PSY FPX 6710 Assessment 1 I/O Scholar Practice Gap

Student Name

Capella University

PSY FPX 6710 Principles of Industrial/Organizational Psychology

Prof. Name

Date

Analyzing Foundational Theories of I-O Psychology

Before analyzing the foundational theories of industrial and organizational psychology (I-O psychology), it is essential to understand the field itself. I-O psychology focuses on studying human behavior in the workplace, primarily by examining individual and group dynamics within organizational settings (Landy & Conte, 2016). Key areas of study include abilities, functions, and situational opportunities and limitations. Despite the diverse aspects that can be studied in the workplace, such as tasks, interactions, language, attitudes, and values, the overarching goal remains the symbiotic relationship between individuals in an industry or organization and the organizational objectives (Landy & Conte, 2016).

Current I-O Practices

The top five trending I-O practices identified are:

Practice	Description
Engagement and organizational commitment	Focusing on fostering commitment and engagement among employees regardless of their work mode (remote, hybrid, or in-office)
Cultivating inclusive environments and cultures	Creating inclusive environments and cultures to promote a sense of belonging and safety within the organization
Managing transition into post-pandemic work	Handling transitions into post-pandemic work arrangements, including shifts to hybrid or fully remote setups
Talent attraction and retention	Attracting and retaining talent in a competitive job market
Prioritizing employee well-being	Giving importance to employee well-being, particularly mental health

(Society of Industrial and Organizational Psychology, 2022).

Analyzing Three Current I-O Practices

In my workplace, the three prevalent I-O practices are:

Development
Quality of Work Life
Organizational Career mapping Telecommuting Analyzing organizational structure

PSY FPX 6710 Assessment 1 I/O Scholar Practice Gap

Underlying Foundational Theories and Organizational Practices

Career mapping aligns with theories of industrial psychology, focusing on individual development and career progression. Telecommuting falls under organizational psychology as it pertains to motivation, fairness, and stress management. Analyzing organizational structure is also rooted in organizational psychology, particularly organizational theory, which explores the design and functioning of organizations. These practices are influenced by theories such as Hofstede’s cultural dimensions theory, which underscores the impact of culture on individuals and workplaces.

Research on Current Industrial and Organizational Practices

Research indicates that career mapping facilitates steady progress in career trajectories, although complex moves may occur due to unclear career paths (Vinkenburg et al., 2020). Laissez-faire leadership during organizational restructuring can influence employees’ perceptions of role clarity, job satisfaction, and work-related burnout (Lundmark & Tafvelin, 2022). Additionally, telecommuting has been associated with positive outcomes in individual growth when employees have the flexibility to work remotely (Masuda & Nicklin, 2017).

PSY FPX 6710 Assessment 1 I/O Scholar Practice Gap

Examining the Evolution of Practices

While organizational structure remains a consistent focus in my workplace, telecommuting has undergone significant evolution, particularly accelerated by the COVID-19 pandemic. Initially perceived as a challenge to workplace culture, telecommuting has proven beneficial for work-life balance and productivity. Career mapping has emerged as a valuable tool for employees to visualize and plan their career trajectories, reflecting ongoing organizational adaptation.

Identifying the Scholar-Practitioner Gap

The scholar-practitioner gap poses challenges in addressing unconscious biases, such as those related to gender, culture, and uncertainty avoidance, within organizational practices. Awareness of these biases is crucial for promoting diversity and inclusivity in hiring and decision-making processes. Efforts to close these gaps, such as emphasizing diverse hires, are essential for fostering equitable workplaces.

References

Landy, F., & Conte, J. (2016). Work in the 21st century: An introduction to industrial and organizational psychology (5th ed.). Wiley.

Lundmark, R. A., & Tafvelin, S. (2022). Consequences of Managers’ Laissez-faire Leadership During Organizational Restructuring. Journal of Change Management, 22(1), 40–58.

Masuda, H. C., & Nicklin, J. M. (2017). Why the availability of telecommuting matters. Career Development International, 22(2), 200–219.

Society of Industrial and Organizational Psychology. (2022). Top Ten Work Trends of 2022. Retrieved from https://www.siop.org/Business-Resources/Top-10-Work-Trends