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10 Industrial and Organisational Psychology Conference Keynote Abstracts
Gillian Yeo - Conference Co-Chair David Day - Conference Co-Chair Shayne Loft - Conference Co-Chair Aleksandra Luksyte- Conference Co-Chair
Scientific Committee Gillian Yeo Aleksandra Luksyte Guy Curtis
Abstracts Keynote Address Day Date July 2013 – Time (Room) Enabling Leaders who Create Value: Science & Practice at Infosys Dr Matt Barney, Ph.D. While leaders are among the most powerful forces in human affairs, it is regrettably rare that science about leaders and leadership is systematically used in organisations. From Enron to Bernie Maddoff, the world has suffered from leaders with impoverished values and expertise. While Psychologists have made unique contributions to leader and leadership models that can mitigate some of these risks, the disintegrated literature has made it daunting for practitioners who aspire to apply theory. The confusion has allowed a pseudo-science industry to become the dominant market force selling fool’s gold to well intentioned, but naïve practitioners of leader and leadership development. The Infosys Leadership Institute supports evidence-based approaches to leader and leadership development. The presentation will review the Cue See model that combines theory from Psychology, Strategy, Engineering, Marketing and Finance. It represents an attempt at integrating theories ranging from Leader-Member Exchange, Shared & Team Leadership, Charismatic/Transformational, Complexity, Authentic and Instrumental Leadership. Further, it assumes that other organisational sciences provide additional perspective on cross-level phenomena, especially Industrial-Systems Engineering, Operations Research, Strategy, Marketing and Finance. The Cue See model proposes scaffolding for leaders and followers to share a mental model about value creation, to better oscillate leader and follower roles that nurture cross-level and emergent value creation. The Cue See model suggests that vertical leaders need to span global boundaries, and levels of analysis to envision the future and bring it to the present, but that they also need to follow when others possess superior expertise. It further integrates findings from Social and Cognitive Psychology suggesting the specific mechanisms by which charismatic leadership communications affect both follower motivation and development, but are mediated by follower perceptions of trust and expertise. Infosys examples of applying the Cue See model in practice will be reviewed throughout the presentation. Early tests at Infosys hold promise for integrative, cross-level theory and scientistpractitioner approaches. The talk will close by putting leadership into historical perspective. In particular, lessons of parasitic behaviour from the world’s first publically traded firm, the British East India Company, and value destruction from modern parasites such as Al Qaeda, suggests that inverting the Cue See model may help avoid value destruction and promote human progress. Matt Barney, Ph.D. is the Vice President and Director of the Infosys Leadership Institute (ILI) globally. In this role, he is the senior-most Infosys leader responsible for the selection, development, research and succession of senior and high-potential leaders. Previously, he has held similar roles at Intel, AT&T, Lucent Technologies, Motorola, Sutter Health and Merck. Dr. Barney has published and presented papers and books in areas including Lean Six Sigma, Leadership Development, Psychometrics, Human Capital, Risk Management, and Simulations. His fourth book, to be published in 2013 is, “Leading Value Creation: Organisational Science, Bioinspiration & the Cue See Model”. Dr. Barney holds a B.S. in Psychology from the University of Wisconsin-Madison; and an M.A. and Ph.D. in Industrial-Organisational Psychology from the University of Tulsa. In 2007, he was named “Future Leader” by Human Capital Magazine. An American Citizen and Person of Indian Origin by marriage, he moved his family to Mysore, India in 2009 to lead the Infosys Leadership Institute.
Keynote Address Day Date July 2013 – Time (Room) The New Organisational Template: How to Design Work and Workplaces for Employee Health and Well-being Cristina G. Banks, PhD Imagine a workplace in which employees eat nutritious food, exercise, work in ergonomically healthy work spaces and in buildings free of toxic chemicals, take their breaks in calming and relaxing places to recharge their batteries before returning to work, and follow work practices that keep stress low, limit work hours, promote respect and fairness, and result in high job satisfaction. Does such a workplace exist? Would employees be healthier if they did? Would employees experience less emotional and physical distress and illness? Would organisations be better off and more sustainable--higher productivity, lower turnover, lower accident rates, fewer sick leaves, and lower health care premium expense—if they did? Unfortunately, we don’t yet know the answers to these questions. We have been dealing with employee health and illness in a piecemeal, factor-specific manner and thus, have not implemented in organisations multi-pronged solutions which take advantage of all we know about health and wellness and integrate solutions into the way organisations do business. What if we marshalled all we know across disciplines to identify factors that promote employee health and well-being and decrease physical and emotional distress and illness in the workplace? What if we sponsored new research that built upon existing scientific findings and integrated those findings across disciplines to create more comprehensive recommendations and solutions? What if, after we gained significant experience through research studies examining key factors that affect employee health and well-being, we then “built” the first template of the “healthy workplace?” Would businesses buy in? I and my colleagues at Berkeley have established an Interdisciplinary Center for Healthy Workplaces to become the national depository for state-of-the-art research on factors that have a proven impact on employee health and well-being. The Center also serves as the national incubator for innovation in workplace design, work equipment, organisational policies and practices, and related areas that address stress, emotional distress, illness and injury. I will share what we have learned from innovative research across several disciplines—psychology, business, public policy, public health, environmental design, ergonomics, biology, computer science, and medicine—to begin building the template of the healthy workplace. Cristina Banks is a true scientist-practitioner. As an academic, she teaches in the areas of organisational behaviour and human resource management and publishes in performance management and legally compliant employment practices. As a practitioner, she founded two successful consulting firms in which state-of-the-art knowledge was applied to organisational problems and issues. Her work in both worlds has led to significant innovations in job analysis, resulting in a Presidential Citation for Innovative Practice from the American Psychological Association. More recently, Dr. Banks has turned her attention to gathering all known science about employee health and well-being to create a new vision of the workplace, one she hopes will be adopted world-wide.
