I-O Primary Sources
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I-O Primary Sources

Effective primary source materials for undergraduate courses introduce important constructs in I/O psychology, pose interesting or provocative research questions, use understandable methods and analyses (if applicable), and have reasonable length. For these reasons, most articles found on graduate syllabi are not good choices; comprehensive reviews, meta-analyses, and complex seminal studies are important for graduate students developing mastery, but not for undergraduates who are learning about concepts for the first time.

Below are some suggested articles and chapters. Note that each is flagged as empirical (E) or non-empirical (N) and followed by a few keywords that align with the core content areas (note that readings may appear in multiple categories).

Good outlets to find additional undergraduate-friendly articles include Psychological Science, Personality and Individual Differences, Organizational Dynamics, Academy of Management Perspectives, Human Resource Management Review, Harvard Business Review and the “Research Report” section of Journal of Applied Psychology.

The information is organized according to the Recommended Areas of Competence suggested by the Guidelines for Education and Training in Industrial-Organizational Psychology:

http://0-www-siop-org.library.alliant.edu/ETguidelines.aspx

GENERAL KNOWLEDGE AND SKILLS

Ethical, Legal, Diversity, and International Issues

  • Berdahl, J.L., & Aquino, K. (2009). Sexual behavior at work: Fun or folly? Journal of Applied Psychology, 94, 34-47. [E; diversity, employment law, occupational health]
  • Bruckmüller, S., Ryan, M.K., Rink, F., & Haslam, S.A. (2014). The glass cliff: Examining why women occupy leadership positions in precarious circumstances. In S. Kumra, R. Simpson, & R.J. Burke (Eds.), The Oxford handbook of gender in organizations (pp. 314-331). New York: Oxford University Press. [N; leadership, diversity]
  • Galinsky, A.D., Todd, A.R., Homan, A.C., Phillips, K.W., Apfelbaum, E.P. … & Maddux, W.W. (2015). Maximizing the gains and minimizing the pains of diversity: A policy perspective. Perspectives on Psychological Science, 10, 742-748. [N; diversity]
  • Javidan, M., Dorfman, P.W., de Luque, M.S., & House, R.J. (2006). In the eye of the beholder: Cross cultural lessons in leadership from Project GLOBE. Academy of Management Perspectives, 20, 67-90. [N; leadership, diversity, individual differences]
  • King, E.B., & Cortina, J.M. (2010). The social and economic imperative of lesbian, gay, bisexual, and transgendered organizational policies. Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, 69-78. [N; individual differences, diversity]
  • Martinez, L.R., White, C.D., Shapiro, J.R., & Hebl, M.R. (2016). Selection BIAS: Stereotypes and discrimination related to having a history of cancer. Journal of Applied Psychology, 101, 122-128. [E; diversity, personnel selection, career development]
  • Morgan, W.B., Walker, S.S., Hebl, M.R., & King, E.B. (2013). A field experiment: Reducing interpersonal discrimination toward pregnant job applicants. Journal of Applied Psychology, 98, 799-809. [E; diversity, personnel selection]
  • Rudolph, C.W., & Zacher, H. (2015). Intergenerational perceptions and conflicts in multi-age and multigenerational work environments. In L.M. Finkelstein, D.M. Truxillo, F. Fraccaroli, & R. Kanfer (Eds.), Facing the challenges of a multi-age workforce (pp. 253-282). New York: Routledge. [N; diversity, groups and teams]

 CORE CONTENT

Attitude Theory, Measurement, and Change

  • Arvey, R.D., Harpaz, I., & Liao, H. (2004). Work centrality and post-award work behavior of lottery winners. The Journal of Psychology, 138, 404-420. [E; job attitude theory, individual differences]
  • Brief, A.P., Butcher, A.H., & Roberson, L. (1995). Cookies, disposition, and job attitudes: The effects of positive mood-inducing effects and negative affectivity on job satisfaction in a field experiment. Organizational Behavior and Human Decision Processes, 62, 55-62. [E; job attitude theory, individual differences]
  • Greenberg, J. (1990). Employee theft as a reaction to underpayment inequity: The hidden costs of pay cuts. Journal of Applied Psychology, 75, 561-568. [E; groups and teams, job attitude theory, performance criteria]
  • Kalleberg, A.L. (2008). The mismatched worker: When people don’t fit their jobs. Academy of Management Perspectives, 22, 24-40. [N; selection, retention, turnover, job attitudes]
  • Van Maanen, J. (1991). The smile factory: Work at Disneyland. In P.J. Frost, L.F. Moore, M.R. Louis, C.C. Lundberg, & J. Martin (Eds.), Reframing organizational culture (pp. 58-76). Newbury Park, CA: Sage. [N; organization theory, job attitude theory, individual differences]

