Case Studies in I-O Psychology - Practical Applications of Science

As a discipline, industrial-organizational (I-O) psychology has long embraced its role as both a science and a practice; the field is a personification of the scientist-practitioner model. However, the translation of new science into accepted practice can be challenging, and the field often wrestles with the best way to motivate a rich dialogue across the breadth of the field, from science to practice. The editors of this book believe that case studies are an underutilized resource for enriching this dialogue.

In this volume are assembled 20 cases that show how I-O psychologists created programs backed by theory and research to address real-world issues in organizations. The cases are diverse and cover several areas of this discipline: how we select people to fill jobs, develop leaders, and facilitate inclusion and belongingness; as well as cases that show how technology is being deployed in our work, and how we can promote safe and healthy workplaces.

This book is an important tool in educating future I-O psychologists in the application of science in our practice. It is also a useful guide for practitioners, providing insight into how various interventions have been implemented successfully and the lessons that were learned along the way. Throughout the book, the underlying premise is that science and practice are interdependent parts of a cycle, where each piece informs the other - a cycle that, when balanced, leads to more effective organizational programs and triggers new questions to be answered by our research.

List of contents

• Chapter 1 Praxis: The Science - Practice Circle, Rick Jacobs,Douglas H. Reynolds


• Section 1: Selecting Talent into Organizations


• Chapter 2. The Development of an Employee Value Proposition: A Case Study in the Quick Service Restaurant Industry, William Shepherd


• Chapter 3. Building the Plane After Takeoff: Quickly Deploying an Assessment and Improving It Later Carter Gibson, Andrew Lam, Marc Cubrich, Daly Vaughn


• Chapter 4. PepHire: PepsiCo's First and Only Global External Selection Program, Gina A. Seaton, Allan H. Church, Ariel A. Roberts, and Deborah Lee


• Chapter 5. Talent Management in Elite Sports: Assessing, Selecting, and Developing Talent in the NFL Using an I-O Lens, Elliott Larson, Harold Goldstein, Annalissa Thomas, Kenneth Yusko, and Charles Scherbaum


• Chapter 6. Thoughts About Selection Systems, Milton Hakel


• Section 2: Assessing and Developing Leaders


• Chapter 7. A Crash Course in Pulse Surveys: Is More Feedback Always Better? Matt I. Brown


• Chapter 8. Creating a High-performance Culture with Strategic 360 Feedback: A 13-year Case Study, Dale S. Rose


• Chapter 9. Now you know but knowing is not even half the battle: Using an ongoing feedback instrument to ensure training transfer of leadership skills, Alexander R. Schwall


• Chapter 10. Implementing Leadership Assessment Globally: A Pharmaceutical Case Study James A. Scrivani, Seymour Adler


• Chapter 11. Riggio Assessment-Driven Leadership Development: Case Commentary Ronald E. Riggio


• Section 3: Enhancing Workplace Health and Wellness


• Chapter 12. Enhancing Medical Provider Teamwork: The TeamSTEPPS Story, David P. Baker, Andrea M. Amodeo, and Eduardo Salas


• Chapter 13. Incorporating Measures of Professional Competencies in High-Volume, High-Stakes Assessments, Rebecca Fraser, Bethany Bynum, Dana Dunleavy, Scott Oppler, and Cheryl Paullin


• Chapter 14. Family-Supportive Supervisor Training to Reduce Work-Family Conflict in a Policing Context, Jennifer Rineer, Sarah Laskowitz, Leslie Hammer, Ellen Ernst Kossek, Matthew Lunn


• Chapter 15. Health and Wellness Interventions: How Industrial-Organizational Psychology Can Make a Difference Tammy D. Allen


• Section 4: Managing Diversity, Equity, Inclusion, and Belongingness


• Chapter 16. DEIB Workforce Research: Embedding Inclusion Across the Research Lifecycle, Amanda Anderson, Jamie Severt, Melissa Bleiberg, Ekaete Bailey, and Robert Calderón


• Chapter 17. A Comprehensive Approach: Cultural Awareness, Diversity, Equity, Inclusion, Accessibility and Belonging Framework, Shelly McDowell-Porter


• Chapter 18. The Development of an Integrative Team Belonging Training, Nohelia Argote, Jennifer Feitosa, and M. Gloria González-Morales


• Chapter 19. Going beyond metrics to actionable insights on diversity, equity and inclusion: It's the behaviours that matter, Hani Nabeel and Eugene Burke


• Chapter 20. Developing a Code of Conduct for Diversity, Equity, and Inclusion: A Case Study, Kristen D. Eggler and Victoria P. Mattingly


• Chapter 21. DEI Commentary: Evidence-Based DEI Practice, Denise M. Rousseau


• Section 5: Integrating Technology and Artificial Intelligence


• Chapter 22. Framework for Matching Leaders' Challenges with Leadership Development A Case Study of AI in Action, Ramya Balakrishnan, Scott Tonidandel, Stephen Young, and Jean Brittain Leslie


• Chapter 23. Introducing and Maintaining Machine Learning Selection Systems, Emily D. Campion and Michael A. Campion


• Chapter 24. Innovations in Inclusivity: A Neurodiversity-Focused Approach to Hiring, Colin Willis and Belinda Williams


• Chapter 25. Not All Are Created Equally: Highly Specific Versus Broadly Generalizable Models, Cari Gardner, Joshua Liff, and Nathan Mondragon


• Chapter 26. Using Artificial Intelligence to Support Human Resources: Balances Amid Uncertainty, Richard N. Landers


• Section 6: Conclusions


• Chapter 27. Lessons Learned from Case Studies, Douglas H. Reynolds and Rick Jacobs

About the author

Rick Jacobs, Emeritus professor of psychology at Penn State University and science advisor for Talogy. He has been awarded major research grants from the U.S. Departments of Labor, Transportation, Nuclear Regulatory Commission, and PNC Bank. Prof. Jacobs is the author of over 70 research articles and book chapters and has given 100 professional presentations.
At Penn State, he is a member of the Schreyer Honors College Distinguished Faculty and their Board of Advisors for the Presidential Leadership Academy. Prof. Jacobs developed the Deloitte Leadership Development Center and is a member of the board of Hillel.
An avid downhill skier, fly fisherman, and collector of Groucho Marx memorabilia, he is often found playing one of the 5-string banjos from his collection.

Doug Reynolds is Chief Science Officer at DDI. In this role, Doug advises on the use of assessments to enhance leadership performance and reduce corporate risk. His consulting work focuses on the use of assessment for

executive and leadership evaluation. Doug has published and presented frequently on topics related to the intersection of organizational psychology and technology. He has co-authored or co-edited four books, most recently Talent Assessment: Embracing Innovation and Mitigating Risk in the Digital Age (2023). He is a Past President of the Society for Industrial and Organizational Psychology (2012-2013) and recipient of SIOP's Distinguished Professional Contributions Award.

Product details

• Assisted by: Jacobs Rick (Editor), Reynolds Douglas H. (Editor)
• Publisher: Oxford Academic
• Languages: English
• Product format: Paperback / Softback
• Release: 19.12.2025
• EAN: 9780197692257
• ISBN: 978-0-19-769225-7
• Dimensions: 158 mm x 233 mm x 38 mm
• Weight: 658 g
• Series: SIOP Organizational Frontiers Series
• Subjects: Social sciences, law, business > Business > Management; BUSINESS & ECONOMICS / Business Ethics, BUSINESS & ECONOMICS / Budgeting, Business Ethics, Business ethics and social responsibility, Budgeting & financial management, Budgeting and financial management