Organizational Psychology Interventions
Full course description
One of the main areas of research within the organizational psychology intervention is organizational change and development. Organizational change refers to “an empirical observation of difference in form, quality, or state over time in an organizational entity” (Van de Ven and Poole, 1995, p. 512). Both superficial and deep changes can be continuously observed, describing one of the basic characteristics of organizations. Researchers try to understand and measure change efforts and their consequences. For example, downsizing can have an effect on emotional reactions of workers and their performance. Peiró and Martínez-Tur (2008) reviewed theories to understand organizational change, theories for intervention, differences between convergent and divergent changes, and conditions for change (internal vs. external). Oreg, Vakola, and Armenakis (2011) presented a model for the understanding of organizational change with three types of variables: a) antecedents (characteristics of recipients, internal context of the organization, change process, perceived benefit; and change content); b) reactions of employees (affective, cognitive, and behavioral); and c) consequences of changes (work-related and personal). In addition, organization change is investigated from quasi experimental (Morgeson, Johnson, Campion, Medsker, and Mumford, 2006) and field survey approaches (Martin, Jones, and Callan, 2005).
During this course, we aim that students acquire knowledge and develop competencies regarding organizational change and development, focusing the attention on research. To this end, some specific objectives are proposed:
- students will be able to apply change theories to real processes of change;
- students should be able to diagnose conditions for change, distinguishing between conditions for convergent vs. divergent change and between quick vs. gradual change;
- students will be able to identify and describe variables involved in processes of change, including antecedents of change, reactions, and consequences;
- students will be able to design a quasi-experimental study on organizational change;
- students will be able to design a correlational study on organizational change;
- students will be able to analyze a research study on organizational change critically.