Career Development

  • Bolino, M.C., & Turnley, W.H. (2005). The personal costs of citizenship behavior: The relationship between individual initiative and role overload, job stress, and work-family conflict. Journal of Applied Psychology, 90, 740-748. [E; performance criteria, career development, occupational health]
  • Cross, R., & Thomas, R.J. (2008). How top talent uses networks and where rising stars get trapped. Organizational Dynamics, 37, 165-180. [N; groups and teams, performance criteria, human performance, career development]
  • Duffy, R.D., Allan, B.A., Bott, E.M., & Dik, B.J. (2014). Does the source of a calling matter? External summons, destiny, and perfect fit. Journal of Career Assessment, 22, 562-574.  [E; individual differences, career development]
  • Grant, A.M., Christianson, M.K., & Price, R.H. (2007). Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. Academy of Management Perspectives, 21, 51-63. [N; groups and teams, occupational health, career development]
  • Kniffin, K.M., Wansink, B., & Shimizu, M. (2015). Sports at work: Anticipated and persistent correlates of participation in high school athletics. Journal of Leadership & Organizational Studies, 22, 217-230. [E; career development, personnel selection]
  • Martinez, L.R., White, C.D., Shapiro, J.R., & Hebl, M.R. (2016). Selection BIAS: Stereotypes and discrimination related to having a history of cancer. Journal of Applied Psychology, 101, 122-128. [E; diversity, personnel selection, career development]
  • Moen, P., Fan, W., & Kelly, E.L. (2013). Team-level flexibility, work-home spillover, and health behavior. Social Science & Medicine, 84, 69-79. [E; job design, career development, occupational health]

Criterion Theory and Development

  • Bies, R.J., Tripp, T.M., & Shapiro, D.L. (2016). Abusive leaders or master motivators? “Abusive” is in the eye of the beholder. In N.M. Ashkanasy, R.J. Bennett, & M.J. Martinko (Eds.), Understanding the high performance workplace: The link between motivation and abuse (pp. 252-276). New York: Routledge. [N; leadership, performance criteria, work motivation]
  • Bolino, M.C., & Turnley, W.H. (2005). The personal costs of citizenship behavior: The relationship between individual initiative and role overload, job stress, and work-family conflict. Journal of Applied Psychology, 90, 740-748. [E; performance criteria, career development, occupational health]
  • Côté, S., DeCelles, K.A., McCarthy, J.M., Van Kleef, G.A., & Hideg, I. (2011). The Jekyll and Hyde of emotional intelligence: Emotion-regulation knowledge facilitates both prosocial and interpersonally deviant behavior. Psychological Science, 22, 1073-1080. [E; individual differences, performance criteria] 
  • Cross, R., & Thomas, R.J. (2008). How top talent uses networks and where rising stars get trapped. Organizational Dynamics, 37, 165-180. [N; groups and teams, performance criteria, human performance, career development]
  • Grant, A.M. (2013). Rethinking the extraverted sales ideal: The ambivert advantage. Psychological Science, 24, 1024-1030. [E; individual differences, performance criteria, personnel selection]
  • Greenberg, J. (1990). Employee theft as a reaction to underpayment inequity: The hidden costs of pay cuts. Journal of Applied Psychology, 75, 561-568. [E; groups and teams, job attitude theory, performance criteria]
  • Holtom, B.C., Mitchell, T.R., & Lee, T.W. (2006). Increasing human and social capital by applying job embeddedness theory. Organizational Dynamics, 35, 316-331. [N; performance criteria]
  • Kim, E., & Glomb, T.M. (2010). Get smarty pants: Cognitive ability, personality, and victimization. Journal of Applied Psychology, 95, 889-901. [E; individual differences, performance criteria]
  • Latham, G.P. (2001). The importance of understanding and changing employee outcome expectancies for gaining commitment to an organizational goal. Personnel Psychology, 54, 707-716. [N; work motivation, performance criteria]
  • Lee, J.J., Gino, F., & Staats, B.R. (2014). Rainmakers: Why bad weather means good productivity. Journal of Applied Psychology, 99, 504-513. [E; human performance, criterion development]
  • Litzky, B.E., Eddleston, K.A., & Kidder, D.L. (2006). The good, the bad, and the misguided: How managers inadvertently encourage deviant behaviors. Academy of Management Perspectives, 20, 91-103. [N; leadership, performance criteria]
  • Reid, E., & Ramarajan, L. (2016). Managing the high intensity workplace. Harvard Business Review, 94(6), 84-90. [N; organization theory, human performance, leadership, performance criteria]
  • Yam, K.C., Fehr, R., & Barnes, C.M. (2014). Morning employees are perceived as better employees: Employees’ start times influence supervisor performance ratings. Journal of Applied Psychology, 99, 1288-1299. [E; performance management, criterion development, individual differences]