Keynote Address Day Date July 2013 – Time (Room) Promoting Effective Intercultural Interaction: Some New Research Directions Kwok Leung, City University of Hong Kong Immigration and the international operations of multinational firms have created many opportunities for people of different cultural backgrounds to interact and work together. Research on the influence of societal culture tends to assume a comparative perspective, focusing on the similarities and differences across cultural groups. While this type of research provides important knowledge about the processes underlying intercultural interaction, additional knowledge is required for a full understanding of the dynamics involved. Intercultural research, which is concerned with the interaction of people with different cultural backgrounds, is needed to supplement cross-cultural research. In addition to the influence of the societal culture of the interactants in an intercultural context, intercultural interaction is also shaped by intergroup dynamics, such as ingroup favouritism and outgroup discrimination. Furthermore, contextual factors may play a major role, such as the relative status of the interactants. To illustrate these forces, the issue of pay disparity between locals and expatriates in China is discussed. Locals and expatriates work in the same context, but they are compensated based on the labour market conditions of their home cultures, thus creating a large gap in their compensations. This gap can cause the perception of injustice and negative reactions on the part of locals, but the negative effects can be mitigated by positive intergroup dynamics. A program of research on this theme is presented to illustrate the intergroup dynamics involved and the influence of salient contextual factors in intergroup interaction in the work context. A conceptual framework is then proposed to shed light on how to address the many interpersonal and intergroup hurdles that may hamper productive intercultural interaction, such as mistrust, identity conflict, ingroup favouritism, rigid group boundaries, and cultural dissimilarity. This framework is centred on the notion of integration vigilance, which refers to the awareness and extra effort required for successfully managing intercultural interaction and the major problems involved. Practical implications and directions for future research inspired by this framework are discussed. Kwok Leung (Ph.D., University of Illinois, Urbana-Champaign) is a chair professor of Management at City University of Hong Kong. His research areas include international management, justice and conflict, creativity, and social axioms. He is Deputy Editor-in-Chief of Management and Organisation Review, Past-President of International Association for Cross-Cultural Psychology, former chair of the Research Methods Division of Academy of Management, and former president of Asian Association of Social Psychology. He is a fellow of Academy of International Business, Academy of Intercultural Research, and Association for Psychological Science, as well as a member of Society of Organisational Behaviour.
Keynote Address Day Date July 2013 – Time (Room) Socialisation and Onboarding: Findings and Research-based Advice Talya N. Bauer Organisational socialisation is the process through which new employees move from being organisational outsiders to becoming organisational insiders. Socialisation research has been in existence for nearly 40 years. While research has continued to grow and evolve, the pace of the practice of socialisation, which has been termed “onboarding” has created a huge demand for applied academic research. This talk will chart the history of socialisation research, lessons learned along the way, document how onboarding has taken off as an applied HRM topic, and discuss research-based onboarding best practices. After this talk, attendees will have a greater awareness of the key outcomes of socialisation, what its like to be new, how newcomers, managers, and organisations affect the socialisation process, and the role that time plays during the socialisation process. Whether you engage in doing world-class socialisation research, helping new students, faculty, staff, and employees socialise into your organisation, or simply would like to understand the state-of-the-art research-based practices in onboarding, this talk will help you gather a greater appreciation for the research in this area. The talk will include suggestions for future research in the area of newcomer organisational socialisation. In addition, the talk will highlight several organisations which engage in effective onboarding practices. Talya N. Bauer (Ph.D., Purdue University) is the Cameron Professor of Management. She is an award-winning teacher who conducts research about relationships at work. She has publications in the Academy of Management Journal, Journal of Applied Psychology, Journal of Management, and Personnel Psychology, works with organisations, and has been a Visiting Scholar in France, Spain, and at Google. Dr. Bauer is the former Editor of the Journal of Management and serves on the editorial boards for the Journal of Applied Psychology, and Personnel Psychology. Her work is cited by numerous media outlets such as New York Times, BusinessWeek, Wall Street Journal, and Harvard Business Review.
