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Jonathan S. Abramowitz
This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Psychology. Please check back later for the full article.
Obsessive-compulsive disorder (OCD) is one of the most destructive psychological disorders. Its symptoms often interfere with work or school, interpersonal relationships, and with activities of daily living (e.g., driving, using the bathroom). Moreover, the psychopathology of OCD is seemingly complex: sufferers battle ubiquitous unwanted thoughts, doubts, and images that, while senseless on the one hand, are perceived as signs of danger on the other hand. The thematic variation and elaborate relations between behavioral and cognitive signs and symptoms can be perplexing to even the most experienced of observers. Cognitive-behavioral models of OCD explain these phenomena and account for their heterogeneity. These models also have implications for how OCD is treated using exposure and response prevention, which research indicates are effective short- and long-term interventions.
Neal M. Ashkanasy and Alana D. Dorris
Organizational behavior (OB) is a discipline that includes principles from psychology, sociology, and anthropology. Its focus is on understanding how people behave in organizational work environments. Broadly speaking, OB covers three main levels of analysis: micro (individuals), meso (groups), and macro (the organization). Topics at the micro level include managing the diverse workforce; effects of individual differences in attitudes; job satisfaction and engagement, including their implications for performance and management; personality, including the effects of different cultures; perception and its effects on decision-making; employee values; emotions, including emotional intelligence, emotional labor, and the effects of positive and negative affect on decision-making and creativity (including common biases and errors in decision-making); and motivation, including the effects of rewards and goal-setting and implications for management. Topics at the meso level of analysis include group decision-making; managing work teams for optimum performance (including maximizing team performance and communication); managing team conflict (including the effects of task and relationship conflict on team effectiveness); team climate and group emotional tone; power, organizational politics, and ethical decision-making; and leadership, including leadership development and leadership effectiveness. At the organizational level, topics include organizational design and its effect on organizational performance; affective events theory and the physical environment; organizational culture and climate; and organizational change.
Mark G. Ehrhart and Benjamin Schneider
Research on the internal psychosocial environment of work organizations has largely been captured through the study of two constructs: organizational climate and organizational culture. Despite the inherent similarities between the two constructs, they have largely been studied in separate literatures, by different sets of researchers, and more often than not with different methodologies. For instance, research in organizational climate tends to have a relatively narrow focus on the shared perceptions of employees, and contemporary climate research in particular tends to have a focus on specific strategic goals (such as climates for service or safety) or internal processes (such as climates for fairness or ethics). Organizational culture is broader than organizational climate, starting with deep-level assumptions and values and becoming manifest in almost all aspects of organizational life. A review of both literatures and the suggested integration of them leads to a rich understanding of how employees experience their work organizations and the consequences of organizational behavior for what happens in organizations for people and organizational effectiveness.
Ravi S. Kudesia
Since the 1980s, the management and organizations literature has grown substantially, turning over the years toward cognitive, discursive, and phenomenological perspectives. At the heart of this continued growth and its many turns is the matter of sensemaking. Construed narrowly, sensemaking describes the process whereby people notice and interpret equivocal events and coordinate a response to clarify what such events mean. More broadly, sensemaking offers a unique perspective on organizations. This perspective calls attention to how members of organizations reach understandings of their environment through verbal and embodied behaviors, how these understandings both enable and constrain their subsequent behavior, and how this subsequent behavior changes the environment in ways that necessitate new understandings.
Whereas organizational psychology constructs typically fit most comfortably into a linear “boxes and arrows” paradigm, sensemaking highlights a recursive and ongoing process. Sense is never made in a lasting way: It is always subject to disruption and therefore must be continually re-accomplished. As a result, sensemaking is especially evident when equivocal events cause breakdowns in meaning. Such breakdowns render organizations incapable of answering two key questions: “What’s going on here?” and “What should we do about it?” Not coincidentally, such events—including crisis situations, strategic change episodes, firm formations and dissolutions, and new member socialization—are among the most pivotal events that occur in organizations. Sensemaking is therefore strongly implicated in organizational change, learning, and identity.
