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95692 results in Psychology

Page 701 of 4785

  • IOP volume 15 issue 4 Cover and Back matter

  • Journal:
    Industrial and Organizational Psychology / Volume 15 / Issue 4 / December 2022
    Published online by Cambridge University Press:
    27 January 2023, pp. b1-b2
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  • A trauma-informed approach is needed to reduce police misconduct

  • Jana L. Raver, Megan McElheran
  • Journal:
    Industrial and Organizational Psychology / Volume 15 / Issue 4 / December 2022
    Published online by Cambridge University Press:
    27 January 2023, pp. 583-587
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  • IOP volume 15 issue 4 Cover and Front matter

  • Journal:
    Industrial and Organizational Psychology / Volume 15 / Issue 4 / December 2022
    Published online by Cambridge University Press:
    27 January 2023, pp. f1-f4
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  • Detangling experiential, cognitive, and sociopsychological individual differences in second language speech learning: Cross-sectional and longitudinal investigations

  • Yui Suzukida, Kazuya Saito
  • Journal:
    Bilingualism: Language and Cognition / Volume 26 / Issue 4 / August 2023
    Published online by Cambridge University Press:
    27 January 2023, pp. 762-775
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  • In this two-part study, we conducted both cross-sectional and longitudinal investigations on the relative weights of experiential, cognitive, and sociopsychological factors in adult L2 speech learning. In the cross-sectional phase (Study 1), speech was elicited from 73 Japanese speakers of English via a picture description task, and rated for accentedness and comprehensibility. These scores were linked to scores on a range of tests designed to measure aptitude, motivation, and anxiety. The results showed that comprehensibility was exclusively linked to experiential variables (e.g., the amount of L2 use outside classrooms), while accentedness was linked to phonemic coding ability and anxiety. In the longitudinal phase (Study 2), we tracked the same participants' L2 comprehensibility and accentedness development when they received four weeks of explicit pronunciation instruction. According to the results of pre- and post-tests, participants significantly improved the comprehensibility and accentedness of their speech regardless of cognitive and sociopsychological differences.

  • Open science, closed doors: The perils and potential of open science for research in practice

  • Richard A. Guzzo, Benjamin Schneider, Haig R. Nalbantian
  • Journal:
    Industrial and Organizational Psychology / Volume 15 / Issue 4 / December 2022
    Published online by Cambridge University Press:
    27 January 2023, pp. 495-515
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  • This paper advocates for the value of open science in many areas of research. However, after briefly reviewing the fundamental principles underlying open science practices and their use and justification, the paper identifies four incompatibilities between those principles and scientific progress through applied research. The incompatibilities concern barriers to sharing and disclosure, limitations and deficiencies of overidentifying with hypothetico-deductive methods of inference, the paradox of replication efforts resulting in less robust findings, and changes to the professional research and publication culture such that it will narrow in favor of a specific style of research. Seven recommendations are presented to maximize the value of open science while minimizing its adverse effects on the advancement of science in practice.

  • Innovation in government succession planning: A case study

  • Anne F. Marrelli
  • Journal:
    Industrial and Organizational Psychology / Volume 15 / Issue 4 / December 2022
    Published online by Cambridge University Press:
    27 January 2023, pp. 630-638

  • Formal succession planning is rare in the federal government compared to private sector organizations because there are multiple unique challenges in government. The Federal Merit System Principles and the Prohibited Personnel Practices established in Title 5 of the U.S. Code substantially limit flexibility in employee development and promotions, both key aspects of succession planning. For example, the merit system principle, “Recruit, select, and advance on merit after fair and open competition” prohibits the common succession planning practice of senior leaders personally identifying promising employees, providing them with special opportunities for development, and then promoting them into critical positions. This approach does not allow for fair and open competition and is thus seen as providing unfair advantages to some employees.

Page 701 of 4785