Groups and Teams

  • Casciaro, T., & Lobo, M.S. (2005). Competent jerks, lovable fools, and the formation of social networks. Harvard Business Review, 83, 92-99. [N; groups and teams, individual differences]
  • Cross, R., & Thomas, R.J. (2008). How top talent uses networks and where rising stars get trapped. Organizational Dynamics, 37, 165-180. [N; groups and teams, performance criteria, human performance, career development]
  • Grant, A.M., Christianson, M.K., & Price, R.H. (2007). Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. Academy of Management Perspectives, 21, 51-63. [N; groups and teams, occupational health, career development]
  • Greenberg, J. (1990). Employee theft as a reaction to underpayment inequity: The hidden costs of pay cuts. Journal of Applied Psychology, 75, 561-568. [E; groups and teams, job attitude theory, performance criteria]
  • Jassawalla, A., Sashittal, H., & Malshe, A. (2009). Students’ perceptions of social loafing: Its antecedents and consequences in undergraduate business classroom teams. Academy of Management Learning & Education, 8, 42-54. [E; groups and teams, individual differences]
  • Rudolph, C.W., & Zacher, H. (2015). Intergenerational perceptions and conflicts in multi-age and multigenerational work environments. In L.M. Finkelstein, D.M. Truxillo, F. Fraccaroli, & R. Kanfer (Eds.), Facing the challenges of a multi-age workforce (pp. 253-282). New York: Routledge. [N; diversity, groups and teams]
  • Schweitzer, M.E., Brooks, A.W., & Galinsky, A.D. (2015). The organizational apology: A step-by-step guide. Harvard Business Review, 93(9), 44-52. [N; groups and teams]
  • Tripp, T.M., Bies, R.J., & Aquino, K. (2002). Poetic justice or petty jealousy? The aesthetics of revenge. Organizational Behavior and Human Decision Processes, 89, 966-984. [E; groups and teams]