Sensemaking can appear impenetrable to newcomers for precisely the same reason that it enables remarkably incisive analyses: the sensemaking perspective helps disrupt limiting rationality assumptions that are so often embedded in organizational theories. As such, sensemaking sensitizes scholars to counterintuitive aspects of organizational life. These aspects include how action in organizations often precedes understanding rather than following from it, how organizations are beset by a surplus of possible meanings rather than a scarcity of information, how retrospective thought processes often trump future-oriented ones, and how organizations help create the environments to which they must react. Nonetheless, despite these advances and insights, much remains to be learned about sensemaking as it relates to emotion and embodiment; as it occurs across individual, group, organizational, and institutional levels of analysis; and as it both shapes and is shaped by new technologies.
Berrin Erdogan, Talya N. Bauer, and Aysegul Karaeminogullari
Overqualification is a unique form of underemployment, which represents a state where the employee’s education, abilities, knowledge, skills, and/or experience exceed job requirements and are not utilized on the job. Potentially conflicting upsides and downsides of the phenomenon created a fruitful area of research. Thus, overqualification has received considerable attention both in the academic literature and popular press.
Studies of overqualification have emerged and received considerable attention in diverse fields including education, labor economics, sociology, management, and psychology. Antecedents of overqualification include individual differences (such as education, personality, age, sex, job search attitudes, previous work experience, past employment history, vocational training and type of degree, migrant status) and environmental dynamics (such as the characteristics of the position held and size of the job market). Commonly studied outcomes of overqualification include job attitudes, performance, proactive behaviors and creativity, counterproductive behaviors, absenteeism and turnover, health and well-being, feelings of job security, wages, upward mobility, and interpersonal relationships. While the effects are typically negative, there are some contemporary findings revealing the potential benefits of overqualified employees for their work groups and organizations. In recent years, boundary conditions shaping the effects of overqualification have also been identified, including factors such as empowerment and autonomy, overqualification of referent others, personality traits, and values.
Despite the accumulating research on this topic, many unanswered questions remain. Conflicting findings on some of the outcomes and limited empirical investigations of theory-based mediators promise a lively and still developing field of research.
Since the 1890s, the field of applied sport psychology has gained increasing visibility within the sport and exercise science, psychology, and mainstream communities. Associated with this enhanced visibility has been an increase in the numbers of education and training pathways, registration and licensure schemes, and people offering services. At the same time, there has also been increasing recognition that applied practitioners operate in a range of domains, including sport, where there is a need for clients to respond to stressful, often competitive, environmental demands and perform to high levels, such as the performing arts and music, business, medicine, the military, and public speaking. These practitioners do not need to be interested in sport, and they come from a diverse range of backgrounds.
As sport and performance psychologists have emerged and formed a loose and porous community, researchers have documented their technical and personal competencies, the ways in which they help clients, the principles guiding their development toward expertise, and some of the ethical and other demands placed on them as helping professionals. This knowledge can be used to identify ways that these individuals can be helped to develop their knowledge, skills, and character so they can form salubrious relationships with clients and assist performers across various domains to achieve their goals and resolve issues.
Kate F. Hays
Performance psychology addresses issues of optimal performance across a wide range of fields. Optimal performance can be enhanced via psychological methods; psychology also addresses the mental barriers and detriments to performance.
One major performance arena is the performing arts. The performing arts include music, dance, and theatre arts. In some instances, people are performing live in front of an audience; in other situations, their performance is prepared for a future audience (e.g., movie, TV, or video).
A number of psychological aspects need to be addressed to produce optimal performance: flawless performance, optimal arousal, focus maintenance, competition and perfectionism, and artistic expression.
Much of the knowledge concerning the enhancement of performance is derived from the field of sport psychology. Some common concerns include the management of performance arousal, developmental issues in relation to early training, injury recovery, and transitions within or out of the performance arena. Although many concerns and expectations are similar with regard to the end “product” of excellent performance, there are also vast differences in such aspects as the culture of the performing arts, historical roots, purpose of the activity, resources and supports, and the place of the particular performance arena within the larger culture. Both research and practice opportunities are increasingly of interest to academicians, practitioners, and performing artists themselves.
Sarah E. Hampson
This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Psychology. Please check back later for the full article.