Keynote Address Day Date July 2013 – Time (Room) Follower Processes and Leadership: An Information Processing Approach Robert G. Lord, Distinguished Professor Emeritus, The University of Akron (
[email protected]; 0-330-285-0689; 680 Dominic Dr., Cuyahoga Falls, OH 44223-3800, USA) Considering followers as active, autonomous, constructive agents helps us understand both how leaders can influence follower self-regulation and how followers form their perceptions of leaders. Follower information processing provides the medium for both of these components of leadership. Information processing involves both the initial encoding of leadership traits and behaviours in terms of cognitive categories such as implicit leadership theories, and the later retrieval of information when people are asked to evaluate leader characteristics or behaviours (e.g., as in common survey measures of leadership). The cognitive basis for leadership categories is examined in terms of dynamic information processing structures analogous to neural networks. It is shown that categorical encoding and category-guided reconstructive memory can be based on four qualitatively different types of knowledge: symbolic, connectionist, emotional, or embodied knowledge, and each can provided an important medium for leadership processes. These four types of knowledge function as frameworks or architectures with different time, attention, and cognitive characteristics. All four types of knowledge influence the categorization of an individual as a leader, and through categorization-based leadership perceptions, this knowledge can affect subsequent behavioural ratings. Both accuracy in leadership perceptions or behavioural ratings and various types of rating errors or biases can be understood from this perspective. Typically, measures of leader behaviour assume that processing of leader-relevant information occurs at a symbolic level, but instead it involves an amalgamation of all four types of knowledge. Ways to improve behavioural measurement based on this framework are discussed. Attention is also paid to the difference between prospective and retrospective perspectives on a leader’s actions. Prospective perspectives generally reveal a wider variety of possibilities and reflect the anxiety associated with this greater uncertainty; whereas, retrospective perspectives overemphasize certainty which is interpreted in terms of individual characteristics such as ability and personality traits. It is argued that by relying on retrospective measures of leadership, research has over-estimated the stability in leadership processes and the importance of individual leadership abilities and personality. It is suggested that a more prospective approach to understanding leadership would have a greater correspondence to the issues confronted by actual leaders and may yield more practically relevant leadership theories. Dr. Lord has investigated leadership processes and performance for over 40 years, emphasizing and extending perspectives grounded in information processing and the psychology of self-regulation. His groundbreaking work on “implicit leadership theories” provided depth to the conventional understanding of leadership, the meaning of subjective measures of leadership behaviour, and the influence of leaders on the ways they are viewed by subordinates. He has published three books and more than 120 chapters and articles in refereed journals, served on several editorial boards, and chaired the dissertations of 43 I-O psychology students. He received the 2012 SIOP Distinguished Scientific Contribution Award and the 2009 Leadership Quarterly Distinguished Scholar Award.
Keynote Address Day Date July 2013 – Time (Room) Dynamic decision making in safety critical systems: How we can use basic and applied research to design safer and more efficient work systems. Andrew Neal In this talk, I will describe a program of basic and applied research designed to enhance our understanding of human decision making in safety-critical systems. I will start by describing studies that we have conducted with air traffic controllers and fire ground commanders examining the way that they make decisions in real-time. These studies illustrate the way that expert decision makers make tradeoffs amongst competing goals, such as safety and efficiency, and the role that workload management plays in this process. I then report a series of laboratory and field studies that examine aspects of this process at different levels of analysis. These include studies examining the dynamics of goal setting and goal striving, and consider the ways in which the cognitive, motivational and affective components of the self-regulatory system interact over time. A unique feature of this program is the use of computational modelling to understand the underlying processes. I describe the applications of this work in areas such as workload management, hazard and risk analysis, and systems design and analysis. I conclude with a series of reflections on the discipline and profession, and the challenges that we face in training the next generation of researchers and practitioners. Andrew Neal is a professor of I/O Psychology and Director of the I/O Psychology Program at The University of Queensland. He leads a multi-disciplinary team that is conducting basic research into human performance and motivation in the laboratory, and applying this research to practical problems in industry. He is best known for his research in the areas of safety climate, work role performance, and self-regulation. Much of this research has been carried out in the field of air traffic management, where he has carried out a series of projects developing performance and workload management systems, evaluating the impacts of decision support systems, and identifying the concepts and technologies that will be required to enable the air traffic management system to accommodate projected growth over the next 20 years. He has received over $9.6million in R&D funding from government and industry over the past 15 years, and is a consulting editor at the Journal of Applied Psychology.