Individual Differences

  • Arvey, R.D., Harpaz, I., & Liao, H. (2004). Work centrality and post-award work behavior of lottery winners. The Journal of Psychology, 138, 404-420. [E; job attitude theory, individual differences]
  • Barsade, S.G., & Gibson, D.E. (2007). Why does affect matter in organizations? Academy of Management Perspectives, 21, 36-59. [N; individual differences, emotions]
  • Brief, A.P., Butcher, A.H., & Roberson, L. (1995). Cookies, disposition, and job attitudes: The effects of positive mood-inducing effects and negative affectivity on job satisfaction in a field experiment. Organizational Behavior and Human Decision Processes, 62, 55-62. [E; job attitude theory, individual differences]
  • Carter, N.T., & Highhouse, S. (2013). You will be known by the company you keep: Understanding the social identity concerns of job seekers. In D.M. Cable & K.Y.T. Yu (Eds.), The Oxford handbook of recruitment (pp. 454-462). New York: Oxford University Press. [N; personnel recruitment, personnel selection, individual differences]
  • Casciaro, T., & Lobo, M.S. (2005). Competent jerks, lovable fools, and the formation of social networks. Harvard Business Review, 83, 92-99. [N; groups and teams, individual differences]
  • Côté, S., DeCelles, K.A., McCarthy, J.M., Van Kleef, G.A., & Hideg, I. (2011). The Jekyll and Hyde of emotional intelligence: Emotion-regulation knowledge facilitates both prosocial and interpersonally deviant behavior. Psychological Science, 22, 1073-1080. [E; individual differences, performance criteria] 
  • Duffy, R.D., Allan, B.A., Bott, E.M., & Dik, B.J. (2014). Does the source of a calling matter? External summons, destiny, and perfect fit. Journal of Career Assessment, 22, 562-574.  [E; individual differences, career development]
  • Grant, A.M. (2013). Rethinking the extraverted sales ideal: The ambivert advantage. Psychological Science, 24, 1024-1030. [E; individual differences, performance criteria, personnel selection]
  • Jassawalla, A., Sashittal, H., & Malshe, A. (2009). Students’ perceptions of social loafing: Its antecedents and consequences in undergraduate business classroom teams. Academy of Management Learning & Education, 8, 42-54. [E; groups and teams, individual differences]
  • Javidan, M., Dorfman, P.W., de Luque, M.S., & House, R.J. (2006). In the eye of the beholder: Cross cultural lessons in leadership from Project GLOBE. Academy of Management Perspectives, 20, 67-90. [N; leadership, diversity, individual differences]
  • Kim, E., & Glomb, T.M. (2010). Get smarty pants: Cognitive ability, personality, and victimization. Journal of Applied Psychology, 95, 889-901. [E; individual differences, performance criteria]
  • King, E.B., & Cortina, J.M. (2010). The social and economic imperative of lesbian, gay, bisexual, and transgendered organizational policies. Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, 69-78. [N; individual differences, diversity]
  • McElroy, J.C., Summers, J.K., & Moore, K. (2014). The effect of facial piercing on perceptions of job applicants. Organizational Behavior and Human Decision Processes, 125, 26-38. [E; individual differences, personnel selection, personnel recruitment]
  • Motro, D., & Ellis, A.P.J. (2017). Boys, don’t cry: Gender and reactions to negative performance feedback. Journal of Applied Psychology, 102, 227-235. [E; performance management, individual differences]
  • Van Maanen, J. (1991). The smile factory: Work at Disneyland. In P.J. Frost, L.F. Moore, M.R. Louis, C.C. Lundberg, & J. Martin (Eds.), Reframing organizational culture (pp. 58-76). Newbury Park, CA: Sage. [N; organization theory, job attitude theory, individual differences]
  • Yam, K.C., Fehr, R., & Barnes, C.M. (2014). Morning employees are perceived as better employees: Employees’ start times influence supervisor performance ratings. Journal of Applied Psychology, 99, 1288-1299. [E; performance management, criterion development, individual differences]

Job Evaluation and Compensation

  • Kilgour, J.G. (2008). Job evaluation revisited: The point-factor method. Compensation & Benefits Review, 40, 37-46. [N; job evaluation and compensation]

Job/Task/Work Analysis/Competency Modeling and Classification

  • Bowen, C.-C. (2003). A case study of a job analysis. Journal of Psychological Practice, 8, 46-55. [E; job analysis]
  • Sanchez, J.I., & Levine, E.L. (2009). What is (or should be) the difference between competency modeling and traditional job analysis? Human Resource Management Review, 19, 53-63. [N; job analysis, competency modeling]

