Home Home | About Us | Sitemap | Contact  
  • Info For
  • Professionals
  • Students
  • Educators
  • Media
  • Search
    Powered By Google

IOP Journal Now Accepting Commentaries


by SIOP Administrative Office

Submission Deadline August 25!

Two focal articles have recently been accepted for Volume 8, Issue 1, of SIOP’s journal, Industrial and Organizational Psychology: Perspectives on Science and Practice. They are now available for comment on the SIOP website.

The deadline for commentary submissions is August 25, 2014.

The first focal article is titled “Policing Nepotism and Cronyism Without Losing the Value of Social Connection” by Robert G. Jones and Tracy Stout. Anti-nepotism policies are common in work organizations. Although cronyism appears commonplace, as well, official policing of cronyism is less common. In this article, the authors argue that social connection, sometimes in apparent nepotic and crony relationships, may add considerable value to organizations. They also argue that policing of nepotic relationships can be a form of unfair discrimination when the perception of inequity is being policed rather than its reality. Finally the authors consider effective approaches that simultaneously preserve the value of social connection,  avoid the actual ethical breaches associated with some social connections, and avoid unfair discrimination on the basis of group memberships (in this case family and friends).

The second focal article is titled “Performance Management Can Be Fixed: An On-the-Job Experiential Learning Approach for Complex Behavior Change” by Elaine D. Pulakos, Rose Mueller Hanson, Sharon Arad, and Neta Moye. In spite of numerous attempts over decades to improve performance management (PM) systems, PM is viewed as more broken than ever, with managers and employees seeing it as burdensome and low value. Yet, the behaviors that PM intends to achieve are in fact important drivers of engagement and performance. So where’s the disconnect? The problem is that formal PM systems have reduced PM to intermittent steps and process that are disconnected from day-to-day work and the behaviors that actually drive performance – communicating ongoing expectations, providing informal feedback in real time, and developing employees through experience. To deliver on its promise, PM needs to shift from focusing on the formal system to focusing on the PM behaviors that matter every day. The authors describe a five-step PM reform process that helps organizations achieve this change and is showing promise for increasing satisfaction and positive outcomes from PM processes. Central to the intervention is that organizational members need to intentionally practice and solidify effective PM behavior through a structured, on-the-job experiential learning intervention that yields meaningful behavior change. The change management and training interventions discussed here provide a model for organizational culture and behavior change efforts beyond PM.
Industrial and Organizational Psychology: Perspectives on Science and Practice takes a focal article – peer commentary format, and commentaries are peer reviewed. We invite interested SIOP members to submit a commentary on either of these articles for consideration for publication. We hope to receive commentaries from a broad range of perspectives, including the science and practice communities, and U.S. and international perspectives.

The focal articles can be downloaded from the Industrial and Organizational Psychology: Perspectives on Science and Practice page on the SIOP website  The journal page also contains details on the process of preparing and submitting a commentary. Please contact Editor Kevin Murphy at krm10@me.com with any questions about the commentary process.

We look forward to your submissions!