Shaping the Future of Industrial-Organizational Psychology: The Transformative Potential of Research Collaborations 

Nathaniel M. Voss, Stacy A. Stoffregen, Kelsey L. Couture, Joel A. DiGirolamo, Melissa Furman, Sarah Haidar,
Leslie B. Hammer, Jin Lee, Sarina M. Maneotis, Rodney A. McCloy, Ryan Olson & Paul Spector

Abstract

It is important for the research produced by industrial-organizational (I-O) psychologists to be rigorous, relevant, and useful to organizations. However, I-O psychology research is often not used in practice. In this paper, we (both practitioners and academics) argue that engaged scholarship – a particular method of inclusive, collaborative research that incorporates multiple stakeholder perspectives throughout the research process – can help reduce this academic-practice gap and advance the impact of I-O psychology. To examine the current state of the field, we reviewed empirical evidence of the current prevalence of collaborative research by examining the number of articles that contain non-academic authors across 14 key I-O psychology journals from 2018 to 2023. We then build on these findings by describing how engaged scholarship can be integrated throughout the research process and conclude with a call to action for I-O psychologists to conduct more collaborative research. Overall, our goal is to facilitate a fruitful conversation about the value of collaborative research that incorporates multiple stakeholder perspectives throughout the research process in hopes of reducing the academic-practice gap. We also aim to inspire action in the field to maintain and enhance the impact of I-O psychology on the future world of work. 

Enhancing Engagement in the Diversity Training Experience: Morality Processes Matter

Dustin Maneethai, Lars U. Johnson, Leanne A. Atwater, & L. A. Witt

Abstract

We describe how organizations and managers can enhance their efficacy and buy-in for diversity training programs through moral reframing. When organizations design and implement diversity training programs that morally resonate with only some participants, they risk alienation, divisiveness, and backlash. To understand the importance of how diversity training programs are framed, we describe five moral foundations (care, fairness, loyalty, authority, and purity) and their role in shaping perceptions and reactions to diversity training initiatives. We posit that diversity initiatives often emphasize care and fairness, which may not resonate with individuals prioritizing other moral values, such as loyalty, authority, and purity. We propose that the strategic reframing of diversity training within multiple moral frameworks may be more effective in resonating with a diverse audience and enhancing the overall effectiveness of diversity training programs. Additionally, we offer practical recommendations for managers and organizations to apply these moral frameworks in designing and communicating diversity training, maximizing their reach and positive impact.