Leadership and Management

  • Bies, R.J., Tripp, T.M., & Shapiro, D.L. (2016). Abusive leaders or master motivators? “Abusive” is in the eye of the beholder. In N.M. Ashkanasy, R.J. Bennett, & M.J. Martinko (Eds.), Understanding the high performance workplace: The link between motivation and abuse (pp. 252-276). New York: Routledge. [N; leadership, performance criteria, work motivation]
  • Bruckmüller, S., Ryan, M.K., Rink, F., & Haslam, S.A. (2014). The glass cliff: Examining why women occupy leadership positions in precarious circumstances. In S. Kumra, R. Simpson, & R.J. Burke (Eds.), The Oxford handbook of gender in organizations (pp. 314-331). New York: Oxford University Press. [N; leadership, diversity]
  • Javidan, M., Dorfman, P.W., de Luque, M.S., & House, R.J. (2006). In the eye of the beholder: Cross cultural lessons in leadership from Project GLOBE. Academy of Management Perspectives, 20, 67-90. [N; leadership, diversity, individual differences]
  • Litzky, B.E., Eddleston, K.A., & Kidder, D.L. (2006). The good, the bad, and the misguided: How managers inadvertently encourage deviant behaviors. Academy of Management Perspectives, 20, 91-103. [N; leadership, performance criteria]
  • Major, D.A., & Lauzun, H.M. (2010). Equipping managers to assist employees in addressing work-family conflict: Applying the research literature toward innovative practice. The Psychologist-Manager Journal, 13, 69-85. [N; work-family dynamics, leadership]
  • Reid, E., & Ramarajan, L. (2016). Managing the high intensity workplace. Harvard Business Review, 94(6), 84-90. [N; organization theory, human performance, leadership, performance criteria]

Occupational Health and Safety

  • Berdahl, J.L., & Aquino, K. (2009). Sexual behavior at work: Fun or folly? Journal of Applied Psychology, 94, 34-47. [E; diversity, employment law, occupational health]
  • Bolino, M.C., & Turnley, W.H. (2005). The personal costs of citizenship behavior: The relationship between individual initiative and role overload, job stress, and work-family conflict. Journal of Applied Psychology, 90, 740-748. [E; performance criteria, career development, occupational health]
  • Grant, A.M., Christianson, M.K., & Price, R.H. (2007). Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. Academy of Management Perspectives, 21, 51-63. [N; groups and teams, occupational health, career development]
  • Major, D.A., & Lauzun, H.M. (2010). Equipping managers to assist employees in addressing work-family conflict: Applying the research literature toward innovative practice. The Psychologist-Manager Journal, 13, 69-85. [N; work-family dynamics, leadership]
  • Moen, P., Fan, W., & Kelly, E.L. (2013). Team-level flexibility, work-home spillover, and health behavior. Social Science & Medicine, 84, 69-79. [E; job design, career development, occupational health]

Organization Theory and Development

  • Anand, N., & Daft, R.L. (2007). What is the right organization design? Organizational Dynamics, 36, 329-344. [N; organization theory, organization development]
  • Kotter, J.P. (2007). Leading change: Why transformation efforts fail. Harvard Business Review, 85 (1), 96-103. [N; organization theory, organization development]
  • Reid, E., & Ramarajan, L. (2016). Managing the high intensity workplace. Harvard Business Review, 94(6), 84-90. [N; organization theory, human performance, leadership, performance criteria]
  • Van Maanen, J. (1991). The smile factory: Work at Disneyland. In P.J. Frost, L.F. Moore, M.R. Louis, C.C. Lundberg, & J. Martin (Eds.), Reframing organizational culture (pp. 58-76). Newbury Park, CA: Sage. [N; organization theory, job attitude theory, individual differences]

Performance Appraisal/Management

  • Cross, R., & Thomas, R.J. (2008). How top talent uses networks and where rising stars get trapped. Organizational Dynamics, 37, 165-180. [N; groups and teams, performance criteria, human performance, career development]
  • Lee, J.J., Gino, F., & Staats, B.R. (2014). Rainmakers: Why bad weather means good productivity. Journal of Applied Psychology, 99, 504-513. [E; human performance, criterion development]
  • Motro, D., & Ellis, A.P.J. (2017). Boys, don’t cry: Gender and reactions to negative performance feedback. Journal of Applied Psychology, 102, 227-235. [E; performance management, individual differences]
  • O’Malley, A.L., & Gregory, J.B. (2011). Don’t be such a downer: Using positive psychology to enhance the value of negative feedback. The Psychologist Manager Journal, 14, 247-264. [N; performance management]
  • Reid, E., & Ramarajan, L. (2016). Managing the high intensity workplace. Harvard Business Review, 94(6), 84-90. [N; organization theory, human performance, leadership, performance criteria]
  • Yam, K.C., Fehr, R., & Barnes, C.M. (2014). Morning employees are perceived as better employees: Employees’ start times influence supervisor performance ratings. Journal of Applied Psychology, 99, 1288-1299. [E; performance management, criterion development, individual differences]

