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Most cited

This page lists all time most cited articles for this title. Please use the publication date filters on the left if you would like to restrict this list to recently published content, for example to articles published in the last three years. The number of times each article was cited is displayed to the right of its title and can be clicked to access a list of all titles this article has been cited by.

Contents

Page 57 of 63

  • Cited by 1

  • What if Any Science Will Do?

  • Fred Delmhorst
  • Published online by Cambridge University Press:
    19 June 2018, pp. 236-240
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  • Rotolo et al. (2018) identify a number of reasons why the field of industrial and organizational (I-O) psychology is losing relevancy, including a lack of focus on frontier topics, which may be most relevant to talent management practitioners. As someone who subscribes to the benefits of the scientist–practitioner approach to talent management, there is nothing I hold more precious than a healthy partnership between the I-O psychology academic community and talent management practitioners.

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  • Workplace Relationships and Social Networks

  • Clare L. Barratt, Claire E. Smith
  • Published online by Cambridge University Press:
    20 September 2018, pp. 510-516

  • As described in Chernyak-Hai and Rabenu's (2018) focal article, the workplace has changed tremendously over the past few decades. These changes, undoubtedly, have affected how individuals interact and build relationships in the workplace. We live in a “networked society,” where the advances in technology and subsequent spread of communication and information have reorganized the way individuals are connected to one another (Castells, 2004; Wellman, 1999). In other words, we exist in complex networks, where underlying interconnections and interdependencies are the keys to scientific understanding. In their focal article, Chernyak-Hai and Rabenu highlight the need to adapt social exchange theories and research to incorporate the change in workplace relationships resulting from advances in technology and changes in the global market and workforce (e.g., freelancers, contract workers).

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  • We should also aim higher: I-O psychology applied to sustainable growth and development

  • Mindy Shoss, Lori Foster
  • Published online by Cambridge University Press:
    09 September 2022, pp. 436-440
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  • Cited by 1

  • From the Editor

  • Kevin R. Murphy
  • Published online by Cambridge University Press:
    07 January 2015, p. 1
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  • Cited by 1

  • Holding cybervetting to the same standards as traditional vetting methods

  • Greg A. Chung-Yan, Jewels T. L. Adair, Tabarak Baher
  • Published online by Cambridge University Press:
    09 September 2022, pp. 352-353
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  • Cited by 1

  • Beyond rating accuracy: Unpacking frame-of-reference assessor training effectiveness

  • C. Allen Gorman, Duncan J. R. Jackson, John P. Meriac, Joseph R. Himmler, Tanya F. Contreras
  • Published online by Cambridge University Press:
    12 March 2024, pp. 206-219
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  • Evidence from previous research suggests that frame-of-reference (FOR) training is effective at improving assessor ratings in many organizational settings. Yet no research has presented a thorough examination of systematic sources of variance (assessor-related effects, evaluation settings, and measurement design features) that might influence training effectiveness. Using a factorial ANOVA and variance components analyses on a database of four studies of frame-of-reference assessor training, we found that (a) training is most effective at identifying low levels of performance and (b) the setting of the training makes little difference with respect to training effectiveness. We also show evidence of the importance of rater training as a key determinant of the quality of performance ratings in general. Implications for FOR training theory and practice are discussed.

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  • Developing an Online Synthetic Validation Tool

  • Rodney A. McCloy, Dan J. Putka, Robert E. Gibby
  • Published online by Cambridge University Press:
    07 January 2015, pp. 366-370

  • In their comprehensive apologetic treatment of synthetic validity, Johnson et al. (2010) echo Hough (2001), advocating development of a central synthetic validation database, which would serve as a repository of validity information to support future synthetic validation efforts. They offer two potential approaches for developing such a database. The first entails the conduct of “a large-scale study in which tests are administered to and performance ratings gathered on incumbents in a large number of jobs in a variety of organizations.” The authors consider this approach to be “ideal but impractical,” largely because of the scope and cost of the data collection required and the resulting investment required by any sponsoring organization. The second entails the conduct of multiple local studies to generate empirical estimates of relationships between measures of various predictor constructs and a standardized set of job components. Johnson et al. consider this approach more practical, citing Meyer, Dalal, and Bonaccio (2009) as a benchmark example.

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Page 57 of 63