- Home
- A-Z Publications
- Annual Review of Organizational Psychology and Organizational Behavior
- Previous Issues
- Volume 2, 2015
Annual Review of Organizational Psychology and Organizational Behavior - Volume 2, 2015
Volume 2, 2015
-
-
Stereotype Threat in Organizations: Implications for Equity and Performance
Vol. 2 (2015), pp. 523–550More LessOver the past 20 years, a large body of laboratory and field research has shown that, when people perform in settings in which their group is negatively stereotyped, they may experience a phenomenon called stereotype threat that can undermine motivation and trust and cause underperformance. This review describes that research and places it into an organizational context. First, we describe the processes by which stereotype threat can impair outcomes among people in the workplace. Next, we delineate the situational cues in organizational settings that can exacerbate stereotype threat, and explain how and why these cues affect stereotyped individuals. Finally, we discuss relatively simple empirically based strategies that organizations can implement to reduce stereotype threat and create conditions in which employees and applicants from all groups can succeed.
-
-
-
Technology and Assessment in Selection
Vol. 2 (2015), pp. 551–582More LessAs technology evolves and is incorporated into testing and assessment applications, psychologists have opportunities to improve testing processes making scores on measurement tools more accurate, the administration process more efficient, and often the assessment process more realistic. At the same time, they also must contend with fundamental changes in the assumptions made about good testing practices and confront new problems that are created by technological enhancements. Issues such as distractions and their implications for test performance, changes to the applicant pool and their effect on adverse impact, and cheating and its impact on test scores must be explored. This article provides examples of how technology is being used in tests and assessments, discusses the advantages and disadvantages of relying on technology, and offers an agenda for future research.
-
-
-
Workplace Stress Management Interventions and Health Promotion
Vol. 2 (2015), pp. 583–603More LessEmployee health and wellness are important for employees, their families, and their organizations. We review the literature on both stress management interventions in organizations and workplace health promotion and wellness programs, from the lens of primary, secondary, and tertiary interventions as well as the framework provided by the job demands–resources model (Bakker & Demerouti 2007). Stress management interventions tend to be ameliorative, often focusing on restoring resources that have been depleted by the work environment, whereas workplace health promotion and wellness programs tend to be more preventive, enhancing job and personal resources for all employees. There appears to be a trend toward incorporating stress management as a component of workplace wellness programs, with these programs taking more of a primary or secondary intervention approach than a tertiary approach. In addition, although organization-level interventions are still relatively rare, there is growing evidence that organizational interventions, especially when combined with individual-level interventions, can be quite effective in promoting a positive, healthy work environment. We conclude the review by offering suggestions for future research and some considerations for the design and evaluation of future interventions.
-