Personnel Recruitment, Selection, and Placement

  • Bernerth, J.B., Taylor, S.G., Walker, H.J., & Whitman, D.S. (2012). An empirical investigation of dispositional antecedents and performance-related outcomes of credit scores. Journal of Applied Psychology, 97, 469-478. [E; personnel selection]
  • Carter, N.T., & Highhouse, S. (2013). You will be known by the company you keep: Understanding the social identity concerns of job seekers. In D.M. Cable & K.Y.T. Yu (Eds.), The Oxford handbook of recruitment (pp. 454-462). New York: Oxford University Press. [N; personnel recruitment, personnel selection, individual differences]
  • Grant, A.M. (2013). Rethinking the extraverted sales ideal: The ambivert advantage. Psychological Science, 24, 1024-1030. [E; individual differences, performance criteria, personnel selection]
  • Joyce, L.W. (2010). They can do it! You can help! A look at the talent practices at The Home Depot. In R. Silzer & B.E. Dowell (Eds.), Strategy-driven talent management (pp. 655-667). San Francisco, CA: Jossey-Bass. [N; personnel recruitment, personnel selection]
  • Kalleberg, A.L. (2008). The mismatched worker: When people don’t fit their jobs. Academy of Management Perspectives, 22, 24-40. [N; selection, retention, turnover, job attitudes]
  • Kniffin, K.M., Wansink, B., & Shimizu, M. (2015). Sports at work: Anticipated and persistent correlates of participation in high school athletics. Journal of Leadership & Organizational Studies, 22, 217-230. [E; career development, personnel selection]
  • Kuncel, N.R., & Hezlett, S.A. (2010). Fact and fiction in cognitive ability testing for admissions and hiring decisions. Current Directions in Psychological Science, 19, 339-345. [E; personnel selection]
  • Martinez, L.R., White, C.D., Shapiro, J.R., & Hebl, M.R. (2016). Selection BIAS: Stereotypes and discrimination related to having a history of cancer. Journal of Applied Psychology, 101, 122-128. [E; diversity, personnel selection, career development]
  • McElroy, J.C., Summers, J.K., & Moore, K. (2014). The effect of facial piercing on perceptions of job applicants. Organizational Behavior and Human Decision Processes, 125, 26-38. [E; individual differences, personnel selection, personnel recruitment]
  • Morgan, W.B., Walker, S.S., Hebl, M.R., & King, E.B. (2013). A field experiment: Reducing interpersonal discrimination toward pregnant job applicants. Journal of Applied Psychology, 98, 799-809. [E; diversity, personnel selection]
  • Paronto, M.E., Truxillo, D.M., Bauer, T.N., & Leo, M.C. (2002). Drug testing, drug treatment, and marijuana use: A fairness perspective. Journal of Applied Psychology, 87, 1159-1166. [E; personnel selection, personnel recruitment]

Training: Theory, Delivery, Program Design, and Evaluation

  • Kirkpatrick, J., & Kirkpatrick, W. (2009, November). The Kirkpatrick model: Past, present, and future. Chief Learning Officer, 8(11), 20-24. [N; training]

Work Motivation

  • Bies, R.J., Tripp, T.M., & Shapiro, D.L. (2016). Abusive leaders or master motivators? “Abusive” is in the eye of the beholder. In N.M. Ashkanasy, R.J. Bennett, & M.J. Martinko (Eds.), Understanding the high performance workplace: The link between motivation and abuse (pp. 252-276). New York: Routledge. [N; leadership, performance criteria, work motivation]
  • Latham, G.P. (2001). The importance of understanding and changing employee outcome expectancies for gaining commitment to an organizational goal. Personnel Psychology, 54, 707-716. [N; work motivation, performance criteria]
 
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