2015),"Aligning management model and business model in the management innovation perspective: The role of managerial dynamic capabilities in the organizational change"

Gloss, Carr, Reichman, Abdul-Nasiru, and Oestereich (2017) neglected the “how-to” component of their proposal for increasing humanitarian efforts in the field of industrial and organizational (I-O) psychology. Implementing change at an earlier point in the education process, through social justice awareness and applied service learning, is likely to lead to a more robust and fruitful shift away from a POSH bias compared to an attempt at persuading those currently in the field to adopt this change after their training (although I would never argue that the latter is utterly irrelevant). I hold an unwavering conviction that a natural route toward change would be to ensure that I-O psychology educators are explicitly focusing on the humanitarian workplace movement within our courses and that I-O professionals in organizations aid this cause by encouraging a humanitarian perspective as they train their newly hired, fresh-faced I-O graduates. The purposeful threading of humanitarian goals into I-O psychology education, in large part through service learning or civic education, is the key to our effectiveness. Without such a focus in the beginning stratum of I-O psychologists’ training, our other well-intentioned attempts at shifting the field's focus toward humanitarian concerns may be in vain. Below, I offer suggestions to reach this goal.

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There has been a great deal of research examining how characteristics of jobs impact employee work perceptions as well as worker outcomes and this question is typically viewed through the lens of the job characteristics model (JCM) (Oldham & Hackman, 1980). Despite the substantial literature on this model, questions are now being raised about the JCM's generalizability across job types. This study tested job type as a moderator for job characteristic-worker outcome relationships through the use of a multilevel design and data from 11,718 employees in 24 countries.Findings indicate a moderating effect of job type on relationships between the job characteristics of autonomy, skill variety, and task significance with the worker outcomes of job satisfaction, organizational commitment, turnover intentions, and perceptions of stress. This has implications for work design across jobs and findings indicate these relationships are complicated in that they are dependent upon job type, the specific job characteristic, and the worker outcome in question. Thus, given the cost and time involved in work redesign, such redesign attempts should be tailored to the outcomes a given organization intends to improve instead of implementing higher levels of numerous job characteristics across all job types and situations.