personnel, only to have the “plug pulled” at the last minute on a promising line of data collection. Conversely, we have also had experience with researchers in organizations who are willing and …

Leadership Behaviors And Subordinate Resilience, Lynn K. Harland, Wayne Harrison, James R. Jones, Roni Reiter-Palmon

Psychology Faculty Publications

Utilizing a sample of 150 part-time MBA students, this study evaluated the relationship between leader behaviors and subordinate resilience. We proposed that the transformational leadership dimensions of Attributed Charisma, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration, as well as the transactional leadership dimension of Contingent Reward would be positively associated with subordinate resilience. We also proposed that the transactional leadership dimensions of Management-by-Exception Active and Management-by-Exception Passive and the non-leadership dimension of Laissez-Faire leadership would not be positively associated with subordinate resilience. With the exception of Inspirational Motivation, all hypothesized relationships were supported. A post-hoc analysis of open-ended …

Leadership And Creativity: Understanding Leadership From A Creative Problem-Solving Perspective, Roni Reiter-Palmon, Jody J. Illies

Psychology Faculty Publications

Employees in many jobs encounter novel, ill-defined problems, and finding creative solutions to these problems may be the critical factor that allows their organization to maintain a competitive advantage. Solving problems creatively requires extensive and effortful cognitive processing. This requirement is magnified further by the complex, ambiguous situations in which most organizational problems occur. Employees must define and construct a problem, search and retrieve problem-relevant information, and generate and evaluate a diverse set of alternative solutions. Creativity necessitates that all these activities are completed effectively. It is unlikely, therefore, that creative outcomes will be realized without a large degree of …

Predicting Leadership Activities: The Role Of Flexibility, Roni Reiter-Palmon

Psychology Faculty Publications

This paper investigated the role of flexibility in predicting adolescent leadership activities among 186 undergraduate students. Two measures of flexibility, behavioral flexibility and cognitive flexibility, were developed and entered in a regression equation, after social skills and academic ability. The results suggest that behavioral and cognitive flexibility are distinct constructs and that both contribute uniquely to the prediction of leadership above and beyond social skills and academic ability.

Self-Reported Leadership Experiences In Relation To Inventoried Social And Emotional Intelligence, Lisa M. Kobe, Roni Reiter-Palmon, Jon D. Rickers

Psychology Faculty Publications

Leadership has both social and emotional components. Social intelligence appears to tap the social component found in leadership. Recently, emotional intelligence has surfaced as a stable individual difference variable and appears to tap the emotional component of leadership. Mayer and Salovey (1993) suggested that the emotional intelligence and social intelligence constructs overlap. This study examined the power of both emotional and social intelligence to account for variance in self-reported leadership experiences. One hundred ninety-two university students completed measures of social and emotional intelligence and a measure of leadership experiences. Regression analyses showed that both social intelligence and emotional intelligence accounted …

Development Of Leadership Skills: Experience And Timing, Michael D. Mumford, Michelle A. Marks, American Institutes For Research, Stephen J. Zaccaro, Roni Reiter-Palmon

Psychology Faculty Publications

To develop organizational leaders we need to understand how requisite skills are acquired over the course of people's careers. In this article, a cross-sectional design was used to assess differences in leadership skills across six grade levels of officers in the U.S. Army. Increased levels of knowledge, problem-solving skills, systems skills, and social skills were found at higher grade levels. Certain skills and experiences, however, were found to be particularly important at certain phases of leaders' careers. These findings are used to propose an organization-based model of skill development. Implications of this model for leader development programs are discussed.