Industrial and Organizational Psychology

The Two-Minute Elevator Speech: Communicating Value and Expertise as I/O Psychologists to Everyone Else

by Christian Thoroughgood

The Industrial-Organizational Psychologist (2010)

Engineering psychology/human factors/ergonomics

by Rebecca Grier

Coauthored with Michael J. Paley. Chapter in Rogelberg, S. (Ed) Encyclopedia of Industrial/Organizational Psychology (2006).

Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE

by Paul Hanges

Culture specific and cross-culturally generalizable implicit leadership theories

by Paul Hanges

Which comes first: Employee attitudes or organizational financial and market performance?

by Paul Hanges

When organizational climate is unambiguous, it is also strong

by Paul Hanges

Employment discrimination: the role of implicit attitudes, motivation, and a climate for racial bias

by Paul Hanges

Survivor reactions to reorganization: antecedents and consequences of procedural, interpersonal, and informational justice

by Paul Hanges

A study of managerial skills of women and men and their impact on employees' attitudes and career success in a nontraditional organization

by Frank Shipper

Diagnosis and referral of workplace depression

by Jeffrey Kahn, M.D.

J Occup Environ Med. 2008 Apr;50(4):396-400.

Diagnosis and referral of workplace depression.
more J Occup Environ Med. 2008 Apr;50(4):396-400.

Diagnosis and referral of workplace depression.

Kahn JP.


Source

WorkPsych Associates, New York, New York, USA. JeffKahn@WorkPsych.com


Abstract

OBJECTIVE:

Effective treatment requires understanding of the many possible reasons for employees and patients to complain of "depression."

METHODS:

This process of differential diagnosis includes panic anxiety, thyroid and other medical conditions, as well as several distinct types of depression (including atypical depression and melancholia).

RESULTS:

Much of workplace depression care can be delivered by occupational health and mental health professionals. Optimal treatment requires accurate and specific diagnosis, and focused care. And, some cases require urgent psychiatric referral, while less urgent referral is important for some others.

CONCLUSIONS:

Optimal diagnosis and specific treatment is a cost effective approach that saves money for employers, while helping employees.

Organizational and Occupational Psychiatry: Overview and Examples

by Jeffrey Kahn, M.D.

Volume 36 · Number 11
NOVEMBER 2006

Organizational and Occupational Psychiatry: Overview and... more Volume 36 · Number 11
NOVEMBER 2006

Organizational and Occupational Psychiatry: Overview and Examples

By Jeffrey P. Kahn, MD



Organizational and occupational psychiatry is the application of psychiatric knowledge, principles, and skills to the resolution of career issues of individuals and larger scale behavioral issues of organizations. Organizational and occupational psychiatry dates back to 1924, when Macy’s department store first hired a psychiatrist to attend to the needs of their employees. Since then, the scope of organizational and occupational psychiatry has expanded into many areas of work and corporate life. Within occupational psychiatry, there has been growing awareness of the importance of work and career factors in patients’ inner emotional lives, and the often hidden interactions between work life and personal life. Within organizational psychiatry, psychiatrists have worked to improve organizational structure, function and change; address the complexities of office politics; assess and develop executive and leadership skills; and help employers with a range of issues including accidents, violence, presenteeism, and the workplace effects of mental health diagnoses and treatment. This paper will review examples of organizational and occupational psychiatry. All individual case material is fictionalized to maintain confidentiality.

A comparative study of women's and men's self perceptions of managerial skills and their impact on other's perceptions, employee attitudes and …

by Frank Shipper

EMPLOYEE FEEDBACK: A WINDOW FOR MANAGEMENT DEVELOPMENT

by Frank Shipper

A study of four psychometric properties of the Jenkins Activity Survey Type A scale with suggested modifications and validation

by Frank Shipper

QICID: 17216 Title: EI Veterans Take A Look at Signs of Resistance: Assessing and Handling Resistance to Employee Involvement

by Frank Shipper

The level of the system's self-knowledge as a measure of its adaptive ability in the light of the Kwiatkowski's system development rule.

by Ryszard Stocki

Stocki, R. (submitted). The level of the system's self-knowledge as a measure of its adaptive ability in the light of the Kwiatkowski's system development rule.

Kwiatkowski, a Polish economist, formulated the rule linking economic development of nations with proportion of... more Kwiatkowski, a Polish economist, formulated the rule linking economic development of nations with proportion of population knowledgeable in the economic systems of their times. In the present paper we propose to broaden the rule to other systems, particularly organizations and propose empirical and information tools for testing the rule – quantitative analysis of the cognitive maps. We also present results of preliminary research where relation between development and the cognitive maps supported our assumptions.

Dispositional optimism fosters opportunity-congruent coping with occupational uncertainty

by Maria Pavlova

With Rainer K. Silbereisen.
Article in press in Journal of Personality.
Available on request.

Objective. We investigated the relationship between dispositional optimism and coping with growing occupational... more Objective. We investigated the relationship between dispositional optimism and coping with growing occupational uncertainty, drawing on the lifespan theory of control to assess coping.

Method. Participants were 606 German adults with various sociodemographic backgrounds, aged 16–43. They were interviewed at the end of 2005 (Time 1) and at the beginning of 2007 (Time 2). We regressed each control strategy at Time 2 on its scores at Time 1, optimism at Time 1, three moderating variables, and their interactions with optimism.

Results. Dispositional optimism predicted an increase in both goal engagement strategies (selective primary and compensatory primary control) only under favourable conditions (low regional unemployment rate, low perceived growth in occupational uncertainty, and high perceived controllability of this stressor). Specific conditions moderating the effects of optimism differed between the two engagement strategies. In addition, an unfavourable labour market situation as such prompted an increase in goal engagement. No effects of optimism on goal disengagement (compensatory secondary control) at Time 2 were found.

Conclusions. The effects of dispositional optimism on the change in control strategies were contingent on the labour market situation, which supports the view that optimists are better able to tailor their coping responses to available opportunities.

A study of the impact of training in a management development program based on 360 feedback

by Frank Shipper

A model of values-based shared leadership and sustainable performance.

by Frank Shipper

Investigating the sustainability of a sustained 360 process

by Frank Shipper