Although the belief that personality is linked to health goes back at least to Greek and Roman times, the scientific study of these links began in earnest only during the last century. The field of psychosomatic medicine, growing out of psychoanalysis, accepted that the body and the mind were closely connected. For a time, the medical world was captivated by the idea that Type A personality was related to cardiovascular disease. However, by the end of the 20th century, the application of modern, scientific conceptions of personality to the understanding of health and health behavior created a thriving field addressing the role personality plays in health and illness. The widespread acceptance of the five-factor model of personality traits, and the reliable and valid measures of personality traits that became available, transformed the study of personality and health. Of the Big Five broad domains of personality (extraversion, agreeableness, conscientiousness, emotional stability, and openness), the most dramatic and consistent findings in relation to health have been obtained for conscientiousness (i.e., people who are reliable, restrained, hard-working). Children and adults who are more conscientious have better health and live longer lives than those who are less conscientious. Conscientious individuals engage in more health-enhancing and fewer health-damaging behaviors, which accounts for some, but by no means all, of the association between this trait and better health outcomes including longevity.
Recent developments in the independent fields of personality psychology and health psychology have influenced contemporary approaches to the study of personality and health. Personality traits are no longer viewed as stable across adulthood, but as developing across the entire life span. Researchers are examining the influence of personality change on health. Recognizing the complex, reciprocal influences between personality and health, researchers are also examining how changes in health may lead to changes in personality. A range of health outcomes, wider than ever before, is now available. In addition to disease diagnoses and longevity, there are numerous biomarkers that are risk factors for disease and death that can be studied. Changes on these biomarkers, such as inflammation, cortisol activity, and cellular aging, can be used to chart health in relation to personality traits and to test underlying theoretical models. Recognizing that both personality and health are moving targets necessitates longitudinal studies and a life-span perspective guided by sophisticated models of the relationship between personality and health.
Jesús F. Salgado
Personnel selection is one of the most critical processes in the study of human work behavior because it determines the efficacy of many other issues of human resource management (e.g., training, productivity, and culture). From this perspective, personnel selection is a process of decision-making, and its main objective is to predict the future performance of potential employees. In order to achieve this objective, personnel selection identifies the individual requirements of job performance and uses a variety of assessment procedures, including cognitive ability tests, personality inventories, interviews, job knowledge tests, situational judgment tests, job experience, work sample tests, assessment centers, biodata, and reference checks. Using the best combination of predictors, currently, scientific personnel selection is capable of predicting and explaining over 60% of job performance variance based on individual differences.
Ryan E. Rhodes and Patrick Boudreau
The physical, psychological, and economic benefits of regular moderate-to-vigorous-intensity physical activity are well substantiated. Unfortunately, few people in developed countries engage in enough physical activity to reap these benefits. Thus, a strong theoretical understanding of what factors are associated with physical activity is warranted in order to create effective and targeted interventions. Social/ecological approaches to understanding physical activity demonstrate the breadth of correlates that encompass intra-individual, inter-individual, environmental, and policy-related variables in physical activity performance. One longstanding intrapersonal correlate of interest is the relationship between personality traits—enduring individual-level differences in tendencies to show consistent patterns of thoughts, feelings, and actions—and physical activity.
Personality trait theories are broad in focus and differ in terms of proposed etiology, yet much of the recent research in physical activity has been with super traits in the five-factor model: neuroticism, extraversion, openness, agreeableness, and conscientiousness. Meta-analytic reviews suggest that conscientiousness and extraversion are positively associated with physical activity with some mixed evidence for a small negative relationship with neuroticism. The effect appears to be most pronounced with vigorous physical activities and less so with lower-intensity lifestyle activities and shows mixed evidence for whether proximal social cognitive variables (intention, self-efficacy) can mediate this relationship. More specific sub-traits show that facets of extraversion (excitement-seeking, activity) or conscientiousness (self-discipline, industriousness/ambition) have larger and more specific associations with particular types of physical activity or moderate key processes like the intention-behavior gap. Furthermore, personality appears to be linked to higher-intensity and adventure activities more than lower-intensity leisure physical activities. Contemporary longitudinal assessments of the bi-directionality of personality and physical activity have begun to advance our understanding of interconnectedness. Interventions that target personality traits to improve physical activity have been relatively understudied but hold some promise when used in tandem with larger theoretical approaches and behavioral change strategies.