This book examines the intersection of Organizational Behavior Management (OBM) and Industrial and Organizational Psychology (I/O Psychology). It argues that, whilst OBM and I/O Psychology have developed simultaneously, they have done so with minimal integration. I/O Psychology, a somewhat older field, has evolved to become widely accepted, both influencing management and social sciences and being affected by them. It can be viewed as a research-oriented subject that is closely aligned with human resources functions. With regards to the intersection of I/O Psychology with OBM, some practices are more closely related than others; and of those that are related, some are relatively consistent with OBM practices, while others are very inconsistent. Most I/O Psychology interventions focus on many people simultaneously, seeking to ensure that one intervention affects multiple employees as a cost-efficient way to improve organizations, while OBM is usually better than I/O Psychology at improving the behaviors of individuals and smaller groups or workers.
This book provides a framework for understanding differences and similarities between I/O Psychology and OBM, and as such is an innovative compendium for students, scholars, applied psychologists, and human resource specialists. It was originally published as a special issue of the Journal of Organizational Behavior Management.
C. Merle Johnson is a Professor of Psychology at Central Michigan University, USA. He serves on the editorial board for the Journal of Organizational Behavior Management and the Journal of Leadership and Organizational Studies. His research concerns organizational behaviour management, treatment of sleep disorders in children, behavioural pediatrics, and assessment & treatment of children who have low-incidence disabilities. Terry A. Beehr is Professor and Director of the Ph.D. Program in I/O Psychology at Central Michigan University, USA. He currently serves as an associate editor on three journals and is on the editorial boards of four more. His research emphases include stress, retirement, career development, leadership, and motivation in organizations.
1. Industrial and Organizational Psychology Encounters Organizational Behavior Management: Would You Care to Dance? C. Merle Johnson and Terry A. Beehr 2. Performance-Based Rewards and Work Stress Daniel C. Ganster, Christa E. Kiersch, Rachel E. Marsh and Angela Bowen 3. Promoting Critical Operant-Based Leadership While Decreasing the Ubiquitous Directives and Exhortations Judith L. Komaki, Michelle L.R. Minnich, Angela R. Grotto, Bret Weinshank and Michael J. Kern 4. Managing Performance to Change Behavior Angelo DeNisi 5. Square Pegs and Round Holes: Ruminations on the Relationship between Performance Appraisal and Performance Management Nicole Gravina and Brian Siers 6. Job Satisfaction: I/O Psychology and Organizational Behavior Management Perspectives Thomas C. Mawhinney 7. From Job Analysis to Performance Management: A Synergistic Rapprochement to Organizational Effectiveness Charles Crowell, Donald A. Hantula and Kari McArthur 8. A Tale of Two Paradigms: The Impact of Psychological Capital and Reinforcing Feedback on Problem Solving and Innovation Fred Luthans, Carolyn M. Youssef and Shannon L. Rawshi 9. Employee Engagement and Organizational Behavior Management Timothy D. Ludwig and Christopher B. Frazier